VUCA: The New Normal

1. Executive Personality Lens…For VUCA challenges Dorothy E. Siminovitch, Ph.D., MCC (Canada/Turkey/USA)

3. VUCA: The New Normal V: Volatility U: Unpredictability C:Complexity A: Ambiguity Vision • Understanding • Clarity • Practices

4. S.c.a.r.f(David Rock) Neuroscience: Track threats to… S C Brain is wired to track threats…amygdala gets hijacked. A R F

5. Executive-Leadership Coaching • A “safe-emergency” place for the vulnerability to explore and develop. • Clinical body of knowledge has been “disowned cousin” to coaching practice …how do we “use” it? • Raise awareness of “Choice” vs. “Coping”.

6. Dilemma of Excellence • Jim Collins’s Good to Great “L5 Leaders“ • The “normative leadership challenges" are the talented but non-L5. • How do “we” recognize talented but flawed and serve them?

7. Coaching = Perspective + Choices • Nature versus nurture? • How to see the rationale for irrational behavior • Emotional Intelligence-errors or omissions. • Choice versus coping.

8. Personality “A typical, habitual way of reading the environment and responding…” Michael Maccoby Productive Narcissist Coaching Question: "trait” versus “state”.

9. Leader Effectiveness The Big Five Characteristics tend to predict effectiveness: • Openness to Experience • Extraversion • Agreeableness • Conscientiousness • Emotional Stability

10. Executive Derailment: Symptoms / Signs Symptoms … o of Executive Derailment • Insensitivity (abrasive, intimidating, bullying) • Being cold, aloof, or arrogant • Betrayal of trust • Over-managing / failure to delegate • Overly ambitious • Failure to staff effectively • Unable to adapt to a boss with a different style • Over-dependent upon an advocate or a mentor • Having an “overriding personality defect”

11. VUCA – SCARF induced habits … or central part of their personality? “People create their own glass ceilings, limiting their success and their contributions to the company. At worst, these otherwise highly competent and valuable people destroy their own careers." (Waldroop & Butler, 2001)

13. Lore: Is this client coachable?

14. … not the L5 leader of Collins’ “Good to Great” research Today's business leaders maintain a markedly higher profile than did their predecessors of previous generations. A growing need for visionary and charismatic leadership has brought to the fore executives of a personality type psychologists call 'narcissistic'. (Michael Maccoby, The Productive Narcissist)

15. Difficult Leaders The Perfectionist The “Dynamic” Leader

16. Here’s looking at me, kid … “A Narcissist is someone who’s better looking than you are.” Gore Vidal

17. The Dynamic Leader Energy and vision Self-confidence & creativity Positive contagion-resonance Mobilizing energy that aligns toward the vision Contributes a motivation to excellence (Kets de Vries) Question: What are the strengths of the Dynamic Leader?

18. Shadows of the “Destructive Narcissist” • Not listening. • Oversensitivity to criticism -- not interested in feedback. • Tend to evade rule but tendency toward paranoia. • Overly competitive and controlling. • Isolation and grandiosity. • Anger and put downs. • Exaggeration, manipulation and lying. • Lack knowledge of impact on others. • Lose sense of reality due to need for positive mirroring --Emperor’s Clothes.

19. "Master of The Universe" Jean Marie Messier CEO, Vivendi Nicknamed 'J6M'… Jean Marie Messier, moi-meme, maitre du monde … resigned 2002.

20. Lies – Then Admits to Everything John Edwards Former Senator, North Carolina “Over the course of several campaigns, I started to believe that I was special and became increasingly egocentric and narcissistic.”

21. "I’d like my life back." Tony Hayward CEO, BP Tenure ended in 2010 due in large part to the circumstances of the Deepwater Horizon oil spill.

22. The man who could have been President! Dominque Strauss Kahn 10th Managing Director of the International Monetary Fund Resigned after allegations of “familiar” misconduct, 2011.

23. Protection: Embedded Enablement

24. Conrad Black CEO, Hollinger International Sentenced to prison for fraud in 2007. Failed Leadership

25. "…one big lie" Bernie Madoff Founder & CEO, Bernard L. Madoff Investment Securities LLC 65 billion ponzi scheme. In prison for life.

26. Shadows of the “Destructive Narcissist” • Not listening. • Oversensitivity to criticism -- not interested in feedback. • Tend to evade rule but tendency toward paranoia. • Overly competitive and controlling. • Isolation and grandiosity. • Anger and put downs. • Exaggeration, manipulation and lying. • Lack knowledge of impact on others. • Lose sense of reality due to need for positive mirroring --Emperor’s Clothes.

27. Quick Exercise

28. Do you really want to be like Steve Jobs? Corporate Artist

29. The Perfectionist Leader How do we recognize? Major preoccupations: • Control: Self-others-"it" • Order • Perfection Sources of strengths and contributions. Question: What is the balance of productivity vs. negative cost?

30. Useful Perfectionism Fredrick Taylor & “Taylorism” Professions where “error free” is valued • Pilots & Air Traffic Controllers • Surgeons/Dentists • Copy Editors • Quality Evaluators • Financial experts • Engineers (Design/Construction)

31. The strengths and burdens of the successful but punishing perfectionist.… Strengths and Dilemmas of Perfectionism

32. Sacrifice and Devotion… 2 Days after resignation

33. What goes wrong? • Perspective often gets lost. • Focus on control, order and perfection make it hard to: • Empower others and delegate/make decisions • “Matter attached” vs. “People attached” • See the big picture • Tolerate deviations from expectations • Rigid and risk intolerant

34. Quick Exercise

35. What works when coaching perfectionists? • It’s a matter of degree • What is necessary to quality? • Negotiate a plan that comes from their input: What can you live with and let others live with?

36. A Gestalt Distinction for leader choices Strategic Interaction Intimate Interaction Richness of relationship(s) (feedback & information) In the present moment with no agenda -- needs trust • Connected to an agenda • Future oriented • Know what is important to their bottom line

37. How do we coach to strengthen leadership agility in the face of VUCA?

38. The Clinical-Coaching Divide • A lens to recognize “emotional intelligence” deficits to “understand” pattern without judgment. Paradoxical theory of change -- raise awareness and people “choose” rather than coerced. • Action research and 720: Outside-in and inside-out data help focus on what is important -- data plus individual’s formative lifestory. • Understanding “the” constant for coaching these clients. It informs what questions need priority for cost/impact, even what brings people into coaching. • “Shugyo”-- the need to be accountable for one's deficits and capable to choose---invite client with safe-emergency • Practices: Agility -- the capacity to learn new options when control and drama are outdated or retired.

39. Catalyst Contact Information The ICF values your feedback. Please take a moment to complete a session evaluation form and return it to the room host located at the back of the room. Dorothy Siminovitch Ph.D., MCC 1-416-935-1554 1-216.464-5039 awareworks@aol.com