A New Way to Lead Change and Make It Work
Technology Inc., a high-tech manufacturer of precision tools, pushed its chips into the center of the table and went all in. The company gambled that by radically changing its leadership strategy it could transform the organization itself. "It's a bet that paid off far better than the CEO or anyone else imagined," says CCL's John McGuire.
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New CCL Panel Needs You!
We invite you to join our new online panel, Leading Insights. CCL values your insight and we want to include your input in the decisions we make to create better leaders and stronger organizations.
By joining the panel, you have the opportunity to share perspectives and be part of an ongoing global research initiative that will shape the future of leaders and leadership development. To join the invitation only online panel, visit: Leading Insights.
All information will be kept strictly confidential and used only for research purposes. If you have questions or comments, please e-mail Paula Morrow morrowp@ccl.org.
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Did you know ...
That three personality traits are predictors of career derailment?
Leadership careers can go off the rails for a number of reasons, preventing executives from achieving their full potential. A recent CCL study found that career derailment is more likely to occur if an executive:
- Is less trusting of people;
- Is more conceptual and abstract in his style of thinking; and
- Tends to reveal personal information about himself.
Research studies conducted at CCL since the 1980s have contrasted people who "make it" to the top with people whose leadership careers have stalled. The studies have focused on specific characteristics and behaviors — rather than personality traits. Over the past 25 years, research has identified the following factors to be indicators of derailment:
- Authoritarian.
- Cold.
- Aloof.
- Arrogant and insensitive to others.
- Failing to staff effectively.
- Failing to handle conflict.
- Failing to build and lead a team.
- The inability to think strategically, adapt, grow, learn and develop.
- Overly ambitious.
- Lacking follow-through or performing poorly.
- Lack of preparation to manage outside current function.
The new study looked at the personality traits of 279 managers to determine whether any significant connections could be made between personality and career derailment. Using CCL's Benchmarks 360-degree assessment instrument to measure derailment potential and the 16PF Fifth Edition Questionnaire to measure personality, CCL researchers found:
- Vigilance — the tendency to not trust others, perhaps believing that most people have hidden agendas and will not do what they say they will do — is positively correlated to derailment.
- Abstractedness — the tendency to take a conceptual approach to things; in extreme it can appear as daydreaming or absentmindedness — is positively correlated to derailment.
- Privateness — the tendency to keep personal information to oneself — is negatively correlated to derailment. It is viewed as a predictor of continued career success.
"Understanding how their personality and behaviors may be perceived by others is important for managers and executives who want to continue to grow and succeed in their careers," says CCL's Jean Leslie, an expert in leadership career derailment. "This insight encourages managers to adjust their actions and ideas about leadership in ways that help them to be more effective on the job."
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