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Managing The Gap Research Brief 20110811
1. Managing the Gap A Cognitive Approach to Better Results through Leading with Influence Research Brief
2. Through research conducted with over 300 Vistage CEO groups, Accord Management Systems has identified key behavioral factors that CEOs believe are critical to their success. The results are in … Surprisingly, their own natural behavioral patterns often miss the mark. These leaders must manage the gap between their natural style and who they need to be to lead with excellence.
3. Methodology Vistage members were surveyed in conjunction with a presentation to their groups , with results shared between members and forming the basis for discussion McQuaig Word Surveys® were administered in order to measure each participant’s natural (real) and adjusted (situational) behavioral style. McQuaig Job Surveys® were also conducted to measure each participant’s perception of the optimal behavioral pattern for success in his or her current role.
4. Behavioral Patterns Overview There are seven basic behavioral patterns (personality types), reflected in four behavioral traits: Dominance, Sociability, Relaxationand Compliance.
8. Who We Are 80% are Generalists 16% are Specialists 46% have lower than average Sociability (Trailblazers and Managers) For these CEOs, leading with authority or power is more natural than leading with influence.
10. How We See Our Jobs 99% see the CEO role as a Generalist 1% see the CEO role as a Specialist 74% identify the ideal CEO as having higher than average Sociability (Go-Getters and Motivators) What does this mean?
19. Why does it matter? “Executives spend more time on managing people and making people decisions than on anything else - and they should. No other decisions are so long lasting in their consequences or so difficult to unmake. And yet, by and large, executives make poor promoting and staffing decisions. By all accounts, their batting average is no better than .333: at most one-third of such decisions turn out right; one-third are minimally effective; and one-third are outright failures. In no other area of management would we put up with such miserable performance. Making the right people decisions is the ultimate means of controlling an organization well. Such decisions reveal how competent management is, what its values are, and whether it takes its job seriously.” Peter F. Drucker “How to Make People Decisions” Harvard Business Review July-August 1985
20. Managing the Gap We see from the McQuaig survey results that CEOs understand the importance of working by, with and through others. Although a CEO may naturally have a stronger technical than people orientation, this gap can be managed cognitively through choosing behaviors that will yield better results.
25. Cognitive Tools Behavioral assessment: Analyzing both the individual and the behavioral requirements of his or her role Coaching: Identifying the behavioral gap and its impact on business results Behavioral action planning: Concrete and verifiable steps toward behavioral change Peer accountability: From within and outside of individual’s organization
26. Accord Management Systems Accord has been helping executives manage their gaps for over 15 years. From corporate executives to small business owners, franchisors or executive groups such as Vistage and Women Presidents’ Organization (WPO), Accord has helped thousands of CEOs get the people side of business right. We can do the same for you or your group. Contact us at (800) 466-0105 or Toolkit@AccordSyst.com to learn more.
