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--
expand their interests and perspectives
pursue complexity out of heightened curiosity
view penetrating questions as more important than answers
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
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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