FEDERER PERFORMANCE MANAGEMENT GROUP, LLC TRANSFORMING VISIONS INTO RESULTS WHITE PAPER Keys to Being a Successful Leader
Introduction Why is it that some people are successful in leadership roles, while others fail? Much has been written about this subject, and while one definitive answer hasn t emerged, the dialog offers plenty of food for thought. In particular, successful leaders often have been introspective, looking within themselves to determine what may help or harm them as they lead others. Let s take a look at three such inner keys : emotional intelligence, needs and motivators, and playing to win. TABLE OF CONTENTS: Focus on Emotional Intelligence 3 Focus on Needs and Motivators 4 Focus on Playing to Win 5 2
Focus on Emotional Intelligence Focus on Emotional Intelligence The phrase, people like to do business with those they like and trust, is also true when it comes to leadership. Those who succeed in the business world, which often entails embracing the role of being a leader, typically have qualities that transcend competence or intelligence. This doesn t mean that not possessing the necessary skills will get you far, but it does demonstrate the importance of emotional intelligence as a precursor of success. Emotional intelligence is the ability to effectively use self-awareness and appropriate social skills to build consensus, manage people toward a common goal and in essence, be liked ; it s the X factor that can make an intangible difference for those seeking to climb the corporate ladder. Most people are familiar with intelligence quotient (IQ), a measure of brainpower that changes very little after the teen years. What many may not be aware of is emotional quotient (EQ), which ranks higher than IQ in first place as a determinant of outstanding job performance. Leaders, in particular, can benefit by assessing themselves based on the five dimensions that make up EQ profile: They also have the opportunity to address their weaker areas, since it s possible to change EQ; emotional intelligence seems to be largely learned. Self-perception Self-regard, self-respect, confidence, actualization and emotional self-awareness Expression Communications skills such as assertiveness, showing your feelings and constructive criticism as well as how independent you are Interpersonal Participating in mutually satisfying relationships, showing empathy, understanding how others feel, demonstrating social responsibility and seeing the broader picture Decision-making Problem-solving, controlling your impulses, delaying gratification and being objective Stress management Flexibility, tolerance, optimism, adaptability and ability to cope a key predictor of successful people When people know themselves and focus on the things they do well they can better understand the effect their behavior has on those around them and why they re succeeding (or not) in their chosen career or endeavor. 3
Focus on Needs and Motivators Focus on Needs and Motivators Everyone defines success differently; some might look only at titles, while others focus more on responsibilities and the amount of influence wielded. What separates those who are most successful often leaders from everyone else is the fact that they ve buoyed their success by understanding their needs and motivators. David McClelland, a pioneer in motivational theory, developed an acquired needs theory proposing that people s specific needs are acquired over time and shaped by their life experiences. He identified three areas of need that directly affect motivation and effectiveness:»» Need for Achievement. Those who are driven by achievement have a strong desire to excel; they seek to accomplish challenging goals, advance up the corporate ladder and be recognized for their work. The factors that affect achievement-seekers include wanting: Approval from experts To make money To succeed on their own Respect from colleagues To compete and win»» Need for Power. Those who are driven by power are interested in being effective and feeling influential making an impact anywhere they can. These people seek to be involved in decisionmaking (or be the ultimate decider) and leave their mark on their organizations.»» Need for Affiliation. Those who are driven by affiliation might be considered connectors ; they want to develop and maintain friendly relationships. These people are typically good team players and client contacts. They also seek to be well regarded. Everyone has different amounts of all these needs, and it can be an invaluable exercise to determine specific levels by using a 1-10 ranking scale. To take things a step further, it s important to think about the behaviors that support each need: Achievement-seekers may be motivated to excel to attain a specific status, e.g., the Million Dollar Sales Group. Power-seekers may be very vocal during meetings, trying to control the conversation. Affiliation-seekers may connect with clients on a very personal level. Leaders who know more about themselves have the opportunity to be more powerful and have more choices; they ve leveraged that knowledge to help them meet their goals. 4
Focus on Playing to Win Focus on Playing to Win Playing to win is a phrase often associated with sports; commentators often note that individuals or teams are either playing to win really going for it or playing not to lose taking a more conservative approach. The same terminology can apply in the business world, and in particular to leaders. Those who frequently get out of their comfort zone are certainly playing to win, while those who aren t challenging themselves are playing not to lose, i.e., playing it safe. People who don t stretch themselves and get uncomfortable ultimately go backwards, since they re essentially marking time rather than pushing themselves forward. Those who aspire to be leaders need to ensure they re playing to win, asking themselves what they can do differently, what they re willing to change and the following questions from Marilee Adams s insightful book, Change Your Questions, Change Your Life: What are some of my irrational beliefs or fears that limit me? Am I afraid of failure or success? What stops me from setting the challenges higher and achieving them? Is this a job or a career? What am I passionate about? What motivates me? Am I having fun? What are my current strategies - and are they limiting me or helping me? This is a lot to ponder, but successful leaders will know the answers to all those questions. They ll also have defined what success means to them and what sacrifices they believe they need to make to achieve it, along with what makes them nervous about it. Leaders must be aware of what they love about their position the challenge, the work, the money, etc. - as well as what they gain from it: self-confidence, self-respect or something else. Finally, they make sure they re not doing things to limit their progress since in the business game, they re actually competing against themselves. 5
FEDERER PERFORMANCE MANAGEMENT GROUP, LLC TRANSFORMING VISIONS INTO RESULTS About Dr. Denise P. Federer Clinical psychologist and executive coach Dr. Denise P. Federer is the founder and principal of Federer Performance Management Group, LLC. She brings more than 20 years experience as a clinician, researcher, speaker, author and consultant to her work as a performance coach. Dr. Federer, who received her B.A. in Psychology from the Honors Program at the University of Michigan and her PhD in clinical psychology from Nova University, is an expert in stress management, health and wellness, communication styles, performance enhancement and motivational strategies. She has extensive experience providing guidance to leading U.S. firms and their executives and in private practice as a psychotherapist to couples, families and individuals an intense focus that has led to her interest and expertise in peak performance coaching and in the unique dynamics of closely held and family-owned businesses. Dr. Federer is a member of the International Coaching Federation (ICF) as a credentialed Professional Certified Coach (PCC). She has also received certificates in Family Business Advising and Family Wealth Advising. Her professional affiliations over the past twenty four years include the following: National Register of Health Service Providers in Psychology American Psychological Association National Association of Women Business Owners National Association of Female Executives Society for Psychologists in Management For More Information: VISIT www.federerperformance.com CALL 813.876.7191 EMAIL info@federerperformance.com