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Your Leadership Style

Unconscious Leadership Deedee  Myers,  PhD,  MSC,  PCC      

Founded  1989    Advancing  Leadership  Success    

1.  Execu4ve  Search    2.  Advancing  Leadership  Ins4tute    3.  Strategic  Organiza4on    

Philosophy:  Leadership  from  Within    

Team:  Advanced  prac44oners  and  scholars  providing  customized          Development  opportuni4es  and  processes  

About DDJ Myers, Ltd.

You  are  more  than  your    values,  beliefs,  and  behavior.  

You  are  a  paJern,  a  storybook  with  three  integrated  4me  dimensions:  

 •  The  past  is  the  history  

•  The  present  moment  is  the  center  of  being  and  ac4on  •  The  future  is  the  trajectory  of  our  felt  imagina4on  

Involuntary  Leadership    in  Ac?on    

Leadership    Archetypes    

Ideal    Leadership  Archetype    

1. 2. 3.

• Trust vs. mistrust

• Autonomy, initiative

• Competence

•  Identity, role confusion

• Relationships

• Generative vs. stagnation

•  Ego integrity •  Reflection on life

Involuntary  Leadership  in  Ac?on    

1.

Preconditioned, Deeply

Ingrained Patterns

Unaware Involuntary

Unconscious

Effective Yes • No

Leadership Archetypes

2.

The Required Form of

Leadership has Changed!

The notion of a single great man/woman as the sole

leader is now a ghost.

Leader’s Archetype  

Followers  

Leaders  

Situation  

Archetype  

How  you  perceive  yourself  and  how  you    present  yourself  influences  your  presence    and  rela4onships  with  others.  

Reflection Exercise  

Go back to when you were 10-12 years old.

What was your dominant personality trait?

How does this dominant characteristic show up in the work environment?

Strategist: Game of chess Change catalyst: Turnaround activity Transactor: Deal making Builder: Entrepreneurial leadership Innovator: Creative idea generator Processor: Exercise in efficiency Coach: People development Communicator: Stage management

Reflection Exercise  

Which of the eight leadership archetypes

most aligns with your personality?

Good at dealing with developments

Provide vision, strategic direction

Out-of-the-box thinking Create new organizational forms

Generate future growth

Best in turbulent times, long-term orientation, and seeing the big picture.

Strategist Competencies

Love messy situations Masters at re-engineering

Create new organizational blueprints

Reorganize for opportunity

Best at major changes, such as M&A, having a new CEO on-board, and designing a

compensation philosophy

Change Catalyst Competencies

Deal makers Skilled at identifying opportunities

Drive complex negotiations

Best at closure, reading people, and connecting

important issues between the board and senior leadership team

Transactor Competencies

Dream of designing and creating new products, services, and organizations

Talented and determined to make their dreams come true

Creative, adaptable, and achievement-oriented

Best when focus is needed in ambiguous situations

Builder Competencies

Focused on the new Possess the capacity to solve extremely difficult problems

Endlessly living in the future

Drift to the unusual Creative and imaginative

Best at being idea generators

Innovator Competencies

Create order out of disorder Talented at setting boundaries

Good at time management.

Respect lines of control Collaborative

Systematic outlook

Best at creating order out of disorder

Processor Competencies

High empathetic EQ Create high-performance teams

Create high-performance cultures

Develop people Inspire trust

Best at supporting change so that people feel included, as well as creating knowledge

Coach Competencies

Communicate broad themes Great influencers

Use simple language

Good networking skills Will ask for outside help

Best at influencing the mindsets of board members and

other constituents to overcome crises

Communicator Competencies

Shadow Sides

Not the best people managers Tend to be more abstract

Find the world of people to be messy

Prefer not to be in interpersonal relationships Not great at aligning behavior with strategy

Not superb at providing specific instructions Can contribute to communication issues

Strategist Shadow Side

Become quickly bored (short-term orientation) Need to be challenged

Not suited to incremental change

Need immediate results to feel satisfied Can be callous

Tend to think in black and white Innocent actions can have disastrous consequences

Change Catalyst Shadow Side

Need constant stimulation Can be domineering and overenthusiastic

Might lose interest after deal is closed

Lack of self-discipline with structure Quickly react and overreact

Hard to read

Transactor Shadow Side

Difficulty working with others who move slow Impatience is a reflection of inner anxiety Complexity sometimes outweighs need

Need for control in start-up phase can bog down in mid-cycle

Builder Shadow Side

Domineering style can create a false sense of consensus amongst board members

Stimulated by ideas, not people Talented yet may lack social graces

May not be able to effectively express themselves

Poor social sensors Trouble conforming

Innovator Shadow Side

Potential lack of flexibility Difficulty moving forward if a task is not 100% complete

Prefer to be market followers, not innovators

Not truly visionary Can be lost without structure

Can fall back on old routines

Processor Shadow Side

May over-identify with people May not be able to make tough decisions Protect underperforming board members

Difficulty in giving honest, constructive feedback May be overly optimistic about capacity of people to change

Coach Shadow Side

Not detail-oriented Might overextend or over-please

Can appear to have a lack of focus and vision

May over-talk and retell stories May appear to be performing or not be sincere

May have no true north Flatter others in self-serving way

Communicator Shadow Side

Reflection Exercise  

Which  one  thing  will  you  do  differently  in  order  to  enhance  the  teams  ease  of  

success?

Ideal Leadership Archetypes

3.

Ideal Diverse Archetypes

What is the collective

leadership archetype?

Reflection Exercise  

Which of the eight archetypes best represent your team as a whole? How does the world outside your team environment characterize the team’s personality? What personality needs to be added to your team dynamic?

Ideal Leader  

Understands repertoire of styles Realistically knows that certain adaptations are not easy

Accesses the natural archetype of the other team members

Asks team members to step into roles that best suit their skills Connects style to context

Team Advantages  

Optimize interactions more effectively Improve communication

Listen with greater capacity for dignity Transparency about strengths and weaknesses

Thank You Deedee Myers, PhD, MSC, MA, PCC

CEO, DDJ Myers, Ltd. (602) 840-1053 direct

ddjmyers.com

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