2012 04-12 new leadership process

presented by

Lou Russell, Russell Martin & Associates (317) 475-9311

[email protected]

[email protected]

www.russellmartin.com

INTRODUCTION TO A NEW

LEADERSHIP PROCESS

mailto:[email protected]



http://www.clker.com/clipart-2192.html

http://www.clker.com/clipart-2192.html

Personal Profile:

My behavioral strengths are: D I S C My behavioral blind spots are: D I S C

My personal vision is to __________, ________, and ________ ______________.

I have noticed that these things trigger negative emotions that disrupt my performance:

Trigger Emotion Regulation

My Top Values are: Theoretical Social Utilitarian Individualistic Traditional Aesthetic My (2) Lowest Motivators are: Theoretical Social Utilitarian Individualistic Traditional Aesthetic 2

© Developed by Russell Martin & Associates www.russellmartin.com

Personal Profile: My personal vision is to __________, ________, and ________ ______________.

Affirmations:

Notes:

3 © Developed by Russell Martin & Associates www.russellmartin.com

1. Name the positive emotion you recently experienced as a leader. The emotion you felt : __________.

2. Rank the intensity of that emotion (1 = low, 10 = high): _____.

3. What is different now about leadership that caused this feeling?

How Do You Feel?


1. Name the negative emotion you recently experienced as a leader. The emotion you felt: __________.

2. Rank the intensity of that emotion (1 = low, 10 = high): _____.

3. What is different now about leadership that caused this feeling?

How Do You Feel?


Content

A Model for High Performance

Self and Team Clarity

Stress, Triggers and Decisions

© Developed by Russell Martin & Associates www.russellmartin.com 6

Learning Objectives

Identify triggers, strengths, and motivators that drive high performance for you and your team

Identify and mitigate opportunities for Me/Me, Me/You and Me/Job conflict

Build a personal discipline to improve decision making and performance


A Model for High Performance

Behaviors / Motivators Behaviors / Motivators

High Performing

Team

Trust / Alignment

Accountability (self / others)

Strengths and Challenges

Processes, Roles, Measures

Vision, Mission, Values

SELF TEAM

EQ

Vision, Mission, Values


Emotional Intelligence

How Clearly Do You See?


Your Body Reacts: It’s Chemical

Ironically, the workplace has become one of the most inefficient places to work.


Self-Awareness: Six Disruptive Emotions

Disruptive Emotion Your Experience Your Negative Reaction

Anger / Defensiveness

Anxiety / Fear

Guilt / Shame

Feeling “Down”

Insecurity

Embarrassment

Emotions are a CALL to ACTION:


Defining Emotional Intelligence

EQ

Cognition

Behavior

Competency Decision Making (Superior Performance)

360

Assessments

Performance

Reviews

DISC

Motivators

Multiple

Intelligence

Memory

An team or individual with mediocre IQ but high EQ will outperform a team with the highest IQ and low EQ.


Self and Team Clarity

Who am I? What are my priorities / values? What are my strengths / blind spots? What is my plan?


Seeks Truth/ Knowledge Problem solving Impractical Watches “Discovery Channel”, PBS

Make Money Practical Future oriented, savings Workaholic Never enough

Achieve inner vision Self-fulfillment Humor or sarcasm Impractical Inner feelings not logic

Seeks to win Control, power

End justifies means Breaks rules

Can appear to feel superior to others

Search for value of life Champion of beliefs

Rigid Order, unity Always right

Help others Empathy Generous Self-sacrifice Can’t say “no” Stop hate and conflict

PRIORITIES/VALUES


Your Behavioral Strengths: DISC

D

I S

C Urgent Pioneering Innovative Driven Likes challenge Demanding Quick to anger

Careful Objective, clear High standards

Good analyst Detailed

Picky Aloof

Fearful

Optimistic Motivator Team Player Problem solver Emotionally needy Inattentive Trusting Poor with details

Steady and sincere Patient

Empathetic Logical

Service-oriented Apathetic under stress

Passive Resists change


Costumes and Stress


D D

D S

I I

I C

D I

S C

D C

C C

S S

I S

The lesser the shaded area, the greater the possibility for conflict.

Me / Me (and Me / You Conflict)


Teams


Accountability

24

The Role of Trust

25

Trust by

Leadership in

Their People

Trust by People

in Their

Leadership

Performance

Personal Rewards

Desire for Stability

Autonomy to Make

Decisions

Appropriately Skilled (Strategic)

People

Personal Buy-In

Client Expectations

Level of Investment

Education Emphasis

Resource (HR, $, Infra) Availability

Clarity of Need

Degree of Shared Vision

& Values

Perceived Need for

Communication

Effectiveness of Communication

Agility

s

s

s

R

We Are Good

B

I Read My Press

Clippings

s

s

s

o

s

s

s

R

Go-pher It

s

s

s

s s

s

s

o

s

s

B

Fading Vision

David Aga, Tom Collins, Tom Igielske, Rachel Korstad, Merald

Nesje, Bob Roepke, Bob Stemwedel

23 Aug 96

s


How Can I Get More HELP?

At www.russellmartin.com:

•Purchase the Infoline at www.astd.org

•Plan to attend our VIRTUAL BOOK SIGNING 5/29. Pre-order book at our website.

•Need PDUs? How about RMA elearning options? Check it out at our store.

•Get our LEARNING FLASH e-zine for more tips and tools

•There’s still time to register for Realistic Project Management in Indianapolis next week on Tuesday and Wednesday


http://www.russellmartin.com/

http://www.astd.org/