Leadership Models: High Performing Leaders vs. Under-Performing Leaders

There are hundreds of studies on leadership performance thathave attempted to understand what defines great leadership.  We nowactually understand a great deal about what separates successful leaders fromthe under-performing ones.  It seems that successfulpeople are aggressive learners.   Successful people:

*Regularly seek and are extremely analytical about their successes and failures

*Possess the rare ability of self-reflection and self-awareness

*Thrive on variety of experiences out of both a sense of profound curiosity and also because they understand that it leads to further self-discovery

*Constantly strive to learn something new anddifferent by searching for comparisons and contrasts, and also defining areas of similarity.

*Discover or create opportunities to apply newunderstandings to new situations

*Use strengths to modify weaknesses  

Unfortunately, only about 10% of us are by nature aggressivelearners.  So now what?  Thegood news is that in most cases you can be coached to be an aggressive learner.

Ourcoaching model focuses on building a set of skills that helps the candidatebecome a more active learner.  What werealized is that we need to help coaching candidates develop greater awarenessof their own abilities through an examination of four different areas,each of which has a marked influence on a person’s learning curve and on theirperformance as a leader.  Leadership performance is linked to these fourspheres:

The candidate discovers ways to more consistently--
embrace complexity
confront ambiguity
expand their interests and perspectives
pursue complexity out of heightened curiosity
view penetrating questions as more important than answers

Interpersonal Finesse
The candidate develops more techniques with which to--

self-reflect and augment self-awareness
catch their own counter-productive behavior and modify it
vary their role and style to the situation
embraceconflict and harness it for creative ends


The candidate’s executive repertoire is broadened whenthey--

learnhow to behave as strategically as possible

employhypothetical modeling in their thinking and problem-solving

embracethe underlying spirit of continuous improvementcome to understand how critical 

tenacity is in any change initiative


Goal Orientation:

Thecandidate hones a high-impact results orientation by adding or refining capabilities--

createa presence and inspire others by consistently acting "strategically"

addresstheir own performance and others’ in a systematic, developmental, andstrategic way

differentiateamong the various levels of priorities and act accordingly

deliveron promises and expectations


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