Don t Let Your Ego Hijack Your Career: 4 Warning Signs

Transcription

1 Don t Let Your Ego Hijack Your Career: 4 Warning Signs David Witt Program Director The Ken Blanchard Companies

2 It is estimated that the base rate of managerial failure ranges from 30 to 67 percent, with an average of about 50 percent*. *As identified by Robert Hogan in Personality and the Fate of Organizations, (LEA Inc., 2006)

3 Agenda 11 personality derailers 4 warning signs 1 specific action 3 necessary attitudes

4 Most leaders don t start out with poor habits and behaviors. They would never be as successful as they are if they did.

5 Dark side tendencies will be most apparent in senior positions where there are fewer constraints

6 Poll: How many of these traits* would you say that you have? a. Energy and enthusiasm b. Makes few mistakes c. Insightful about organizational politics d. Tough and resolute under pressure e. Charming with good social skills f. Courage, confidence, and charisma g. Willing to take risks; charming h. Entertaining, flirtatious, and engaging i. Visionary out-of-the-box thinking j. Hard working, high standards; self-sacrificing k. Team player; considerate; keeps boss informed *Initial strengths, as identified by Robert Hogan in Personality and the Fate of Organizations, (LEA Inc., 2006)

7 In the wrong environment, ego can become sensitized with negative consequences.

8 When stress rises, derailers are most likely to throw people off course.

9 When you become a leader you forfeit the right to remain ignorant of your impact on people

10 Early warning signs* 1. Being comparative 2. Being defensive 3. Showcasing brilliance 4. Seeking acceptance *As identified by David Marcum & Steven Smith in Egonomics: What Makes Ego Our Greatest Asset (or Most Expensive Liability) Touchstone; 1st Fireside Hardcover Ed edition (2007)

11 The solution is selfawareness. You can change if you have a mind to. But there are three attitudes that need to be in place.

12 The first is humility*. This is seeing yourself in the proper perspective grounded in reality. *Humility, Curiosity, and Veracity as identified in David Marcum & Steven Smith, Egonomics: What Makes Ego Our Greatest Asset (or Most Expensive Liability) Touchstone; 1st Fireside Hardcover Ed edition (2007)

13 Curiosity*: Leave a little space for others. Ask, instead of tell. None of us is as smart as all of us. *Humility, Curiosity, and Veracity as identified in David Marcum & Steven Smith, Egonomics: What Makes Ego Our Greatest Asset (or Most Expensive Liability) Touchstone; 1st Fireside Hardcover Ed edition (2007)

14 Veracity*: Find truthtellers in your life. People who will be straight with you and tell you what you need to hear. *Humility, Curiosity, and Veracity as identified in David Marcum & Steven Smith, Egonomics: What Makes Ego Our Greatest Asset (or Most Expensive Liability) Touchstone; 1st Fireside Hardcover Ed edition (2007)

15 Sit down and ask each employee what you could do to be more effective. 1. What should I do more of, or start doing? 2. What should I do less of, or stop doing? 3. What do you think I should know? Listen carefully and say Thank you.

16 Effective leadership starts on the inside. Are you a servant leader, or a self-serving leader?

17 Join us for these upcoming events! September 10 & 11 Servant Leadership Immersion with Ken and Margie Blanchard September 11 &12 Blanchard Summit: Fast Forward Lead, Innovate, and Cultivate October 10 Un-Leaderlike Moments Livecast

18 Another question from Ken Blanchard how would your boss behave if they felt loved, supported and cared for? What would that mean for you? What would it mean for your direct reports if you felt that way?

19 Be kind to yourself while you grow.

20 Poll: Other Resources a. Blanchard research and white papers b. Information on upcoming Blanchard events c. Information on other Blanchard products and services

21 Resources Egonomics David Marcum & Steven Smith Personality and the Fate of Organizations Robert Hogan Why CEOs Fail David Dotlich & Peter Cairo Leading at a Higher Level Ken Blanchard

22 Questions & Answers David Witt Program Director The Ken Blanchard Companies Randy Conley Trust Practice Leader The Ken Blanchard Companies

23 Thank You To learn more about how The Ken Blanchard Companies can help you improve leadership development in your organization, please visit: Or call Blanchard at: Continue the conversation at