leadership and management vitality · leadership vs. management. management model ... liberty, and...

David H. Harmer

Virginia Transit Liability Pool

Leadership and Management Vitality

VTA Annual

Leadership

Do you know what we ask our employees to do each day?

ALMOST IMPOSSIBLE

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Important Facts

Difficult & dangerous32,000 – 2,300,000Responsibility – for who?Safety sensitivePublic fundsQuality of life

Look Behind You . . .Is Anyone Following?

Leadership Test

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‘Managers do things right . . . leaders do the right things.‘

‘Leaders say this is where we are going' and 'Managers say this is how we are going to get there'

Leadership vs. Management

Leaders:1) Have high levels of integrity2) Are focused on the bigger picture3) Are not comfortable with "intense detail"4) Make me (their direct reports) feel part of their vision5) Do not punish mistakes - but, rather, see mistakes as learning opportunities6) Challenge the status quo7) Are not afraid of being unpopular

Managers:1) Are process driven2) Are comfortable with detail3) Are more interested in the bottom line than the wider vision4) Want to measure everything5) Are not comfortable challenging the corporate view

Leadership vs. Management

Management Model

Heart Of A Charity

&

Mind Of A Business

Mission

Vision

Values

Leadership’s Big Three

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The Space Mission

"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth."

Pres. Kennedy,

May 25, 1961

Where there is no vision

the people will perish.

Proverbs 29:18

THE UNITED STATES DECLARATION OF INDEPENDENCE

We hold these truths to be self-

evident, that all men are created equal; that they are endowed by their Creator with inherent and inalienable rights; that among these, are life, liberty, and the pursuit of happiness; . . .

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Ignaz Semmelweis

What Was He Obsessed With?

What Lesson(s) Can We Learn From Him?

What Is Self-Deception?

Am I In A Box Of Self-Deception?

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Seven Habits of Highly Effective People

Be proactive – life doesn’t just happen

Begin with the end in mind – all things are created twice

Put first things first – balancing - prioritizing and values

Think win-win – abundance mentality

Seek first to understand, then to be understood

Synergize

Sharpen the saw

Covey

Principle Centered Leadership

The Law of the Harvest

“You reap what you sow.”

The Emotional Bank Account

“Everybody keeps records.”

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Personal MissionEvery physical creation starts as a mental creation

- - as an idea, a plan, an intention

- - - and then gains physical shape through action or effort. Stephen Covey

A personal mission formulates an overall purpose for our life.What do I want for my life?What do I value?What are my dreams?What am I good at?What is my best possible future?How do I get there?At the end of my life, what do I want to have accomplished?

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What is your Mission?Write it down.

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What is your Vision?Where do you want to be/do in 5 years?

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Principles of Leaders Who Manage

►Leaders embrace the paradox of management

►Leaders live balanced lives within life and work.

►Leaders are students of their chosen profession.

►Leaders are visionary.

►Leaders don’t give up on people.

►Leaders put principles at the center of all activities.

►Leaders see themselves as a resource for others’ success.

Leadership

Personal Values

• Trust - Rebuild a sense of community"If you mistrust people, you make them untrustworthy."

• Honesty - Communicate openly and honestly"If people don't get the information they need, they make it up!"

• Special Treatment - Dare to give employees special treatment"You don't have to treat everyone the same."

• Courage - Be candid and specific"Anger and intimidation are facades we hide behind."

James Autrey

Love & Profit

Teams

►We win / We lose together

►We recognize everyone’s contribution

►We have a game plan

►We are willing to be coached

►We hold up the team’s image

►We are invested in the team’s success

Principles Of Coaching

**Coaching is the Process of Letting People Know That What They Do Matters to You**

►Never let good work go unnoticed►When You See It, Say It

►Never let poor work go unnoticed►Make it Private & Positive

►Never let them go down a dead-end road

“Coaching on the Spot”

State What You’ve Observed Wait for a Response Remind Them of the Goal Ask for a SPECIFIC Solution Agree Together Encourage

COACHING PRINCIPLE:

What is the most important coaching principle?

What gets reinforced gets done!

BEHAVIOR

Behavior – actions that involve physical activity Observable Can measured (how often, length of

time, how many times) Behaviors are NOT labels Bad attitude unmotivated

CAUSES OF BEHAVIOR:

People do what they do because

of what happens to them when they are doing it

ABC Model:

Antecedents – prompts to do something

Behavior – observable action taken

Consequences – what happens as a result of action taken

ABC MODEL:

Antecedent: Supervisor tells bus operator pre-trip

inspections have been superficial

Behavior: Operator raises his voice and says he has

been here a long time and always does

good pre-trips

Consequence: Supervisor walks away

What behavior does this consequence Reinforce?

ABC MODEL:

Over time a repeated behavior reinforced by a repeated consequence becomes a __________?

H A B I T

CONSEQUENCES

Consequences have the strongest influence on future behavior

(People do what they do because of what happens to them as they do it)

•Any speeders on expressways?•Any speeders in school zones?

EFFECT ON BEHAVIOR

Positive reinforcement • get something you want• Give you discretionary effort – more than you

expect

Negative reinforcement • avoid something you don’t want• Gets people to meet the standard set – nothing

more

BOTH HAVE A TIME AND PLACE TO BE USED!

POSITIVE REINFORCEMENT

What impact does positive reinforcement have on

•Coaching to improve performance

•Building trust

Final Thoughts On Leadership

When you see someone doing/not doing what you want, say something SPECIFIC to them

“Thank you” can be an effective positive reinforcement.

If you want to change someone’s behavior, change the consequences (management rework)

People do what they do because of what happens to them when they do it

The Cab Ride

Thank you for attending

The Heart of a CharityThe Mind of a Business

David H. Harmer

Virginia Transit Liability Pool

L e a d e r s h i p