Leadership Development for Lawyers March '09

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Leadership Development Leadership Development for Lawyersfor Lawyers

Kathleen Bradley, JD, M.LeadershipKathleen Bradley, JD, M.LeadershipThe Executive Lawyer LLCThe Executive Lawyer LLC

March, 2009March, 2009

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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development

Your career is an investmentYour career is an investment

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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development

In today’s world, change is a constantIn today’s world, change is a constant

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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development

Strengths can become weaknessesStrengths can become weaknesses

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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development

Clients demand: business acumen and leadershipClients demand: business acumen and leadership

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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development

““If you don’t know where you are going, If you don’t know where you are going, any road will get you there.”any road will get you there.”

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Benefits of Purposeful DevelopmentBenefits of Purposeful Development

Understand selfUnderstand self EmpowermentEmpowerment Leverage strengths; manage weaknessesLeverage strengths; manage weaknesses Set goals, visualize the path, get there fasterSet goals, visualize the path, get there faster Create new opportunitiesCreate new opportunities Receptive to feedbackReceptive to feedback Ongoing learningOngoing learning Get support; be held accountableGet support; be held accountable

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Components of Leadership DevelopmentComponents of Leadership Development

AssessAssess

Values

Vision

Interests

Strengths and Challenge

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Components of Leadership DevelopmentComponents of Leadership Development

Plan and PrioritizePlan and Prioritize

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Components of Leadership DevelopmentComponents of Leadership Development

AssessAssess Values Values

VisionVision

InterestsInterests

Strengths and challengesStrengths and challenges

Plan and PrioritizePlan and Prioritize SMART GoalsSMART Goals

Action StepsAction Steps

ExecuteExecute

CelebrateCelebrate

Start over againStart over again

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What are your values?What are your values?

What are values?What are values?

Why values? Why values?

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Examples of ValuesExamples of Values

LoveLovePowerPowerGrowthGrowthAcceptanceAcceptanceGratefulnessGratefulnessJusticeJusticeTrustTrustIntimacyIntimacyHealthHealthHumorHumorFocusFocusIntegrityIntegrityHonorHonorBeautyBeautyExpediencyExpediency

FreedomFreedomComfortComfortJoyJoySupportSupportHonestyHonestySerenitySerenityFulfillmentFulfillmentAdventureAdventureServiceServiceHarmonyHarmonyKindnessKindnessDesireDesireFamilyFamilyTruthfulnessTruthfulnessInquiryInquiry

SecuritySecurityCompetencyCompetencyCreativityCreativityWarmthWarmthBalanceBalanceHumilityHumilitySuccessSuccessPassionPassionAchievementAchievementWinningWinningAppreciationAppreciationPresencePresenceChangeChangeUnderstandingUnderstandingCompassionCompassion

PlayPlayExerciseExerciseVegging OutVegging OutPridePrideRomanceRomanceFrivolityFrivolitySpontaneitySpontaneityPerfectionPerfectionAppreciationAppreciationConscientiousnessConscientiousnessWealthWealthAggressivenessAggressivenessTenacityTenacityPracticalityPracticalityLoyaltyLoyalty

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Work and ValuesWork and Values

What drives you?What drives you?

What values are important in your What values are important in your work?work?

AlignmentAlignment

““Be a Better Leader, Have a Richer Be a Better Leader, Have a Richer Life” articleLife” article

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Define Your VisionDefine Your Vision

Values and visionValues and vision

Write a vision statementWrite a vision statement

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What interests you?What interests you?

FunFun

EnergyEnergy

JoyJoy

AlignmentAlignment

Being selfish Being selfish

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Assess Your Strengths and Assess Your Strengths and Your WeaknessesYour Weaknesses

KeyKey Maximize strengthsMaximize strengths Manage weaknessesManage weaknesses

Assess strengthsAssess strengths Identify weaknessesIdentify weaknesses Ask for feedbackAsk for feedback

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Gallup’s 34 Talent AreasGallup’s 34 Talent Areas

AchieverAchiever

ActivatorActivator

AdaptabilityAdaptability

AnalyticalAnalytical

ArrangerArranger

BeliefBelief

CommandCommand

CommunicationCommunication

CompetitionCompetition

ConnectednessConnectedness

ConsistencyConsistency

ContextContext

DeliberativeDeliberative

DeveloperDeveloper

DisciplineDiscipline

EmpathyEmpathy

FocusFocus

FuturisticFuturistic

HarmonyHarmony

IdeationIdeation

IncluderIncluder

IndividualizationIndividualization

InputInput

IntellectionIntellection

LearnerLearner

MaximizerMaximizer

PositivityPositivity

RelatorRelator

ResponsibilityResponsibility

RestorativeRestorative

Self-AssuranceSelf-Assurance

SignificanceSignificance

StrategicStrategic

WooWoo

From From Now, Discover Your Strengths Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton, Ph.D. (New York: by Marcus Buckingham and Donald O. Clifton, Ph.D. (New York: Free Press, 2001). Free Press, 2001).

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Potential Challenges and Potential Challenges and Developmental AreasDevelopmental Areas

The hurdles to development:The hurdles to development:

Significant challengesSignificant challenges

Significant limitationsSignificant limitations

Areas for growthAreas for growth

What support do you need to manage or What support do you need to manage or overcome these hurdles?overcome these hurdles?

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Elements of EffectiveElements of EffectiveLeadership DevelopmentLeadership Development

Honest and deliberate assessmentHonest and deliberate assessment

ChallengeChallenge

SupportSupport

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Assessing Leadership Assessing Leadership Capabilities and CompetenciesCapabilities and Competencies

Self awarenessSelf awareness

Assessment instrumentsAssessment instruments

Informal assessmentsInformal assessments

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SIDEBAR: Leadership and SIDEBAR: Leadership and Emotional IntelligenceEmotional Intelligence

What is emotional intelligence (EQ)?What is emotional intelligence (EQ)?

The ability, capacity, or skill to perceive, assess, The ability, capacity, or skill to perceive, assess, and manage the emotions of one’s self, of and manage the emotions of one’s self, of others, and of groups.others, and of groups.

Relatively new area of leadership research, with Relatively new area of leadership research, with evolving focus and definition.evolving focus and definition.

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Leadership Development and Leadership Development and Emotional IntelligenceEmotional Intelligence

The 5 domains of EQ:The 5 domains of EQ:

Knowing your emotionsKnowing your emotions

Managing your own emotionsManaging your own emotions

Motivating yourselfMotivating yourself

Recognizing and understanding other people's emotionsRecognizing and understanding other people's emotions

Managing relationships, ie., managing the emotions of Managing relationships, ie., managing the emotions of othersothers

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Why is EQ important?Why is EQ important? “What Makes a Leader”by Daniel Goleman.

As one progresses through one’s career, EQ plays an increasingly important role in performance.

Differences in technical skills are of less importance at higher levels of seniority.

In one study that compared star performers to average ones in senior leadership positions, nearly 90% of their profiles was attributable to EQ factors rather than cognitive abilities.

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The Johari WindowThe Johari Window

Known to self Unknown to self

Known to others

Unknown to others

open

hidden

blind

unknown

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Another Sidebar:Another Sidebar:The Johari WindowThe Johari Window

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The Johari WindowThe Johari Window

Known to self Unknown to self

Known to others

Unknown to others

open

hidden

blind

unknown

ask

(feedback)

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The Johari WindowThe Johari Window

Known to self Unknown to self

Known to others

Unknown to others

open

hidden

blind

unknown

tell

(dis

clos

ure)

ask

(feedback)

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Ability to LearnAbility to Learn

The ability to learn and The ability to learn and

openness to learning openness to learning

are the most critical are the most critical

factors in the factors in the

development process.development process.

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The Enemies of LearningThe Enemies of Learning Inability to say, “I don’t know”Inability to say, “I don’t know”

Blind spotsBlind spots

Requirement for clarityRequirement for clarity

No timeNo time

Not giving permission to be taughtNot giving permission to be taught

Unwillingness to learnUnwillingness to learn

Believing that knowing and learning are the same as Believing that knowing and learning are the same as having informationhaving information

Having to “get it right”Having to “get it right”

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Now for the Push: Setting the Now for the Push: Setting the Goals and Defining the Action PlanGoals and Defining the Action Plan

Now what?Now what?

Set your Set your goals goals on the basis of your platform on the basis of your platform of self-knowledge:of self-knowledge:

ValuesValues

VisionVision

InterestsInterests

StrengthsStrengths

ChallengesChallenges

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Understanding Your MotivationUnderstanding Your Motivation

Two key factors in motivation:Two key factors in motivation:

How much do you value the goal you are moving How much do you value the goal you are moving towards?towards?

• Informed by your values, vision, and interestsInformed by your values, vision, and interests

How likely is it that you can achieve it?How likely is it that you can achieve it?

• Subjective assessmentSubjective assessment

• Based in part on your perception of your strengths and Based in part on your perception of your strengths and challengeschallenges

• Based also on your perception of your external Based also on your perception of your external environmentenvironment

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Goal Setting 101Goal Setting 101

Criteria for an effective goal Criteria for an effective goal

CommitmentCommitment

StretchStretch

Performance and Performance and monitoring monitoring

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Goal Setting 101Goal Setting 101

Criteria for an effective goal Criteria for an effective goal

““SMART” = SMART” = SSpecificpecific

MMeasurableeasurable

AAchievablechievable

RRealisticealistic

TTime-limitedime-limited

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EvidenceEvidence

How will you know when you have How will you know when you have achieved your goal? achieved your goal?

• BehaviorBehavior

• FeedbackFeedback

• ResultsResults

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Activities, Resources and StrategiesActivities, Resources and Strategies

What will you do?What will you do?

What will you read?What will you read?

What workshops will you attend?What workshops will you attend?

What learning opportunities will you What learning opportunities will you engage in?engage in?

What networks will you develop?What networks will you develop?

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““The Making of An Expert”The Making of An Expert” Deliberate Deliberate practicepractice

The things you do well; The things you do well; andand

The things you The things you can’t can’t do well.do well.

Think Think deliberatelydeliberately

SkillsSkills

Improve the skills you already haveImprove the skills you already have

Extend the reach and range of your skillsExtend the reach and range of your skills

Invest timeInvest time

Find coaches and mentorsFind coaches and mentors

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Completion DateCompletion Date

DeadlinesDeadlines

Targeted completion Targeted completion datedate

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SupportSupport

Development is hard work! Development is hard work!

What supports will you need? What supports will you need?

Who can you engage to Who can you engage to support you?support you?

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Criteria for Selecting a Coach or MentorCriteria for Selecting a Coach or Mentor

TrustTrust

Listening abilityListening ability

QuestioningQuestioning

Support growthSupport growth

FeedbackFeedback

Expertise, resources and/or networks Expertise, resources and/or networks

Interpersonal relationship skillsInterpersonal relationship skills

TimeTime

Comfort levelComfort level

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CelebrationsCelebrations

Rewarding oneself is important. Rewarding oneself is important.

Simple is good!Simple is good!

No excuses.No excuses.

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Development Plan Execution PrinciplesDevelopment Plan Execution Principles

Alignment and consistencyAlignment and consistency

YOUR responsibilityYOUR responsibility

Believe Believe

The plan is NOT the destinationThe plan is NOT the destination

Not always a promotionNot always a promotion

Not automaticNot automatic

Take time . . . work hard . . . be persistent . . . Take time . . . work hard . . . be persistent . . . and endureand endure

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Closing ThoughtClosing Thought

““Knowing others is Knowing others is intelligenceintelligence;;

knowing yourself is true knowing yourself is true wisdomwisdom..

Mastering others is Mastering others is strengthstrength;;

mastering yourself is mastering yourself is true powertrue power.” .”

Tao Te ChingTao Te Ching