In order to build stronger leaders of tomorrow, we need to strengthen child education today. Here are several critical issues that we have found in child study.
1. What Fits Adults May Not Fit Children Unlike adults, child study has a lot to do with the management of their parents. For instance, some parents have achieved great successes in science and technology, so they strongly encourage children to do the same. What if the children are Shakespeare, Michael Jackson, and Muhammad Ali? Going where they do not fit, the children will run into more challenges, setbacks, and failures than successes. Learning can improve skills but never create geniuses. Career planning should start with children as well.
2. How Children Study Is Different Most people believe that hard-working and motivations are the key to study well. In fact, there are more ways as well as more rules in child study. For example, one student studied very hard, only slept a few hours a day and had almost no break. While her parents were proud of her hard-working, her grades remained poor. After 30 minutes assessment, we suggested letting her sleep enough and have enough breaks and exercises. Two weeks, her ranking improved 40 spots in her grade! Each person has different ways to maintain their optimal brain and body power, so do children. We need to take customized actions to fasten learning, called Custom Fast Learning.
3. How Children Handle Setbacks Is Different
How to handle setbacks and failures is critical to each child, especially the smart ones. Studies have found that early successors often crush far worse than others since they have not exercised their muscle to be resilient. I have met many of early successors at hospitals for various stress-related health issues, for example, depression, cirrhosis (due to over drinking), addiction, suicide, etc. The CEOs at Fortune 500 who have to “retire early” often have low Adversity Quotient.
Unlike adults, children may show nothing under setbacks or failure but can take dramatic action! Being their friends and knowing how to handle setbacks and failures are the most efficient way to win their trust and help them grow. In addition, it is much easier to strengthen this piece of muscle before they have too many successes and too much proud. Furthermore, if we strengthen their Adversity Quotient now, there will be fewer setbacks and failures for us to handle in the future.
4. Children Need Faster Health Care The #1 cause of death in children is Accident, and their health can be worse and better faster than adults. Most people called 911 or rush children to Emergency Room when this happens. One 18-y old boy got choked. His parents called 911 immediately. The ambulance arrived in 10 minutes; however, the boy was already dead. Why? The human brain can only live without Oxygen for around 6-7 minutes. The couple almost ended up in divorce. Many children and adults get to the hospital too late, which makes small issues big and big ones hard or impossible. Our first doctors are not those in the hospital, but ourselves or the people around us.
Due to their unique development stage, children need extra guidance and support. It is essential to assess adult management and child study at the same time. Like adults, each child is an integrated system of ability, health, and relations with self and society. It is better to look at the big picture instead of Psychology, Health or other parts only, so children can grow healthier and happier and gain more confidence. Early actions on common issues are often critical but straightforward, and each child can be a great leader or a key performer in the future.
You can be not only the leader of your company or community but also the leader of the next generation. Some companies pay employees to help their children study. In fact, they can shoot 2 issues with one stone–empower their employees so that they can manage self and children. If talents are your extended arms and legs to achieve your business goal, you and The Prince Synergy are each other’s extended arms and legs to build a stronger next generation.
About the Author Bin Yang and Wenny Freeman, chief and senior consultants at The Prince Synergy, a leading human capital consulting firm that helps clients know talents on a personal level, make wise investments, get ahead and stay ahead with exceptional human capital. For more info or to schedule a class and interview, please contact us.
Jim Collins introduced “Level 5 Leadership” as a powerful way to take a company from Good to Great and characterized the highest level of leadership as HUMILITY + WILL. Both HUMILITY and WILL are behaviors, which exist at the surface of Level 5 leadership. Many institutions try to build Level five leadership through either behavioral modification or EQ training, both of which are psychological tools. Do internal structures matter in Level five leadership building? Can one tool solve all problems? These principles apply to both leaders and talent.
Beneath the surface of HUMILITY + WILL lie a healthy Ego, a deep understanding of life, a big dream, extraordinary abilities and other integrated internal structures. Individuals with a healthy Ego typically accept themselves, can focus on the big picture, and have no need to seek satisfaction through pathological behaviors that will backfire later. Humility reflects a healthy Ego but is NOT the only reflection. Those who understand that success requires the right time, the right place and hard-working can easily understand and respect others. These individuals can direct their energy efficiently to pursue their big dream. Extraordinary abilities combined with other characteristics will increase their chances of success. In fact, many leaders who are great public speakers and somewhat self-centered also share these great features, for example, Winston Churchill and Franklin D. Roosevelt.
The Limitation of Behavior Approach
The Behavior Approach is a great tool for leadership development, but like any other tool it has its limits and cannot solve every underlying problem. For example, individuals can be HUMBLE because of a weak Ego, which stems from unsuccessful bids to gain parental approval during childhood. The parents are usually busy or are indifferent to the child. Behavior therapy can enhance their HUMILITY, but cannot build the powerful WILL needed to overcome various hurdles. However, with the right tools, it takes only days to help individuals stop seeking parental approval. It is better to identify the underlying cause(s) and target the issues precisely to achieve fast and lasting results.
In addition to a healthy Ego, WILL is closely linked to confidence that is built on vision, knowledge, learning, resources, health, and more. When confidence wanes, WILL will be threatened. For example, a young business owner suffered a Traumatic Brain Injury and became extremely frustrated by the necessity to re-learn EVERYTHING. He often called 911 as his stress management tool. Once transported to the Emergency Room (ER), he yelled at the doctors and nurses there. I recovered myself from TBI via a similar path and was doing a residency rotation in the ER the day when this young man came in. I understood his frustration, so I walked to him, discussed with him his progress and offered my own real life success in overcoming the challenges associated with TBI. He thanked me in the end, and the ER nurses later told me that his ER visit that day was his shortest and most pleasant, and he never came back again.
Business is rife with unexpected challenges, setbacks, and uncertainty, all of which can be more stressful than the challenges the above business owner has faced. Both HUMILITY and WILL can reflect the underlying structure and mainly belong to Emotional Quotient (EQ), an essential component of leadership. Those who act rashly under stress or uncertainty often have high EQs. To stay focused, individuals need the right tools to meet challenges, manage stress and handle setbacks and failures. One powerful tool is to be able to see the light at the end of the tunnel, either through their own resources or outside experts, which requires more than EQ.
Underestimated for decades, EQ is now overestimated, as if it is the only factor that matters in leadership development. In fact, many factors can affect EQ, either positively or negatively. Why? Each person is an integrated system of abilities, health, and their relationships with themselves and society. Each person is an integrated system of 6 Quotients that determine their directions and actions (Intelligent Q), help them stay updated (Learning Q), govern relationships with others (Emotional Q), maximize their results in society (Public influence Q), remain resilient in the face of adversity (AQ) and keep their energy level (Health Q). EQ is only a part of the integrated system, and, therefore, issues can come from IQ, LQ, PQ, AQ or HQ over which EQ or behavior has little or no power. How the young business owner acted before and after his last ER visit is a good example.
It takes great industrial or cross-industrial knowledge and instinct (IQ) to see the light at the end of the tunnel. It takes tenacity, problem-solving skills, learning, energy (AQ, IQ, LQ, and HQ) and more to see the light when facing setbacks and failures. Because he and other ER doctors were not sufficiently familiar with Traumatic Brain Injury recovery, the young business owner couldn’t see the light at the end of the tunnel. As time passed, his EQ became vulnerable. It is due to this same mechanism that some former high achievers develop “Learned Depression” after a series of failures. However, the business owner did not stay at home, depressed. He called 911 to go to the ER where I happened to be, and he regained his EQ power once I helped him see the light at the end of the tunnel. EQ can help an individual see the light and maximize resources and market share; however, EQ alone is usually not enough. Can Behavior Modification help him? No, because behavior approach cannot address root causes.
——————————————————————— How do you do in each part? Take a quick quiz
Level 5 Leadership Is a Whole Package of Executive Competitiveness
The internal structures of Level 5 leadership include a healthy ego that facilitates self-acceptance and the focus on the big picture, a deep understanding of human nature that fosters respect for others, a big dream that focuses energy, extraordinary abilities and more to leverage full power, maximize results and bounce back from adversity. Individuals with Level 5 leadership style often can see the light at the end of the tunnel when facing with uncertainty, either leveraging their own or external resources, so they have a strong WILL. They do not waste energy because of their healthy egos and a deep understanding of human nature (HUMILITY). People with Level 5 leadership style not only choose the right successor, but also use right people and create positive environments within their companies and society. As a result, they maximize their results and save even more energy. Individuals with Level five leadership are open to new ideas and new technologies, so they can stay on the right track and spend their energy and money more and more efficiently.
To develop Level 5 leadership style, individuals need not only key elements, but EVERY element to maintain internal stability and optimal performance. What sustains their stability and optimal condition can change as their environments change. Unfortunately, it only takes ONE element in one single process to break the whole system. The above young business owner is a good example. Weaknesses can be poor blind spot management of decision-making, under-utilization of new technology, poor reactions to adversity, etc. The insufficient elements may not affect their performance management today, but can be significant enough to impede them tomorrow when the environment changes. This is why we need to catch the development needs of a leader before “the 360 Degree evaluation” to Go from Good to Greatand Optimize Top Team Performance Efficiently.
“Can He Handle the Job?” is a good example of developmental needs that are insignificant today but significant tomorrow. “All-in” intensity does not surface until individuals have to face all issues related to an organization on a daily base. Those who die of stress-related health issues, such as heart disease, stroke, and suicide, are good examples of individuals who ultimately pay the price for matters that seem insignificant now but have a cumulative impact. Consequently, it is important to anticipate the development needs of a leader in the face of change and target the needs precisely with the right tools. If leaders can maintain optimal performance, it will obviously have a positive impact on business, people around them, and personal potentials for success.
It is inefficient to build Level five leadership by copying some behaviors or one “surface,” because, ultimately, the individual’s internal structure determines their behavior and psychological response. No one tool can address all issues. Emotion and behavior are only a part of the human integrated system of abilities, health, and relationships with the self and society. In addition, emotional training and behavioral approach have limited power over complex issues with non-psychological or non-behavior root causes, such as abilities and health, which can create “intractable issues” and add months or years to the time to achieve results. The right approach is to look into all elements, get to the underlying causes, identify the “missing software,” and target issues with the right tools.
Unlike computers, human capacity can fluctuate under change and storm, which involves adversity Q, health Q, and public influence Q besides IQ, EQ, and learning Q. Behaviors can reflect the 6Q structural change but have limited power to change the 6Q system. By getting to the root causes, we can anticipate development needs of a leader before “the 360-Degree Evaluation” and take wise action. By addressing the underlying causes with the right tools and installing “missing software” smoothly, leaders often begin to show results in days to weeks instead of months to years. One of the best ways to speed up the Level five leadership development process is to act as if you already possess the qualities you want to develop.
About the Author Bin Yang is a global CEO adviser, leadership Doctor and the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders to strengthen society and solves the hardest issues in leadership and performance that no one else can. She is also the author of Identify Your “Missing Software,” Go from Good to Great Efficiently. For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.
To many people, “motivation” is a magic word that can overcome any obstacle and enable them to be their best. In fact, they mainly use the psychological part of motivation at a basic level.
Without the right direction and sufficient tools, motivation alone may not improve productivity and innovation, achieve your goal but increase stress-related health issues like insomnia, burnout, heart attack and stroke. “Can He Handle the Job?” is a good example. In addition, studies found that workplace stress is also #1 cause of turnover. Turnover and healthcare costs all contribute to human capital costs. IQ, EQ, behaviors, and personality are not enough to know talent. Below is a comparison between traditional piecemeal approaches and the 6Q Approach.
To many leaders, to be a CEO is not good enough– they desire to be an exceptional CEO, whether they are at Fortune 100 companies or startups. Should they copy behaviors or build the underlying structure? Is there a timetable? Are IQ, EQ and Behavior tools enough? What is the difference between how to be a CEO and how to be an exceptional CEO? Recently, McKinsey released its CEO study on what makes a CEO “exceptional” based on their pattern recognition among a big data, including behavior analytics. Let’s review its 3 key findings and explore what takes to be an exceptional CEO or how to be a great CEO. In the meantime, give yourself a quick self-evaluation.
Come in from the outside
Change the strategy within the first 2 years.
Reshuffle the management team AFTER the first 2 years, and balance how much change the institution can absorb.
This is one path how to be a CEO. Although the path may not fit you, it is good to know the underlying structure and empower yourself if suitable.
What Takes to Be an Exceptional CEO?
1. Come in from the outside? Not everyone needs to come from outside, for example, Microsoft CEO Satya Nadella and GE CEO Jeffery Immelt. Both have transformed their businesses. The key here is how to keep a fresh and objective view and minimize attachments to old glory and routines, which is a part of human nature management. We have found that unable to do so has stopped many CEOs in our leadership study and Fortune 1000 CEO study. I have paid a heavy price here myself.
2+3. Change the strategy within the first 2 years. Reshuffle management AFTER the first 2 years? Have you wondered what if an organization cannot afford the 2 years to warm up? For example, Alan Mullaly joined Ford Motor in 2006 when Ford was on edge of bankruptcy. Jeffery Immelt became the CEO of GE 4 days before 911 attack hit GE badly. Regardless where they came from, neither had 2 years to warm up their institutions. Let’s explore what takes to develop the strategy and translate it into effective action in a timely manner.
All the above elements require not only IQ, EQ, learning Q (LQ), but also Adversity Q, Public Influence Q, Health Q. How the 6Q work together just like how human muscles work together in body movements. Industries, stages of business, the status of the team and others can add, modify, or delete the required elements. CEOs are the keys to business success and need to be ready for the worst; therefore, their issues are often too complex for traditional IQ and EQ tools alone to handle. Then behavior analytics emerge, which can recognize many behavior patterns but not their root causes. However, most institutions, including top MBA, build leaders with piecemeal approach and pattern recognition and receive poor results.
5. The Difference between How to Be an Exceptional CEO and How to Be a CEO
The differences between how to be a CEO and how to be an exceptional CEO are significant– an average CEO can be extraordinary in some areas and certain process, not almost all areas and all processes, especially learning and the health of their Ego. Today, we can identify the “missing software” and strengthen leadership rapidly.
In general, symptoms are not equal to their root causes because all 6Qs can interact with one another. For example, IQ and EQ can lose their power due to poor AQ and HQ, which is why IQ, EQ, LQ and behavior tools cannot solve all issues. Being cool in the storm makes a leader unforgettable. Being able to manage team’s mental health often can win CEO extra team devotion and social credits.
In addition, each element above can involve a lot of underlying work. For example, “Focus on the Big Picture” involves not only decision-making quality, but also industrial insights, rules of games (business, society, and government), leaders’ health of Ego, innovation, resilience, and others. Whether a leader can focus on the big picture is behavior. Decision-making, knowledge, the health of Ego, innovation, resilience, and others are the underlying structure that will shape the behavior. However, most people only focus on the technical part (IQ) but miss the rest, and many institutions either categorize leaders based on their today’s behaviors or waste time on secondary behaviors.
How to be a CEO is a part of corporate leadership development. A recent Deloitte survey found that only 13% of companies are building effective global leaders. One fundamental cause is that traditional IQ, EQ, and behavior tools alone cannot solve complex issues efficiently. To personalize development with the right tools is one key. Here are other keys to optimizing corporate leadership development.
First, Today Is NOT Tomorrow. Not every leader has what they “should.” Instead of focusing on their behaviors today, we should explore the underlying structure and find the “missing software.” Without the supporting underlying structure, today’s behavior WILL NOT exist tomorrow. The tools are often beyond IQ, EQ and behavior alone.
Second, catch the development needs of a leader before “the 360 degree” and make wise investments because NOT all issues have quick solutions, for example, talent type and pathological Ego. In addition, there is no one tool for all issues; therefore, we work with the best.
Furthermore, many “intractable issues” are due to a lack of the right tools. For example, target all issues involved in “Focus on the Big Picture” with IQ tools. By getting to the root causes with the right tools, we often can save at least 50% of the time and discover fast solutions to 30-40% “intractable issues.” Time is money. Efficiency is life. I wish everyone can see that.
After years of researches, we have found that building exceptional leaders is the most efficient way to strengthen society. How to be an exceptional CEO usually includes how to be a level 5 leader, but more challenging because a CEO needs to handle all-in-one responsibilities. Thus, the program “Be an Exceptional CEO” usually requires more time and effort than “Leadership, from Good to Great.”
In summary, you want to know not only how to be a CEO, but how to be an exceptional CEO. The sooner you know the difference, the better CEO you can be, the more impact you can make on the world.
1. Identify your “missing software” before “the 360-degree evaluation,” which are often beyond IQ, EQ and Behavior tools alone. The difference can be to do damage control or save at least 50% of the time and turn 30-40% “impossible” possible efficiently.
2. Install the “software” as smoothly as possible. The difference can be weeks vs months or months vs years.
3. Integrate learning with practices. The difference here can be knowledge vs action.
4. More tips on how to go from good to great, to exceptional.
The right approach means more when you are a “underdog” who need to win unfair competitions. It is easier to score higher, faster and better than to be frustrated about “justice” although you should never give up your right. General job exposure and self-discovery are often too general and time-consuming. These days, speed and results determine the rise and fall of businesses and CEOs.
If the 6Q approach new to you, consider read more CEO case studies in the book What Stop Leaders from Good to Great.Like Reid Hoffman, the founder of Linkedin, said at one of his Master of Scale episodes, “You have to frequently ask yourself, ‘Which of the old lessons have to be thrown out? And which things do I have to unlearn or learn anew?’” Throw out your old tools at least before your competitors do. In addition, DO NOT give up your issue before consulting The Prince Synergy even if it is impossible to anyone else.
About the Author
Bin Yang is the Managing Director of The Prince Synergy (www.theprincesynergy.com), a leading consulting firm that focuses on building exceptional leaders to strengthen society and solves the hardest issues in leadership and performance that no one else can. She is also the author of Identify Your “Missing Software,” Go from Good to Great Efficiently. For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.
LOS ANGELES, Oct 10, 2017– The Prince Synergy (www.ThePrinceSynergy.com) announces that they open its leadership practice and programs internationally to minimize “intractable issues” in leadership and top team performance worldwide.
When asked the significance of the plan, Bin Yang, the Managing Director at The Prince Synergy, said, “Many people are so used to ‘Intractable Issues’ in leadership & top team performance that they stop questioning the fundamental or looking for solutions. Issues at the top are often complex, involving individuals’ whole 6Q system. Technology (IQ), psychometric (EQ), and behavior tools alone can make complex issues ‘intractable,’ which is why only 13% of companies can build effective global leaders. Through the 6Q Approach, we can be 10 x faster and find efficient solutions to many ‘intractable issues.’ In addition, learning needs to be integrated with practices since workplace practices are not available to everyone and are often inconsistent.”
The Prince Synergy focus on building level 5 leaders, exceptional CEOs, and optimizing top team performance since it is the most efficient way to empower millions at one time. The Prince Synergy’s programs and classes are designed to target the compound challenges along the leadership journey, including those that no one else can, for example, how to know talent deeply, manage self-induced conflicts, and build resilience.
Unlike others, The Prince Synergy assesses the root causes of development needs instead of analyzing behaviors as different root causes can have the same behavior. In addition, The Prince Synergy emphasize on catching development needs before the “360-degree assessment” and taking early actions. Ms. Bin Yang first invented the 6Q approach at clinics and helped many patients meet challenges and stay healthy. The holistic approach bases its interventions on business, law, medicine, psychology, and evaluates the whole 6Q system simultaneously to identify the root causes and make learning easy and fast.
The Prince Synergy chooses solutions through its diagnostic program. It has programs that take leadership from good to great, manage conflicts, multiply leadership styles, and pursue organizational benefit efficiently. It also has programs that aim to improve leadership skills and performance in days to weeks or target other unique needs. Some clients are highly interested in its practice classes since workplace practices are unavailable to everyone or do not have the piece they need consistently.
The Prince Synergy’s video, “Join Us, Minimize the ‘Intractable Issues’ in Leadership & Top Team Performance!” can be found on Youtube (https://youtu.be/E1BjvALU1QA), and book “What Stops Leaders from Good to Great?” is available on Amazon.
About The Prince Synergy:
The Prince Synergy (www.theprincesynergy.com) is a leading consulting firm that focuses on building exceptional leaders and CEOs and optimizing top team performance to strengthen society, and that solves the hardest issues that no one else can.
Media Contact: For more info, or to schedule an interview, lecture, or appointment, please contact Judith Sullivan, firstname.lastname@example.org, or 310-668-1828.
Many leaders desire to strengthen their leadership and performance rapidly, build level 5 leadership or be an exceptional CEO, but waste their time on symptoms due to insufficient tools. In fact, it may only take days to not only identify the root causes and “missing software,” but also deliver specific solutions. A lot of time can be saved, and many dreams can come true.
Recently, a CEO from a subsidiary company of a Fortune 50 company came to us to improve his leadership style and conflict management. He had over 19 years of business experiences and graduated from a top MBA. He had tried various tools for over 1 year to improve his leadership, such as DISC, MBTI and 360-degree Feedback, but only got some general advice, such as “slow down.”
In addition to his needs, our assessment also found that he could self-induce conflicts and have development opportunities in innovation, independent thinking, and other areas, which also impacted his leadership style and conflict management. We recommended two group practice classes to target his root causes and build skills and styles. Each lasts 3 days. However, he could only take one class at a time. Unfortunately, he needed to have both back to back to achieve a desirable result. In addition, he would only remember about 30% of the first class by the time when he came back for the second.
Based on his learning speed and other potential, we decided to offer him “Strengthen Your Leadership & Performance Rapidly” so that he could skip the unnecessary group training and sharing, focus on custom practices, and achieve an excellent learning result. He finished the in-person training and practices in 1.5 days, inspired, and transformed.
What Makes the 6Q Approach Unique?
Human beings need to meet challenges while keeping their body functioning. They can either gain the ability to meet the challenges or alter the challenges with their capacity. Thus, they need to perform well in both society (macro) and their personal world (micro). The 6Q Approach is the integration of Business, Law and Medicine (including Psychology), evaluating how individuals meet challenges (macro) and develop new capacity (micro). I first invented the 6Q Approach at the clinics. The 6Q assessment is called the Executive 6Q Assessment.
Like computers– Human beings have no function without working “human software,” and each person has unique software. Usually, individuals only need to update some “human software” to meet new challenges. The more specific the development needs is, the less individuals need to learn, the faster they can achieve desirable results. Unlike computers, human capacity can fluctuate in change, adversity, and storm. These make adversity Q, health Q, and public influence Q essential to leadership development.
The above CEO had many development needs, one of which was to optimize innovation. He could have issues with being open to new ideas, insights, creative confidence, knowledge structure, talent type, learning, action, resilience, resources, sales, team building, etc. Unless we can identify the “missing software,” motivating the CEO to be innovative usually will not achieve a great result.
The 6Q assessment found that the above CEO had no other issues with innovation but liked to choose his focus with his interest, which limited his insights. Thus, the solution to optimize his innovation was to identify the products that did not get his attention in the beginning but surprised him with their impact later, and, in the meantime, have more tools to embrace all trends and be truthful to himself. We helped the CEO solve other issues through the same way.
Traditional IQ, EQ, and learning Q tools can only evaluate a half of the human system, which is insufficient to handle more complex issues. Behaviors mainly reflect the whole 6Q structural change but have limited power to change the 6Q structure. DISC and 360-degree Feedback that most institutions use can collect behaviors but cannot get to their root causes efficiently. In addition, personality alone is not enough because great leaders have all kinds of personalities that MBTI can define. A recent study by Deloitte found that only 13% institutions feel that they can produce effective leaders. Partial tools are one big reason behind the study findings.
What else Can Slow Down Leadership Development?
In addition to the partial tools, many people go to their peers or professional coaches when development issues emerge. The first can advise others based on their experiences, and the second mainly encourages self-discovery– find solution on your own. Through the 6Q Approach, we often can see results in days to week instead of months to years because we can get to the root causes with the right tools. The speed and results matter more in crisis management.
Here is another example: Can He Handle the Job?
Mr. B, 38, had MBA and ten years of experience at a well-known leadership consulting firm in roles from consultant to local VP. He was promoted to Regional Manager to boost regional sales and minimize turnover. Two months later, sales remained flat, and turnover increased. His wife was pregnant and very unhappy as Mr. B spent a great deal of time away from home due to the new job. He was so burned out that he was contemplating resignation when he met us.
The Executive 6Q Assessment found Mr. B was an excellent consultant with many great leadership characteristics. However, he was weak in sales and marketing and challenged in public influence, emotional expression, and others that were insignificant to a local VP. There was no way to improve so many quickly. We chose to optimize his emotion expression to first take care of his family crisis and later build intimacy with clients and colleagues. Through 30 minutes of training, he learned how to share his work stress with his wife, win her understanding and support, and how to utilize the same skills to connect with clients and colleagues more deeply. He eliminated his family problem after the 30 minutes training. One week later, he gained more confidence with his new job and could connect with clients and colleagues more deeply.
What would happen had he gone to a coach to discover the solution on his own? Why his leadership firm could not anticipate his development needs or support him efficiently during the crisis? Read more in What Stop Leaders from Good to Great.
——————————————————————————— How well do you do at each part? Take a quick quiz
How to Identify the “Missing Software” Efficiently?
The efficient way to identify the “missing software” is to evaluate each process and stage of related tasks, for example, how to optimize innovation, and then target issues with the right tools. Because not every issue has a fast solution, it is wise to evaluate every Q, catch development needs ahead of time if possible, and do what is right.
Usually, the more capacities a person has built, the less “software” they miss. However, more capacities do not always help more. It has been heartbroken for me to watch a phenomenon in the past a few years — whenever a well-known Fortune 500 CEO suddenly reads our newsletters a lot, usually, he or she is in “hot water.” Soon the CEO will “retire” and disappear. In fact, it is never too late to learn something new, especially when we can identify their “missing software.”
The New Year is coming.
Do you desire to strengthen your leadership rapidly, go from good to great, build level 5 leadership, or be an exceptional CEO or CXO? Are you excited to know that you can achieve results faster and better via the 6Q approach? Look around you and inside of you to see if insufficient tools are holding you and your people back. You can change the world for the better by starting with the issues around you.
Above all, DO NOT GIVE UP before consulting The Prince Synergy even if your issue is impossible to anyone else. To read more CEO case studies and learn more about the 6Q Approach, please read What Stop Leaders from Good to Great.
About the Author
Bin Yang is a global CEO adviser and the Managing Director of The Prince Synergy, a leading consulting firm that focuses on building exceptional leaders to strengthen society. She authored What Stop Leaders from Good to Great. If you’d like to learn how to empower yourself beyond IQ and EQ, consider reading the life stories in the book. Webinars,free mini assessments and group classes are also available. For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.
Read the book that many Fortune 500 CEOs wish they have before their “retirement.” Identify your “missing software” to go from good to great beyond IQ. EQ and Behavior tools alone. (2nd edition)
Many leaders work hard to go from good to great and build Level 5 leadership but have failed. One reason is that some of them, including Fortune 500 CEOs, do not want to take their medicine when the price is low, and the result is fast. In addition, traditional IQ. EQ and Behavior tools alone often have limited power over complex issues.
What Stops Leaders from Good to Great will first share with you what can stop leaders on their journey, how to get to the root causes, including those of Humility and Will, what are the differences between how to go from good to great. Then the book will demonstrate how to strengthen leadership through multiple dimensions at leader, team, culture, and system levels. Because the book aims to build Level 5 leaders who can retain startup DNA and be efficient with the hardest issues, you will read many fascinating stories how Yang identified the “missing software” and “unexpected” solutions and help CEOs and other executives strengthen leadership rapidly.
During her residency, Bin Yang noticed that many patients went to the hospitals since they could not handle challenges outside. To help her patients find “missing software” to meet their challenge, she invented the 6Q Approach, and many patients recovered quickly with minimum re-occurrence. Later, while amazed by Level 5 leadership, she also discovered that top MBAs and other institutions build leaders with IQ, EQ and behavior tools alone and often get poor results due to “intractable issues.” Through the 6Q Approach, Yang has helped many CEOs and other executives solve their “intractable issues.”
At last, the book uses many topics on CEOs since CEOs often face the most challenges in general. While the book is excellent for those who desire to be a great CEO (president), the management principles apply to all other leaders and elites.
Los Angeles, CA Dec. 4th, 2014– The Prince Synergy (www.ThePrinceSynergy.com) announces its latest studies on CEO Replacement at Fortune 1000 in 2014. Among 253 Fortune 1000 CEO replacements, man: woman= 252:1. The departure rate for men is 252/947=26.61% and women 1/53=1.87%. The most common placement is departure. Women held 46 CEO positions at Fortune 1000 in 2013 and 53 in 2014.
When asked the significance of the studies, Bin Yang, the Managing Director at The Prince Synergy, said, “Fast CEO Replacement is inefficient for Fortune 1000 to achieve lasting growth. Today’s technologies can anticipate development needs, seed of early decline and others long before 360 degree. Instead, businesses should choose the right CEOs with the right tools and empower their CEOs to take charge of strategy execution, speed, and costs, which is win-win.”
The top priorities for CEO are to keep their vision and power up-to-date, so they can react to shocks and capture opportunities efficiently. And the first step is to stay open. However, only 17.92% of the replaced group opens The Prince Synergy newsletters while 63.89% of women CEOs do. Some Fortune 1000 CEOs rely on their executive assistants who delete every mail. Compared to men, women Fortune 1000 CEOs tend to carry more loads and meet higher standards at work and in life.
About 30-40% of intractable business issues are due to traditional IQ, EQ or behavior approaches because each person has 6Q. CEOs can leverage their human capital more efficiently with the right tools, for example, how to maximize leadership efficiency, manage conflicts, use the right people, and build smart systems. The latest tools utilize the 6Q multi-tasking talent model and the 6Q Approach. As competitions intensify, vision, speed and results determine the rise and fall of the Fortune 1000 CEOs and businesses.
About The Prince Synergy:
The Prince Synergy (www.theprincesynergy.com) is a leading consulting firm that takes leadership from good to great and solve the hardest issues that no one else can. We help leaders build long-term social and economic value in the world with increasing uncertainty and complexity. For more info, or to schedule an interview, lecture, or appointment, please contact email@example.com, or 310-668-1828.
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Not every leader and elite has what they “should.” Not to mention to take early action. The article will explore PwC CEO Study and use how to focus on the big picture and focus on the long term as an example to demonstrate how to be a CEO and go from good to great efficiently. A webinar and a mini assessment are available for hands-on experiences.
Recently, PwC released its 2016 CEO study–17 years CEO succession analysis at the world’s largest 2,500 public companies. It is sad to see such a high CEO replacement number, especially the increase in CEO dismissals for ethical lapses from 3.9% in 2007-2011 to 5.3% in 2012-2016—a 36% increase.
Do more CEOs lack integrity? Not likely. Media spread is one issue. Unable to take early action is another. In fact, we can reduce the second cause by catching many development needs of CEOs before “the 360-degree evaluation.” When CEOs can take early action, businesses can also achieve more via management continuity, which is what we have found in our 2014 Fortune 1000 CEO study.
Traditional approaches are mainly behavior summary or IQ and EQ tools. However, each person is an integrated 6Q system, which behavior can mainly reflect, not make. Without knowing the rest of the system, it is hard to get to the root causes and anticipate the development needs of a leader tomorrow. When unprepared elements become significant, damage control is almost inevitable. Know Yourself Ahead
Whether they beat setbacks and failures and learn from mistakes.
If they focus on the big picture naturally.
The first two items define if the CEO canbe good. The rest determine if they can build enduring greatness, develop level five leadership, and become an exceptional CEO, which is to be great. These are an executive’s baseline. Once the goal is clear, we can anticipate or evaluate the gaps (development needs of a leader) and potential issues, solutions, alternatives, costs, etc.
How well a person can focus on the big picture and focus on the long term is determined by its structure, execution, sustainability and more.
– Have a Good Structure
Franklin Roosevelt and Steve Job were leaders in their fields. Could they switch industries? Most people can understand the technical foundation, such as talent type, knowledge base, experiences, and decision-making, but miss another piece.
A healthy Ego is critical for leaders not to hunger for applauding and make independent decisions that may take years to get results, for example, Franklin Roosevelt in the World War II. A person with a healthy Ego has no problems to admit his or her errors and learn from the mistakes. Warren Buffet is a good example– he reveals his money AND opportunities losses to shareholders. A healthy Ego is also necessary for leaders to be fair to others and win hearts and minds. Without a healthy Ego, executives may be able to tell an ass kisser from a praiser and know what is right for the enterprise but still choose the ass kisser to satisfy their Ego. Humility is only one reflection of a healthy Ego.
By knowing their talent type, knowledge base, and experiences, leaders can choose their right direction and action. By strengthening the health of their Ego, leaders can develop many positive behaviors while eliminating negative ones. “Missing the big picture” is only a behavior or a result, not the root causes. However, many institutions waste their time on secondary behaviors.
A right structure is only basic. As time passes, CEOs can succeed and fail, which can inflate or deflate leaders’ Ego. Some executives can over estimate self, disrespect others, and make unwise investments. Some can become depressive, lose work efficiency, and leave a job undone. Other events can challenge executives as well. For example, Peter Drucker was so sad after he lost his mother that he did not return his clients’ call. Later it took him 3 years to get those clients back.
In the meantime, as disruptions and changes can come from all directions at an exponential rate, new challenges can exceed CEOs’ current capacity or disable then. Then issues that can impact their learning or adjustment will step in, for example, talent type, personal interest, knowledge base, resources, etc. Setbacks and failures can shut down leaders’ mind and body.
Sustainability is essential for a CEO togo from good to great and develop level five leadership. Resilience is also needed for daily negotiation, innovation, etc. By knowing self ahead, CEOs can take custom training and save time and effort. To be cool in the storm also makes great bosses unforgettable. Unfortunately, many Fortune 500 CEOs only think of us when they are in “hot water,” which is heartbreaking to me.
– Strategy, Innovation & More
Can the institutional focus, industrial insights, and resilience guarantee success? Not always. Japanese are well-known for the three. Still, many of them fail since they do not compete with strategy but imitate one another and cut down their own profit. How Japanese compete has a lot to do with their culture that encourages obedience and loyalty, not autonomy and innovation.
On the other hand, the same culture system also builds a broad knowledge foundation that Western Culture fails to do. By knowing an executive deeply, we can evaluate the negative impact of their culture, identify the missing segments of their innovation and strategy, and maximize their success.
2. The Other Steps
To focus on the big picture and focus on the long term is only the first step to how to be a CEO, go from good to great or develop level five leadership. To convert their vision into effective action, team performance management is essential. In the past 3 years, we have studied what fails leadership development and stops leaders from developing level five leadership among fortune 1000 companies and other large institutions. Many CEOs and executives show the following leadership development needs:
Most of the above require more than IQ and EQ to handle. Unfortunately, most leadership development programs mainly offer IQ and EQ tools, and some programs focus on secondary behaviors.
Speed and Results Matter (what makes us different from McKinsey and others)
Not every leader has what they “should.” However, they can still go from good to great if they can identify their “missing software” and take early action or the right action. By getting to the root causes with the right tools, we often can be at least 50% faster that others, which have saved many dreams.
“Can He Handle the Job” is a good example. An executive at leadership consulting firm was promoted to a regional manager and almost resigned 2 months later because of business and family crises. The Assessment found that he had too many development needs of a leader that to fulfill at that time. Thus, I chose to improve his emotional expression to eliminate his family crisis so that he could focus on his new job. He did, through a 30-minute learning, which saved his job and the region.
How to be a CEO is the beginning. The sooner the CEO knows “How to Be an Exceptional CEO,” the better the person can prepare self for lasting growth with the right tools instead of IQ, EQ and behavior tools alone that McKinsey and others use. “Should a CEO be Charming” is another challenge on the journey of how to be a CEO.
Catch Development Needs before 360 Degree Evaluation
The 360-Degree Evaluation is a great tool to closes the gaps between individual self-awareness and objective reality. The observation starts AFTER someone gets on the spot. However, what is on the surface is not equal to the root causes and the issues beneath, not to mention those that will emerge in new environments.
The Executive 6Q Assessment is designed to catch the development needs of a leader at different stages, like MRI, recommend action accordingly, and make learning easy and fast.We evaluate every talent element even they are “insignificant” today.By knowing self well ahead, CEOs can be ready for the future, be highly effective in turbulence, and hopefully, develop level five leadership.When CEOs can go from good to great, businesses and society can also achieve more through management continuity, which is why we are enthusiastic about how to be a CEO and build level five leadership.
Furthermore, because the 6Q data is good for two years in the absence of significant events, we can assist executives with their next challenge thousands of miles away. Will there be gaps between anticipation and reality? Yes, no one can anticipate everything in the world no matter how hard they try. Thus, the two assessments can be a great synergy.
PwC CEO study reviews that CEOs face increasing complexity, uncertainty and storm. Although not every leader has what they “should,” today is not their tomorrow as they can develop what is needed. This is why today’ direction and power cannot define a good leader and a great one; without the right underlying structure, today’s glory cannot last
In the meantime, a leader should not just focus on how to be a CEO, but how to be an exceptional CEO. The sooner the leader know the gap, the better the leader can prepare self for lasting growth with the right tools instead of IQ, EQ and behavior tools alone. That is what set us apart from McKinsey and others. How to be a CEO is about not only a CEO, but also a team and a society that a company serves. To build great CEOs is one of our efficient ways to bring productivity and happiness to the world, which is our mission and vision.
It may not be hard to tell the difference but can be difficult to choose the right one. The answer reflects the health of a leader’s Ego that can affect many aspects of his or her leadership— vision, image, power, stability, etc. To take leadership to Level 5, it is essential for leaders to focus on the big picture than personal benefits, so they can make independent decision, open to new ideas, be fair to others, etc. Jim Colin’s humility reflects of a healthy Ego that can make the focus nature. It wastes time work on secondary behaviors.
Parents are often the primary impact- the victims are usually unfavorable children or those overloaded with stringent standards. To these parents, the children are never good enough, which weakens the health of their Ego. Child neglect and abuse have the worse impact. Primary caregivers are usually the next significant impact. England King George VI’s stuttering had a lot to do with how his nanny mistreated him when he was little. The rest are various people at society, such as teachers, schoolmates, bosses, colleagues, etc.
Victims can withdraw from society, like the King George V. Victims can also look for approvals, be eager to tell the world how smart they are, or abuse others, which will destroy their vision, image and power. When a leader is eager for approvals, ass kissing is more musical than praise. The business empire will fall even faster.
By restoring the health of their Ego, many negative behaviors can go away quickly since they are secondary. It usually takes weeks to months with the right tools and a deep commitment. Behaviors here reflect an injured Ego; therefore, it can be painful and slow to “better” the reflection. Does every Ego have a quick solution? We do not take cases that involve ethics and abuse.
To use the right people is the first step to success. An ass kisser can serve unique purposes if management is setup right. The background check and track records are necessary. However, they cannot anticipate the future performance, which is the to determine if the person can do the job. To do so, leaders need not only assess individual current capacities, but also their level, performance and potential under different weather. “Honesty and self-awareness” that Psychology or behavior tests rely on usually do not apply to an ass kisser. Here is the comparison between the 6Q Whole System Approach and partial ones.
The world is changing fast. The more leaders can anticipate, the better leaders can use the right people. Although gut feeling is good, the leadership and performance MRI provides scientific evidences and therefore is more reliable. We help leaders see more, see far, and win big.