the leadership challenge. lessons in leadership strategic thinking –self analysis –swot model...
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The Leadership Challenge
Lessons in Leadership
• Strategic Thinking– Self Analysis– SWOT model– See-Do-Get– Best Practices– LCS feedback model
• Creating a High Performance Environment– Diversity– Maslow’s hierarchy– Enabling Equation
• Creating a High Performance Environment (cont..)– Results Organizer– Influence Wheel– Believability– Prioritizing– Delegation– Resistance to Change
• Relating During Conflict– Conflict Styles– Focus
Strategic Thinking
• 1st Law of Leadership:– If we don’t believe the messenger, we won’t
believe the message!
• That means TRUST
• Leaders MUST be » Credible
» Competent
» Honest
» Inspiring
Self Analysis
• Establish your placement on the following development models:
– 1. Risk/Uncertainty vs. Skill/Confidence
– 2. Leadership Development Model
Skill equal to the Risk
High Risk, but Low Skill
High Skill but no Risk
Leadership Development Model
Technical Skills:•Operational
•Equipment
•Systems & Procedures
Interpersonal Skills:•Performance management
•Communication
•Leading
•Relating
Visionary Skills:•Planning & organizing
•Strategic Thinking
•Vision & mission
High need for technical skills
We all need these skills all the time
Self Analysis
• What are my TOP 3 Leadership Practices?
• What are my 3 Leadership practices that need Improvement?
• Focus on areas of high Neutral
Using your last leadership survey, identify the following:
4-Step Strategic Thinking Process
1. Create a SWOT using an environmental scan.
2. Identify 3 high priority OPPORTUNITIES to focus on.
3. Identify 3 high-priority THINGS TO FIX to improve weaknesses.
4. Develop 3 actions and activities to address your opportunities and weaknesses.
SWOT
What internal strengths exist in your operations that will allow you to overcome or minimize the threats & maximize your opportunities?
These things will give you a competitive advantage!
What internal weaknesses in your operation exist that need to be fixed?
These things are competitive disadvantages.
Good external issues & conditions that create opportunities. These situations can be taken advantage of.
Bad external issues and conditions that create threats If these happen, it could impact the business negatively.
Environmental Scan• What new businesses have moved into your area?• What businesses are closing or moving out of your area?• What current local issues are making news in your
community or affecting your business?• What demographic changes are occurring in your area?• Which industries are hiring? Which are laying off?• What was the #1 area for improvement on your Grass
Roots survey?• What is the turnover rate for your work unit?
From the SWOT and the Environmental Scan...
• Three High Priority Opportunities
• 1. – Actions/Activities:
• 2. – Actions/Activities:
• 3. – Actions/Activities:
• Three High Priority Weaknesses
• 1. – Actions/Activities:
• 2. – Actions/Activities:
• 3. – Actions/Activities:
SEE
DOGET
reality
Best Practice: The specific actions which raise the level of performance when applied consistently.
Practice:What action will youtake?
Details:Detailed enough so thatsomeone else can readit and do it.
Measurement:How will you measuresuccess?
Example:Random Acts ofKindness Cards
1 card per week, given torandom associate. Cannottell others they areexecuting a card. Do itany time that week.Example: clean upanother’s workstation.
Follow up meeting whencard is returned: how didothers react? What didyou learn?Increased teamwork,morale, survey, teamwork
Use these to focus onareas of opportunity inyour area
LCS Feedback Model
“I Like it because…”
“And my concern is…”
“My suggestion would be…”NO Buts
NO Howevers (soft buts)
Creating a High Performance Environment
• “What do I want from you?– To walk in to the building and feel proud to be a member of your
team.
– For you to be the finest example of Wal-Mart culture in the company. There can be no exposure to failure if you follow Sam’s principles. The quality of leadership is the only difference between succeeding and not.
– Balance in your life. You cannot live the Wal-Mart culture if you cheat or compromise your family.
– Develop all of those around you. There is no greater pleasure.
– End your career at Wal-Mart knowing that you’ve made a difference.”
- Lee Scott
Define ‘Diversity’• Variety• a mosaic
• being different
• “Our commitment to diversity is in essence our commitment to our customers:
– To treat with fairness and respect, to be their advocates, to be sensitive to their causes, to value their differences and to serve as best we can.
• Today, with more than 1.4 million of us, we are indeed a diverse community of Associates... As Mr. Sam said, ‘ordinary people
joined together to accomplish extraordinary things.”
- Lee Scott
Diversity in the real world
• We can look at 4 areas to focus on:– Ways to demonstrate respect: knowing just a little bit about who
we’re interacting with can avoid a lot of unintentional mistakes.
– Deal with Discomfort: Remember that 1 person or a group of people do not represent the entire race, religion, etc. One bad experience should not create a stereotype, which is often driven by fear.
– Find common ground: Educate yourself. Don’t believe or tolerate gossip or even humor that promotes stereotypes.
– Appreciate differences: There is strength in the fact that we are different from each other. We can learn from each other, or gain new perspectives that we wouldn’t otherwise have. Celebrate our strengths.
How do we poorly position low performers?
• We sugar coat feedback
• we give them less interaction, even avoid them
• lack of patience
• we always find something wrong with them, because we expect to
• We don’t position them for their strengths, so we’re not surprised when they fail
• we promote or transfer them to get rid of them
• we use stereotypes: only young men in orderfilling/shipping, men in sporting goods, etc.
SEE
DOGET
reality
Wal-Mart does not tolerate an environment of exclusion!
• Its the right thing to do!
• Business considerations
• Compliance
• “If all the people in a group think the same, only one of us is needed.”
The Smell of the Place
• You can’t change people, but you can change the environment. Create an environment that’s fresh and makes you want to be there.
• Consider that the same person behaves differently in a different context: When in Calcutta in the summer, 100 degrees and 100% humidity, we tend to be tired and lethargic. But in Paris in springtime, the freshness in the air, the beauty of the landscape makes us want to dance with joy. This is the energy we want to fill our environment with. Does your area smell like Calcutta or Paris?
• What context are you performing in? Can you incorporate these ideas into your environment:
• Stretch (NOT Control!): aggressive ambition, big picture, teamwork
• Discipline (NOT Compliance!): challenge, agree and commit
• Support (NOT Control!): coaching as guidance
• Trust (NOT Accountability!): building relationships
Maslow’s Heirarchy of Needs
• Abraham Maslow theorized that whatever a person is experiencing at the moment are the primary influences on their motivations, priorities,and behavior.
• A need creates tension, and the goal of behavior is to reduce that tension. Knowing the source of these tensions provides valuable insight on the reason behind people’s behavior.
• The needs are categorized in five groups, with the understanding that they work like a ladder; you must have secure footing to get to the next step. A need must be partially met before ascending to the next level.
• Inability to satisfy a low level need may result in immature behavior patterns!
Recognition
promotion
self-worth
how others see us Desire to be
accepted & liked
friendships
teams
clubs
Creative expression
personal best
risk taking
growth motivated
food
water
shelter
clothing
sleep
Security
insurance
medical
emotional
Enabling Equation Model• PERFORMANCE = CAPABILITY x COMMITMENT
• KNOWLEDGE= What I know, have read, have seen
• KNOW HOW= What I can do
• NEED= the extent to which I need to perform to expectations
• REWARD= What I get if I perform
• CONSEQUENCES= What happens if I don’t perform
K x KH N x R x C
Applying the Enabling Matrix
High Capability
Low Commitment
Low Capability
Low Commitment
Low Capability
High Commitment
High Capability
High Commitment
Interacting with a High/High is very different than with a Low/Low. Their needs are different. What they bring to the
table is different. Their mindset is different.
Your mindset should be different.
Results OrganizerUse this to plan your meeting/coaching
1. Facts (Specific behaviors, actions and/or results you have identified)
2. Why are you addressing this issue?
3. The meeting results and outcome desired
4. Win/Win
Their Needs My needs
5. Anticipated reactions and responses
6. Next steps and follow ups
7. Date Time Location
8. Materials and resources needed
Results OrganizerUse this to plan your meeting/coaching
1. Facts (Specific behaviors, actions and/or results you have identified)
High production, always stays busy, helps others get their work done, perfect attendance
2. Why are you addressing this issue? Recognition for positive impact on our department
3. The meeting results and outcome desired
Recognition, maintain high morale, identify future career path and potential
4. Win/Win
Their Needs My needs
recognition, ego/self-esteem high morale & production
promotion development plan
5. Anticipated reactions and responses
surprise, pride in good performance, eager to take it to the next level
6. Next steps and follow ups: schedule mentor meeting, daily follow up and encouragement
7. Date Time Location
8. Materials and resources needed: matrix, last evaluation, notebook to write suggestions
Results OrganizerUse this to plan your meeting/coaching
1. Facts (Specific behaviors, actions and/or results you have identified)
Positive attitude, low accuracy/quality numbers, repeated mistakes, new associate
2. Why are you addressing this issue? Low quality scores affecting customer service
3. The meeting results and outcome desired
continued improvement, understanding of quality standards and accountability
4. Win/Win
Their Needs My needs
understanding, training? Continued improvement to
encouragement and support standards, commitment
5. Anticipated reactions and responses
frustration, no idea how to move forward, guilt for low performance, possibly angry
6. Next steps and follow ups: daily encouragement, weekly follow up, celebrate small successes
7. Date Time Location
8. Materials and resources needed: procedures, retraining plan to offer, encouraging mindset
Should I giveinfo to aHi/Hi?
Influence WheelConduct the meeting. Use all 5 areas effectively to accomplish the intended results.
person
Build
Self-esteem
Listen
Listen
Listen
Ask for and
provide support
Ask for
information
Give
information
Build on
others’
comments
Appreciate
others’
comments
Listen
for
understanding
Develop
consensusBe
consistentBe
proactive
Check
facts and
feelings
Understand
why
Credit
others’
ideasDiscuss
what & why
Discuss
impact
Specify
and
summarize
Understand
motivation
Listen
for
feelings
Listen
for
facts
Where do I start?
Do I aska Low/Low
for info?
How importantis
Listen ListenListen?
Believability
• The weight of how much an inconsistency will detract from believability:
– Verbal 7%
– Vocal 38%
– Visual 55% Watch that body language! Make them feel like they are the center of the universe. LISTEN LISTEN LISTEN
• On the phone:
– Verbal 14%
– Vocal 86% Our biggest qualifier is unavailable!
• On email:
– Verbal 100% this is dangerous and easily misunderstood!
Prioritizing
• Successful people do stuff that failures don’t like to do. They don’t like it either, but they do it anyway.
• Eat That Frog!• Don’t spend a dollar’s worth of time on a 10 cent
decision.• Long term thinking + short term planning=Results• Gain support for your priorities
Practical Prioritizing Exercise
• List your 10 most important work-related activities:
• Establish the priority level of each task:
Urgent & important
Not Urgent & important
Not Urgent &Not important
Delegate
Eliminate
Delegation
• Common mistakes:
– Assuming the assignment is understood (repeat it back)
– “Just do it” (explain what & why)
– Not tailored to readiness (think 1st)
– Choosing the wrong time (set up for success)
– Giving too many orders at once (3 things done well are better than 10 things undone)
• How do you assess the associate’s readiness?
• 1. Assess associate’s readiness (we often forget this part)• 2. Delegate
Analysis process• 1. What skills are needed for this project?• 2. Does the associate possess these skills? Need to develop
these skills?• 3. At what “needs level” (Maslow) is the associate motivated?• 4. Can this project create rewards for the associate?• 5. What consequences could this project create for this
associate?• Review your answers and then determine what Enabling
quadrant the associate is operating in for this project. Remember, new tasks may take a Hi/Hi into Lo/Hi...
Analysis process, contd.• A RESULT is the outcome of several small ACTIVITIES.
• An ACTIVITY is one specific action or step.
• For High Capability people, delegate a RESULT.
• For Low Capability people, delegate an ACTIVITY.
Delegate a RESULT.
Participate in planning the job.
“Keep me posted”
High level of authority.
Delegate an ACTIVITY.
Explain How and Why.
Check each step of the way.
Low level of authority.
Delegate a RESULT.
Ask what they need
“Call me if you need me”
Let them go
High level of authority.Delegate an ACTIVITY.
Provide training.
Check each step of the way.
Low level of authority.
Resistance to Change
• The phases of resistance to change:– Anger Denial Confusion Experimentation– You can’t avoid these, but you can minimize their duration.
– Training is no good during phase 1 and 2, but useful before and after.
– Acknowledge anger by saying “You’re angry.” This should help deflate the anger and frustration level.
• Remember the Armadillo: particular survival skills don’t work in every environment. Adapt or die! Get new survival skills yourself, then help others to adapt.
• Which is stronger?
– My urge to grow or My resistance to change ?
Conflict Resolution
• As a member of Wal-Mart management, how often do you have to handle conflict?
• Because of this, it is vital for us to know our personal conflict styles, and through understanding the different styles and where they come from, make a positive change on the outcome of some of the daily conflict resolutions we participate in.
• If you are not getting the results you want, you have to change your behavior.
• Changing your behavior means changing your style, and that means shifting your point of view.
Relating during Conflict
• Leaders who want Productive Associates and Strong Relationships must– Set a good example– Establish high standards– Practice what you preach
• What is your dominant Conflict style? What result is that style giving you?
• When interacting with other conflict styles, what are the Dos and Don’ts?
Conflict styles
Compromising
Competing Collaborating
Avoiding Accommodating
Competing Style
• Goal: to win! (win/lose)• Needs: to be right, control, my way or the
highway, ego/self-esteem• Long term impact: fear, avoidance, others
will fight you• Do: be understanding, find common ground,
move to collaborating• Don’t: argue (it just escalates), put off
Accommodating Style
• Goal is to yield, get out of the conflict (lose/win)
• Needs: to be liked, keep the peace
• Impact long term: take advantage of you, become bitter, develop martyr complex
Avoiding Style
• Goal: to delay (gather info, only compete when they can win,on their own time)
• Needs: reduce personal risk of failure, dislike confrontation, keep emotions in check
• Long term impact: distrusted by others, forces others to make decisions, credibility/trust becomes an issue
Compromising Style
• Lowest form of win/win, but fair
• Needs: to reach an agreement, minimize disagreement, give & take
• Long term impact: Everyone gets something, everyone gives up something, can make getting ANY decision more important than getting the BEST decision.
Collaborating Style
• Goal is win/win
• Needs: results are higher than you can get alone, commitment from others
• Long term impact: High trust, cooperation, people seek out this person
• Collaboration is a mindset and a behavior of great leaders that results in long-lasting relationships.
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