Self Leader Program

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What This Day is About

You

Your Goals

Align Your Behavior to Meet Your Goals

Keep Learning, Keep Growing, Keep Advancing

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What is leadership at Morgan Stanley?

Lead with integrity

Put clients first

Win in the marketplace

Think like an owner

Keep your balance

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Morgan Stanley University Leadership Curriculum

Enterprise Leader*:
Mgmt Committee Directs/Sr. MDs

Accelerating Leader*:
MDs/Sr. EDs managing teams

Individual Contributor Leader*:

MDs/Sr. EDs in individual leadership roles

Emerging Leader:
EDs/VPs/non-officers, 1st time managers with
Less than three years of management experience

Self-Leader:
Associates, analysts and other individual contributors

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Goals for the Day

The purpose of the Self Leader program is to provide you with:

A better understanding of how to maximize your own personal effectiveness

Ways to optimize your role in the context of your overall teams

performance

An approach to obtaining the feedback key to enhancing your performance

and development

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Program Agenda
Welcome and Program Overview
Isabel Carmichael Case Study
Break
An Introduction to Emotional Intelligencethe DiSC Inventory
Working Lunch
Developing Your Career Via Effective Feedback
Break
Personal Development Planning
Program Close

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Isabel Carmichael Case Study

Read the case study
Discuss the following questions with your group:

How effective is Isabel in her current role?

What are her strengths? What is she doing that has the greatest
impact on business results? on her personal development?

What are Isabels blind spots? What are her weaknesses?

What is Isabel doing/not doing that gets in her way of achieving

the results she expects?

Be ready to present your answers as a team to the

broader group
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Isabel Carmichael Case Study

Her Focus?

Her Agenda?

Her Network?

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Isabel Carmichael Case Study

At your table:
What should Isabel do to improve her performance and
her development?

Short-term actions?

Long-term plan?

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Plotting Isabels network

Senior

Inside your
group/team

External

Junior

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Quick Count
1000
40
1000
30
1000
20
1000
10

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Emotional Intelligence
Self-awareness
Self-regulation
Motivation to achieve results
Other-awareness
Adaptive social skill and behavior

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DiSC is a lever for increasing Emotional Intelligence (EI)

EI is the ability to manage ourselves and our relationships

effectively in order to achieve desired results. EI relies on
self and other awareness
DiSC is a simple and accurate tool that helps us become more
aware of ourselves, others, and how we can do things
differently.

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DiSC Assessment background

William Marston; research on behavior of normal people
Based on 4 dimensions defining our preference for behavior
30 years of proven reliability and over 40 million users; simple
and relevant to business
Not a test; no right or wrong answers; no good or bad
dimensions

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DiSCovering DiSCidentifying my preferences:

D
Questioning
Logic Focused

Active
Fast Paced
Assertive
Dynamic

Accepting

Bold

People Focused

Objective
Skeptical
Challenging

Empathizing

Thoughtful
Moderate Paced
Calm
Methodical
Careful

Receptive
Agreeable

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DiSC Dimensions
Dominance. shaping the environment by overcoming
opposition to accomplish results
Influence.... shaping the environment by influencing or
persuading others
Steadiness... cooperating with others within existing
circumstances to carry out a task
Conscientiousness..working conscientiously within existing
circumstances to ensure quality and
accuracy
We are all a blendthe four dimensions come together as a pattern

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A little DiSC humor

Getting on a busy elevator, you may see people

D: walk up, press the button repeatedly as if the elevator will
arrive faster, then get on, and push button that closes the door
i: let others insaying always room for one more, well wait
for you
S: wait in line, observe others while deciding which elevator to get
on, let the pushy people on first
C: get on the elevator, count the number of people and guess their
weight to determine if car is overloaded

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DiSC four corner activity

Results Focused
Direct

Enthusiastic
Sociable

Situation:
You are about to play a key role on a new crossfunctional team with highly complex tasks/deliverables
and aggressive time frames. In thinking about your
first team meeting, what do you feel must be the
primary focuswhat must be accomplished?

Accepting
Empathetic

Accuracy Focused
Analytical
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D DOMINANCE
Emphasize:

shaping the environment by overcoming

opposition and challenge

Tendencies:

getting immediate results, taking action,

accepting challenges

Motivated by: challenge, power and authority,

direct answers
Fears:

loss of control in their environment; being

taken advantage of

You will
notice:

self-confidence, decisiveness, and risktaking

Limitations:

lack of concern for others, impatience

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i INFLUENCE
Emphasize:

shaping the environment by persuading and

influencing others

Tendencies:

involvement with people, making a favorable

impression

Motivated by: social recognition, group activities,

relationships
Fears:

social rejection, disapproval, loss

of influence

You will
notice:

enthusiasm, charm, sociability

Limitations:

impulsiveness, disorganization, and lack of

follow through

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S STEADINESS
Emphasize:

achieving stability, accomplishing tasks by

cooperating with others

Tendencies:

calm, patient, loyal, good listener

Motivated by:

infrequent change, stability, sincere appreciation,

cooperation

Fears:

loss of stability, the unknown, change,

unpredictability

You will
notice:

patience, a team player, stability, methodical

approach, calm

Limitations:

overly willing to give, putting

their needs last

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C CONSCIENTIOUSNESS
Emphasize:

working within circumstances to ensure quality

and accuracy

Tendencies:

attention to standards and details, analytical

thinking

Motivated by:

clearly defined performance expectations,

quality and accuracy being valued

Fears:

criticism of their work, slipshod methods

You will
notice:

behavior that is cautious, precise, diplomatic,

restrained

Limitations:

overly critical of self and others, indecision

because of desire to collect and analyze data

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Blind spots and recommendations

Potential Blind Spots (i.e., Not)
D Creating a predictable environment

To be more effective
Understand they need people

Researching facts; weighing pros and cons

Verbalize reasons for conclusions

Recognizing the needs of others

Seek objective and honest feedback

Seeking enough facts

Make objective decisions

Developing systematic logical approaches

Be more realistic when appraising others

Dealing with tasks instead of people

Make priorities and deadlines

Reacting quickly to unexpected change

Look for opportunities to innovate

Proactive with ideas

Get involved prior to implementing change

Becoming involved in more than one thing

Know how personal effort contributes to the group

C Delegating important tasks

Take time to plan carefully

Encouraging teamwork

Prepare for performance dialogue

Compromising with the conflict

Develop tolerance for conflict

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Identifying Our Challenges

As a group (D, i, S, C as strongest on profile):
Based on your primary dimension, discuss how your preference may emerge in
your day-to-day work
For example,
How you communicate and like being communicated to
How you like to make/influence decisions
How you respond to change
How you work with teams
How you deal with conflict
Etc.
Discuss the potential implications of these preferencesPositive? Negative?

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Our DiSC Profile

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Our DiSC Profile

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Testing Our Ideas and Actions

In teams of three,
In turn- Share your personal DiSC style and a key challenges you are having in
managing key elements of your job
Describe how you have approached these challenges in the past
Discuss with your team changes you might make to enhance the positive
impact you can have on the challenges in the future

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Leaders and Adaptive Change

Self-assess actions and impact
Seek and interpret feedback
Take action to enhance approach
Reflect on results

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Developing Your Career Via Effective Feedback

Best Practices for Receiving Feedback And Making It Work For You

1. Use feedback for development not for reassurance; push for clarity and
specific examples
2. Get feedback from all angles not just from your manager; be proactive,
ask for feedback in the moment
3. Listen; reframe the feedback so that it is constructive and future focused
4. Paraphrase for clarity and paraphrase for understanding; summarize what
you heard.
5. Map out a plan of action, and follow up

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Adaptive Interaction

Supportive behavior

directive behavior

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Adaptive Interaction

Supportive behavior

participating

coaching

delegating

telling

Directive behavior

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Encouraging the Feedback Dialogue

Feedback simulation:
In pairs, one person is Boss and one is Report
Both take 2-3 minutes to prepare to give and get feedback from the other

Take 5 minutes to participate in the feedback discussion for Boss

Take 5 minutes to participate in the feedback discussion for Report

Be prepared to discuss what worked well and what didnt with the large
group

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Your Turn
Lead with integrity

What have you learned about yourself so

far?

Put clients first

How well aligned are your efforts with the

Firms core principles?

Win in the marketplace

What are the problems inherent in your

work style?

Think like an owner

What are the advantages of your work

style?
How could you flex/adapt?

Keep your balance

What changes would you like to make?

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Your Personal Development Plan

Two key ingredients for success:

Identify the desired outcome

Make a specific plan

What behaviors do you want to startstopchange?

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Horizons of Focus Model

Perspective
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Purpose and Principles

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Morgan Stanley Business Principles

Lead with integrity

Put clients first

Win in the marketplace

Think like an owner

Keep your balance

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Exercise: Set Your Goals

Write out a three goals that will enhance your leverage as a
leader at Morgan Stanley

Set goals that you can accomplish within 6 months

StartStopChange

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Exercise: Decide Next Actions

For each goal, brainstorm actions that you could take.

Each action should start with a verb, such as:

Call...

Organize...

Review...

Buy...

Fill out...

Find...

Read...

Measure...

Talk to (direct)...

Purge...

Look into (Web)...

Gather...

Print...

Take...

Revise...

Load...

Draft...

E-mail...

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Stay Current and Get Creative

Lists dont get the work done
Review your weekly

Look back and look forward

Take five minutes to capture your next actions.

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Accountability
Share your goals with your manager

Be open to adapt

Have you identified the right next actions?

Share your goals with a partner

Set a date/time to check in

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