TM - January 2008 - (Page 45)

peers and other corporate insiders. Today, their views often carry weight in economic, policy and even social debates, and in the era of YouTube and 24-hour cable news, their actions and decisions are subject to a level of public scrutiny their predecessors would have found unimaginable. • F a i l u r e R a t e s : Stellar leaders are hard to find and harder to keep, and the pressure for leaders to deliver excellent results has never been greater. For example, The Center for Creative Leadership reports 40 percent of newly hired executives fail within the first 18 months. The situation is even more troubling when we examine the performance of leaders from outside the organization. For example, Dan Ciampa and Michael Watkins Figure 1: Seven Personality HighPotential Connections • • • • • • • Competency Modeling. Recruiting. Selection. Onboarding. Coaching and Leadership Development. Conflict Resolution. Succession Planning. Figure 2: Performance-Potential Matrix Potential Rank: Low to High Enhance Development for Current Role Watch Performance Closely — Develop in Role Watch Performance Closely — Future with Organization Questionable Accelerate Development for Current and Next Role Watch Performance and Potential Closely — Develop in Role Watch Potential Closely — Develop in Role Performance Rank: Low to High Maximize Investment in Development — Accelerate Transition to Next Role Invest in Development — Ready to Move to Next Role Commit to Appropriate Rewards and Recognition — Develop in Role report in their book Right from the Start 64 percent of new executives hired from the outside don’t make it in their new jobs. Companies continue to search for ways to make their leadership identification and development efforts more successful. One way they are doing this is by turning to well-developed and well-validated measures of personality. Consider: • Personality traits have a direct impact on job performance. Research indicates between 20 percent and 25 percent of an individual employee’s effectiveness on the job is attributable to his or her personality. The data speak clearly: the assessment of common personality attributes is extremely valuable in understanding and predicting supervisory, managerial and executive career progression; how the traits that make for effective supervisors, managers and executives differ from one another; and actual supervisory, managerial and executive job performance across a wide range of key metrics. • Well-developed personality assessments also can predict performance in jobs in different countries and cultures, and just as importantly, do so in a way that is age, gender and race neutral. Figure 3: Some Common Leadership Derailers • • • • • • • • Living in the past. Being “I-oriented,” not “we-oriented.” Breaking trust. Unwillingness to accept and act on feedback. Inability to create a social network. Failure to deliver business results. Delivering business results the wrong way. Overreliance on formal authority. • In today’s increasingly customer-focused, servicebased and team-oriented business environment, companies are discovering that understanding the personality attributes of their key performers can be a significant competitive advantage. talent management magazine www.TalentMgt.com 45 January 2008 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - January 2008

TM - January 2008 Editor's Letter Contents Learning Connections: Working With Those People Leading Edge: Hub Caps for a Buggy Human Performance: Hawthorne Effect Revisited Beyond Affirmative Action: The Changing Face of Recruitment Assessment Centers in Talent Management: Strategies, Use and Value Nontraditional Benefits- How to Hook the Best Talent Intersection of Web 2.0 and Talent Management Cross-Training for Workforce Agility Mapping Talent Among Younger Workers Dashboard: Using Personality Data to Identify and Develop High-Potential Leaders Application: Shaffer Title Uses Myers-Briggs to Develop Common Corporate Language, Jump-Start Growth Insight: Dreier, Stein & Kahan LLP: Using Strategy to Bring Back the Law Profession Advertisers' Index Editorial Resources Full Potential: Stop in the Name of Leadership

TM - January 2008

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