Advanced People Strategies - Rob Field Learning and Development Director
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Advanced People Strategies
Rob Field
Learning and Development Director
©Advanced People Strategies Ltd 2020
Selecting and Developing Talent in a Digital World
CHARISMA HUMILITY
Charismatic or Humble leaders
Does it really matter?
©Advanced People Strategies Ltd 2020
Charisma & Humility Definitions
Charisma is “a compelling Humility is “freedom from pride or
attractiveness that can inspire arrogance: the quality or state of
devotion in others...” low self-preoccupation…”
©Advanced People Strategies Ltd 2020
Objectives:
1. 2. 3.
Share the latest research on How proven techniques can Share examples of how we
leadership and what makes be adapted to be successful apply this with clients in a
a high performing leader in in todays fast paced, agile real world scenario
a digital world. world.
©Advanced People Strategies Ltd 2020
The challenge for HR & L&D (and the organisation!)
Geographical Leaders in Budget Evidence that Leaders with Self-managed
spread different time constraints the crucial different versus
Dispersed zones How to do more skills needed ability levels, organisationally
workforce with less, how to
How to get
support the
for growth are requiring skills -led
everyone together
to make decisions smaller divisions acquired at different development
Demonstrate the times Tactical self-
expected ROI Proactively management versus
preparing leaders organisational skill
to be ready for gaps
senior positions
and pressure to
not wait
©Advanced People Strategies Ltd 2020
The challenge for HR & L&D (and the organisation!)
95% of HR 50% of
Leaders say Burnout managers FAIL
is biggest threat to
employee turnover
About 66% are
Harvard Business Review
2019
ineffective
Hogan, et al., (2011)
©Advanced People Strategies Ltd 2020
Meeting leadership challenges
Leadership Challenges 2019
Leading a Team Inspiring Others Developing Employees
Guiding Change Managing Internal
Stakeholders
©Advanced People Strategies Ltd 2020
Meeting leadership challenges
Leadership Challenges 2019
Has this really changed?
Leading a Team The methodology
Inspiring Others has!!
Developing Employees
Guiding Change Managing Internal
Stakeholders
©Advanced People Strategies Ltd 2020
Digital Transformation
“Digital transformation “The most successful ‘new’
does not necessarily mean something approaches are quite often updated
‘new’ versions of established practices, using
Instead, technology allows companies to rapidly
experiment with new ideas, often borrowed from the latest technology.”
other sectors. ”
Prof Feng Li, of Cass Business School Prof Feng Li, of Cass Business School
©Advanced People Strategies Ltd 2020
Rapid assessment of motivations & personality
ICEBERG MODEL
Experiencing Experiencing
Relating
Behaving Under
Everyday
pressure
Feeling
Thinking
Cognition|Values
©Advanced People Strategies Ltd 2020Emergence vs Effectiveness
Real Managers: Emergence vs.
Effectiveness
Luthans’ landmark research is often ignored.
When organisations are working to identify new leaders, Studied 457 managers from different organisations over
4 years.
too often they gravitate toward those who are Used assessments, interviews, ratings, and behavioural
charismatic, narcissistic, and inappropriately self- observations.
Gathered performance data at end of study.
confident. These individuals tend to emerge because they
are well-liked and masters in the art of office politics.
However, decades of data and research prove that people Jim Collins: Good to Great
with these characteristics are extremely ineffective Concerns leader Effectiveness.
leaders, and can ultimately destroy the organisations they
Found 11 Fortune 1000 companies with 15 years of
have been chosen to serve. mediocre performance and then 15 years of superior
performance.
Bob Hogan The CEOs of the companies with superior performance
were humble and competitive—not high emergent or
charismatic.
Say goodbye to the myth of charismatic leadership.
©Advanced People Strategies Ltd 2020Great leaders in 2020 and beyond?
EMERGENT EFFECTIVE
• Spend time working with their teams
• Spend time networking
• Ambition is for the organisation not
• Ambition to get ahead
themselves
• Self promote
• Recognise achievements of others
• Less open to feedback
• Open and coachable
Beware the leader who says
"I can take this company to
the next level"
It might sound like…
©Advanced People Strategies Ltd 2020Great leaders in 2020 and beyond?
EMERGENT EFFECTIVE
• Spend time working with their teams
• Spend time networking
• Ambition is for the organisation not
• Ambition to get ahead
themselves
• Self promote
• Recognise achievements of others
• Less open to feedback
• Open and coachable
“I can make America
great again”
©Advanced People Strategies Ltd 2020Humility or Charisma?
Why do the 50% Fail? Which would you prefer,
charismatic leaders or
Focus on Humble leaders?
efficiency &
execution NOT
People Show of hands
©Advanced People Strategies Ltd 2020Charisma or Humility?
CHARISMA HUMILITY
What's the impact of too much? What's the impact of too humble?
Narcissism; Politicking; Fly under the radar and get
maintaining silos; Bullying overlooked
©Advanced People Strategies Ltd 2020Charisma cluster – Hogan Development Survey (HDS)
• BOLD
• MISCHIEVOUS
• COLORFUL
• IMAGINATIVE
©Advanced People Strategies Ltd 2020Charisma cluster – Definitions
BOLD Socially poised, arrogant, and entitled
MISCHIEVOUS Charming, manipulative, and impulsive
COLORFUL Smart, interesting and self-dramatizing
IMAGINATIVE Creative, impractical, and eccentric
©Advanced People Strategies Ltd 2020Humility ©Advanced People Strategies Ltd 2020
Humility
Source: Vergauwe, Wille, B., Hofmans, J., Kaiser, R., & De Fruyt, F. (2018) The Double-Edged Sword of Leader Charisma. Journal of Personality and Social Psychology, 114, 110-130.
©Advanced People Strategies Ltd 2020Table Exercise
On your tables, rapidly rank the profiles 1-3
Based on the data available
Notice what you focused on. Was it:
• Flight risk?
• Performance?
• Revenue?
• Strengths?
• Development needs?
©Advanced People Strategies Ltd 2020View candidates side by side to understand strengths and shortcomings : Who stands out?
Managers
Mirco Alsharek
Cathy Ailsbury
Carlia Hoffa
Christophe Rackets
Dimitrios Manolas
©Advanced People Strategies Ltd 2020View candidates side by side to understand strengths and shortcomings : Who stands out?
Executives
Christophe Rackets
Carlia Hoffa
Cathy Alisbury
Mirco Alsharek
Dimitrios Manolas
©Advanced People Strategies Ltd 2020View candidates side by side to understand strengths and shortcomings : Who stands out?
Managers Executives
Mirco Alsharek Christophe Rackets
Cathy Ailsbury Carlia Hoffa
Carlia Hoffa Cathy Alisbury
Christophe Rackets Mirco Alsharek
Dimitrios Manolas Dimitrios Manolas
©Advanced People Strategies Ltd 2020Larger groups or specific roles – Competency reports to rapidly assess job fit
1 9 Job Families
2 64 competency/skill areas
3 Each job family is made up of 8-10
competency areas.
4 You can create a profile out of any 10
competencies
©Advanced People Strategies Ltd 2020Rapid Adaptable Assessment Agile Leadership Development
Managers
Mirco Alsharek
Cathy Ailsbury
Carlia Hoffa
Christophe Rackets
Dimitrios Manolas
Closing the gap is the next challenge
In our digital world it is possible.
©Advanced People Strategies Ltd 2020Why virtual skills development? : Ongoing challenges to HR and L&D
Diversity & Inclusion
Geographically dispersed
• Global involvement?
• Cross cultural reach?
• No travel cost/time?
• No external venue cost?
• Flexible attendance?
• No need for minimum numbers
©Advanced People Strategies Ltd 2020Why virtual? : Flexible programme
Anticipating problems Decision making
Driving innovation Developing people
Leveraging work skills Driving change
Political savvy Driving performance
Assessing and developing against the same domains Presenting to others
Processing information
Driving strategy
Inspiring others
Sales focus Leading others
Setting goals Managing conflict
Solving problems Managing resources
Written communication Team building
Flexible skills development
Accountability Customer focus
Caring about people Influencing others
Dealing with ambiguity Leveraging diversity
Dependability Leveraging people skills
Driving for results Listening to others
Flexibility Negotiating
Handling stress Networking
Overcoming obstacles Relationship building
Planning & organising Teamwork
Taking initiative Verbal communication
©Advanced People Strategies Ltd 2020Tap into data, digital and virtual to develop skills, not just knowledge
HBR suggests leaders should:
• Get feedback
• Engage in self-observation
• Practice self management
©Advanced People Strategies Ltd 2020Why virtual? : APS Cloud applications
Supporting: Virtual Leadership Development
Transitioning
Development/
Webinars Assessment centre
Onboarding
Enhance L&D programmes
Blended
Coaching
Talent development Learning
©Advanced People Strategies Ltd 2020Final Thoughts
1. 2. 3.
Humility creates engagement Charism destroys engagement. The next generation of
but it needs to be Organisations that value effective leaders may be
accompanied with charisma often overlook their hidden in plain sight. In this
competence. most effective leaders. fast-paced digital world we
need to leverage data to
identify and develop leaders
who have the potential to
create agile organisations
that thrive.
©Advanced People Strategies Ltd 2020Advanced People Strategies
Rob Field
Learning and Development Director
©Advanced People Strategies Ltd 2020You can also read
