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Leadership Derailment

Renu Gundala
Renu Gundala

Covid-19 has thrown unprecedented challenges to everyone in the past year, even more so for people in the leadership positions. It created huge pressure on them to make some risky and quick decisions as a result of the global pandemic. Covid-19 or not, leaders will most likely have to make risky decisions and face pressure to certain extent on a day-to-day basis. Are poor and risky decisions leading to your organization's ruin? Would you like to know how you can spot warning signs of leadership derailment and mitigate it? Join us for a FREE webinar co-hosted by Talentpraxis Ltd and Talent Grader, as we explore these areas and provide you with some key takeaways on How to identify and address signs of leadership derailment and How to address these while recruiting and developing leaders

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Co-hosted by Recognising and responding to the warning signs of leadership derailment Renu Gundala, Talent Grader and Piers Courage-Jones, Talentpraxis Group
About Renu Gundala Founder of Talent Grader Talent Grader is a dedicated assessment platform that supports HR & recruitment professionals and SMEs to place right people in right jobs by using reliable and valid talent assessments 15+ years of experience in recruitment Design and delivery of recruitment strategy for c-suite roles Led on continuous process improvement projects in recruitment in public and charity sectors Delivered assessment centres for leaders and managers using variety of talent assessments with a focus on candidate experience and D & I +44 (0) 773 0444 949 Renu@talentgrader.com https://www.talentgrader.com
About Piers Courage-Jones Founder & Director Chartered Psychologist Chartered Scientist Associate Fellow of the British Psychological Society 20+ years experience of assessing people using a wide array of assessments, has personally assessed over 22,000 people globally Guest Speaker and Masterclass Deliverer for KornFerry Groups psychologists and clients on the links between evolutionary behaviours, our hard-wired need to avoid risk and associated derailment behaviours and the implications for organisational effectiveness Has also worked closely with some of the Industry Giants, including Roger Holdsworth (co-founder of SHL & TalentQ) and Dr Alan Bourne (Founder of SOVA Assessments) +44 (0) 1271 864016 piers@talentpraxisgroup.com www.talentpraxisgroup.com
Recognising and responding to the warning signs of leadership derailment. Piers Courage-Jones CPsychol, CSci, AFBPsS.
What we will aim to cover today 1. Leaders under pressure 2. Recognising derailment 3. Addressing derailers
The personality of an individual plays a key role in this process from a psychological perspective, with increased risk of extreme behaviours occurring when under acute or continued pressure. Much of the early research relates to the clinical understanding of personality disorders. Responding to change - the evolutionary need to avoid risk The fight or flight response Triggers the stress response at a physiological level Stress is the perceived inability to deal with an external stressor Behavioural and physiological symptoms all align to derailers with clear warnings beforehand Personality and Derailment
The 3 Rs and understanding our behaviours The Human/ Computer (5-10%) Source: The Chimp Paradox, Professor Steve Peters Requirements What do I need to do? Risks High, Medium, Low Resources (1) Internal, (2) External, (3) Derailers
How to address the risk of derailment Risk reduction in the recruitment process Always assess for derailers New hires stay longer Organisation is aware of derailers and able to align resources with derailment activities Benefits to Clients Understand work-related stress as a consequence of under and over stimulation Reduce risk for hiring Managers what you see is what you get Reduce attrition rates Targeted support for new hires onboarding.
How to address the risk of derailment Risk reduction in existing employees Self-awareness help them understand which aspects of their personality could lead to derailment Focus on reducing business risk ensuring potential derailment factors are a key aspect of leadership development is likely to have clear benefits in terms of managing and reducing risk to the business Coaching and development - In a developmental context, addressing potential derailment factors is not simply a case of sending someone on a training course to learn some useful skills (although this has its place). Rather, considerable personal development and experiential learning is likely to be required for someone to learn to accept, better understand and finally manage their derailment factors. With this in mind, coaching leaders to tackle their derailment factors is likely to result in improvements over a period of time.
Derived from the DSM 5 (Diagnostic and Statistical Manual) But were not talking about abnormal psychology Stubborn Unpredictable Detached Unconventional Rigid Individualistic Hesitant Meticulous Boldness Dramatic Casual Intense Over-sensitive Dependent Tough-minded and assertive in pursuit of own goals, prepared to break rules to get things done. May give limited consideration to others feelings when seeking to overcome obstacles and trying to deliver results. Tends to be firm in own opinions but risks continuing down one path relentlessly rather than changing course if the situation demands it. May be unreceptive to others views. Cautious when faced with challenging situations, prefers to look carefully at all possibilities before taking action. Risk averse and slow to make changes unless they have the full support of those around them. Focused on organising tasks and ensuring details are completed, but may set unreasonably high standards for self and others, risking micro-managing others activities. Has strongly held views on many issues, tends to be inflexible when faced with information that does not align with their view. May ignore voices which disagree with their perspective. Reliant on the group for support and encouragement and less willing to make decisions without input from others. May lack own opinions, or confidence in own views. Prefers an unpressured environment and avoids risks where they need to deliver for others within clear deadlines. May push back when pressed for urgency. Highly charged, competitive and pursues activities with great intensity and passion. Shows consistent energy but may drive others too hard, failing to appreciate the need for a realistic and healthy pace at work. Sensitive to criticism, pessimistic and finds it had to bounce back from setbacks. Likely to be distrusting of others. Works independently from others, tends not to look for support during challenging situations and instead focus on own activities. Tends not to share how they are feeling or seek counsel. Focused on finding novel approaches to problems which may not be grounded in practical realities. Looks for unusual and creative solutions but may not test these against data or the views of others. Excitable, volatile and erratic, tends to respond more emotionally to events as they occur. May behave supportively when things are going well but be distant and confrontational with others if they feel under pressure. Expects to be appreciated by others and enjoys being the centre of attention. Wishes to stand out in the group and lead events. Has a strong need to be heard and may react negatively if contribution is not valued highly. Bold, assertive and confident with a tendency to take risks. Holds own status in high regard, promoting own achievements and demanding recognition. May present an overly positive image to get what they want. The SOVA Potential Derailers
Questions?
About Talent Grader: Talent Grader portal is one of its kind designed to help HR and Recruitment professionals make informed decisions about the assessments and also help improve the future design of assessments by sharing their honest and constructive feedback online. We also give a voice to test users by providing a mechanism for them to feedback on their experience through reviews of products. This brings together the experience of test users with the expertise of test providers and as such promotes continuous improvement of test products. What Next? Sign up for a FREE TRIAL SOVA Personality Assessments and/or Bespoke Personality Assessment based on SOVA Personality https://bit.ly/3iQrS80 Or Book a call with Piers using the link : https://PiersTalentpraxisGroup.as.me/Webinar27121 renu@talentgrader.com, +44 (0) 773 0444 949 https://www.talentgrader.com/

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Leadership Derailment

  • 1. Co-hosted by Recognising and responding to the warning signs of leadership derailment Renu Gundala, Talent Grader and Piers Courage-Jones, Talentpraxis Group
  • 2. About Renu Gundala Founder of Talent Grader Talent Grader is a dedicated assessment platform that supports HR & recruitment professionals and SMEs to place right people in right jobs by using reliable and valid talent assessments 15+ years of experience in recruitment Design and delivery of recruitment strategy for c-suite roles Led on continuous process improvement projects in recruitment in public and charity sectors Delivered assessment centres for leaders and managers using variety of talent assessments with a focus on candidate experience and D & I +44 (0) 773 0444 949 Renu@talentgrader.com https://www.talentgrader.com
  • 3. About Piers Courage-Jones Founder & Director Chartered Psychologist Chartered Scientist Associate Fellow of the British Psychological Society 20+ years experience of assessing people using a wide array of assessments, has personally assessed over 22,000 people globally Guest Speaker and Masterclass Deliverer for KornFerry Groups psychologists and clients on the links between evolutionary behaviours, our hard-wired need to avoid risk and associated derailment behaviours and the implications for organisational effectiveness Has also worked closely with some of the Industry Giants, including Roger Holdsworth (co-founder of SHL & TalentQ) and Dr Alan Bourne (Founder of SOVA Assessments) +44 (0) 1271 864016 piers@talentpraxisgroup.com www.talentpraxisgroup.com
  • 4. Recognising and responding to the warning signs of leadership derailment. Piers Courage-Jones CPsychol, CSci, AFBPsS.
  • 5. What we will aim to cover today 1. Leaders under pressure 2. Recognising derailment 3. Addressing derailers
  • 6. The personality of an individual plays a key role in this process from a psychological perspective, with increased risk of extreme behaviours occurring when under acute or continued pressure. Much of the early research relates to the clinical understanding of personality disorders. Responding to change - the evolutionary need to avoid risk The fight or flight response Triggers the stress response at a physiological level Stress is the perceived inability to deal with an external stressor Behavioural and physiological symptoms all align to derailers with clear warnings beforehand Personality and Derailment
  • 7. The 3 Rs and understanding our behaviours The Human/ Computer (5-10%) Source: The Chimp Paradox, Professor Steve Peters Requirements What do I need to do? Risks High, Medium, Low Resources (1) Internal, (2) External, (3) Derailers
  • 8. How to address the risk of derailment Risk reduction in the recruitment process Always assess for derailers New hires stay longer Organisation is aware of derailers and able to align resources with derailment activities Benefits to Clients Understand work-related stress as a consequence of under and over stimulation Reduce risk for hiring Managers what you see is what you get Reduce attrition rates Targeted support for new hires onboarding.
  • 9. How to address the risk of derailment Risk reduction in existing employees Self-awareness help them understand which aspects of their personality could lead to derailment Focus on reducing business risk ensuring potential derailment factors are a key aspect of leadership development is likely to have clear benefits in terms of managing and reducing risk to the business Coaching and development - In a developmental context, addressing potential derailment factors is not simply a case of sending someone on a training course to learn some useful skills (although this has its place). Rather, considerable personal development and experiential learning is likely to be required for someone to learn to accept, better understand and finally manage their derailment factors. With this in mind, coaching leaders to tackle their derailment factors is likely to result in improvements over a period of time.
  • 10. Derived from the DSM 5 (Diagnostic and Statistical Manual) But were not talking about abnormal psychology Stubborn Unpredictable Detached Unconventional Rigid Individualistic Hesitant Meticulous Boldness Dramatic Casual Intense Over-sensitive Dependent Tough-minded and assertive in pursuit of own goals, prepared to break rules to get things done. May give limited consideration to others feelings when seeking to overcome obstacles and trying to deliver results. Tends to be firm in own opinions but risks continuing down one path relentlessly rather than changing course if the situation demands it. May be unreceptive to others views. Cautious when faced with challenging situations, prefers to look carefully at all possibilities before taking action. Risk averse and slow to make changes unless they have the full support of those around them. Focused on organising tasks and ensuring details are completed, but may set unreasonably high standards for self and others, risking micro-managing others activities. Has strongly held views on many issues, tends to be inflexible when faced with information that does not align with their view. May ignore voices which disagree with their perspective. Reliant on the group for support and encouragement and less willing to make decisions without input from others. May lack own opinions, or confidence in own views. Prefers an unpressured environment and avoids risks where they need to deliver for others within clear deadlines. May push back when pressed for urgency. Highly charged, competitive and pursues activities with great intensity and passion. Shows consistent energy but may drive others too hard, failing to appreciate the need for a realistic and healthy pace at work. Sensitive to criticism, pessimistic and finds it had to bounce back from setbacks. Likely to be distrusting of others. Works independently from others, tends not to look for support during challenging situations and instead focus on own activities. Tends not to share how they are feeling or seek counsel. Focused on finding novel approaches to problems which may not be grounded in practical realities. Looks for unusual and creative solutions but may not test these against data or the views of others. Excitable, volatile and erratic, tends to respond more emotionally to events as they occur. May behave supportively when things are going well but be distant and confrontational with others if they feel under pressure. Expects to be appreciated by others and enjoys being the centre of attention. Wishes to stand out in the group and lead events. Has a strong need to be heard and may react negatively if contribution is not valued highly. Bold, assertive and confident with a tendency to take risks. Holds own status in high regard, promoting own achievements and demanding recognition. May present an overly positive image to get what they want. The SOVA Potential Derailers
  • 12. About Talent Grader: Talent Grader portal is one of its kind designed to help HR and Recruitment professionals make informed decisions about the assessments and also help improve the future design of assessments by sharing their honest and constructive feedback online. We also give a voice to test users by providing a mechanism for them to feedback on their experience through reviews of products. This brings together the experience of test users with the expertise of test providers and as such promotes continuous improvement of test products. What Next? Sign up for a FREE TRIAL SOVA Personality Assessments and/or Bespoke Personality Assessment based on SOVA Personality https://bit.ly/3iQrS80 Or Book a call with Piers using the link : https://PiersTalentpraxisGroup.as.me/Webinar27121 renu@talentgrader.com, +44 (0) 773 0444 949 https://www.talentgrader.com/