The Leadership Mystique Manfred Kets de Vries

1. The Leadership MystiqueManfred Kets de Vries Nicole DiScala Prof. Mary Ellen Georgas Leading Change in Internet Business February 2, 2006

2. Who is de Vries? • A professor at INSEAD business school who teaches on subjects such as developing emotional intelligence. • His research interests include cross-cultural leadership, stress, entrepreneurship, organizational change and career dynamics. • His books focus on practicing leaders who want to be more effective.

3. #1 Leadership and the Clinical Paradigm • deVries is a strong believer in the relationship between emotional intelligence and effective leadership. • The clinical paradigm has three facets that are underpinned by our unconscious.

4. #2 What you see isn’t necessarily what you get! • Perception isn’t reality • He performs a study where most executives cannot count how often the letter F appears in one sentence. • This proves that these are just cognitive distortions. • We also have emotional distortions. • Individuals that are able to reframe problems and work both sides of their brain are most likely to succeed.

5. #3 All Behavior has a Rationale! • deVries believes that we behave irrationally in the name of reason. • He believes that we avoid confrontation because we face unpleasant consequences. • This behavior is called transferential (meaning confusion in time and place). • Many executives are prone to character disorders such as narcissism, schizophrenia, hypersensitivity, and mood swings. • Because these disorders live within our character they are difficult to change.

6. We are all products of our past! • deVries believes that we are a developmental outcome of earlier experiences modified by our genetic endowment. • This follows his belief of why we avoid confrontations (past experiences with parents - when we confronted them, we lived through unpleasant consequences). • He believes that we live our lives forwards but understand them backwards.

7. Emotional Intelligence • Society focuses on logico-mathematical (left-brain) intelligence that can be measured in an IQ test. • deVries believes that a high IQ does not necessarily equate to being a good leader. • deVries believes that (right-brain) emotional intelligence (EQ) is equally as important as IQ. • Since EQ can be developed and IQ cannot, it is very important to get to know our emotions, learn to manage them, and learn to deal with other’s emotions – we can build our EQ.

8. REMEMBER! We have two ears and one mouth because we should actively listen twice as much as we speak!A great leader listens to his/her workers.

9. The Mussel Syndrome • Employees today are not lifelong employees. • Executives that surround themselves with “yes men” are being replaced by “idea and information” organizations. • Leaders today are challenged to build an effective relationship with subordinates who are suspicious of them.

10. The Failure Factor • deVries believes that irrational behavior by a leader is common and often leads to failure. Some examples include: • Leaders who get others to do their dirty work • Tyrannical behavior • Micro-managing and distrusting others • Playing “games” at work

11. Can you be honest with your boss? • deVries believes that many leaders ask for constructive criticism but rarely accept it well. • Employees are left realizing that is better to just keep their opinions to themselves. • The resilient (high EQ) leader deals with problems proactively, reframes situations positively, and fantasizes about a rosy future.

12. The Dynamics of Succession • “Leaders are like wine – some age well, others turn to vinegar” • Senior leaders are like products: they have a life cycle. • Leaders either follow an evolution or revolution path. • Senior positions should always realize that succession should be planned.

13. The Dilbert Phenomenon • Many organizations say that “people are our greatest asset” but take human capital for granted. • People nowadays would rather save their energy for activities outside of work. • Employees should feel alive at work but unfortunately, the more important the job – the more emotional restraint you are expected to show.

14. LIFE LESSONS! Learn to say no. Spend time with your families. Dismiss the work now and enjoy life later strategy. Nobody’s last words were ever, “I should have spent more time at the office.”

15. The Rot at the Top • deVries believes that the personality of the leader influences the organization’s strategy and structure. • The five big faults are: • Dramatic • Suspicion • Being detached • Depression • Compulsion

16. Dramatic Leaders • They are superficially warm and charming but they lack sincerity and consideration for others and their work relationships are unstable. • The goal of these kinds of leaders is unbridled growth in order to meet their own narcissistic need.

17. Suspicious Leaders • Distrust others and are easily offended or angered. • They are cold to followers as they supervise closely and punish mistakes severely. • Employees that share these kinds of views are hired and promoted. • Employees that don’t agree are treated with suspicion.

18. Detached Leaders • Are mistrustful and prefer not to interact with followers. • These leaders want social acceptance but have cognitive and emotional deficits which means they are unconcerned about social isolation. • They are often bored and their organizations always look internally.

19. Depressive Leaders • Feel a sense of helplessness and have low self-esteem. • They throw money at bank managers and consultants. • They are trying to buy the imagination and plan of action to substitute for not having one of their own. • These types of leaders are generally found in mature markets.

20. Compulsive Leaders • They are whizzes at aspects and management. • deVries believes that they fear being at the mercy of people or events, and want to control anything that may affect their lives. • They are obsessed by details and exclude pleasure and fun from their lives. • Their organizations supervise their staff closely and have standard operating procedures and bureaucratic structures.

21. A leader’s faulty personality can damage an organization BUT a faulty organization can damage a leader’s disposition and manner.

22. Achieving Personal and Organizational Change • For change to happen at work, deVries believes that people’s heads and hearts have to be affected. • Workers have to be willing to be stretched and uncomfortable. • Willingness to forget old ideas and accept new ones comes one individual at a time. • It is believed that organizational change occurs in terms of individual change.

23. The Five C’s of Change • Concern about present, unpleasant emotions like sadness, anger and frustration induce a reappraisal of behavior and then change. • Confrontation is a trigger for the first incremental changes. • Clarification of change means making it public. You have to go through with the change once it is made public. • Crystallization stage brings ideas and plans to definite form. • It is then that the mindset shows that Change has been achieved.

24. Change-oriented Able to draw on bases of power to influence the group Contextually aware In possession of competence clusters – personal, social and cognitive In possession of surgency skills – they are assertive In possession of impression – management skills – they appear confident even when they are not. Sociable Agreeable – they are flexible and willing to reframe situations Dependable and trustworthy Analytically intelligent and able to think strategically In possession of high EQ – they know what they stand for and know how to develop relationships. Effective Leadership Includes

25. Leadership in a Global Context • Cultural values influence leadership practices and decision-making styles, and should be learned by cross-cultural leaders. • Global leaders are adaptable, are at ease with ambiguity and have a sense of humor and the ability to relate to all people.

26. Roles Leaders Play • True leadership needs an architectural and a charismatic aspect – both can be learned. • The architectural aspect means that the leader needs to repeat their message and model the behavior they want repeated. • This means decentralizing decision-making and letting people feel that they are making a difference. • The most powerful people in the world are people who know when to let go.

27. Leadership Development • There is a strong relationship between leadership and learning. • Hire the right person, don’t try to train someone to be. • It comes from getting responsibility early, being exposed to different business functions, learning from mistakes, being mentored, and having a high EQ and a work-life balance.

28. Authentizotic Organizations • Translates from two Greek words that translate to authentic and vital to life. • This type of organization spreads decision-making, has shared values, and develops its entire staff. • Work is not stressful in this situation. It is an anchor of psychological well-being that provides a means of identity and self-esteem. • These organizations run contrary to bottom-line business practice and make concerns for their people a priority.

29. deVries’ psychiatric perspective on leadership brings about a different perspective but an important one. Can anyone really disagree that a well brought up, self-confident and rounded individual wouldn’t be an effective leader?