bringing out the leader in you

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Bringing Out the

LEADER in YOU

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Moorings Park Leadership Seminar

Bringing out the Leader in You!

Fall 2005

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Welcome to Creative Problem Solving

Professor Dave Jaye

ProfessionalDevelopment CenterNaples

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Workshop Overview

• Definition of Leadership• Desired Leadership Behaviors• Self Assessment• Basics of Leadership

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ICEBREAKER

Warm-up

Time

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Definition of Leadership

• 4 Leadership Styles (Book: Leader’s Window)

• Frontline Leadership by Zenger Miller

• 7 Habits of Highly Effective People

by: Stephen Covey

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Define Leadership

Leadership is action,Not position

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Conditioning vs. De-Conditioning

• Research shows adults use only 13% of their creativity --- How does this affect our leadership abilities?

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Desired Leadership Behaviors

· Recognizes how his/her feelings shape what he/she perceives, thinks or does.· Stays composed, positive and calm even in trying moments.

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· Does not become upset with people who give constructive feedback.· Has the confidence to make decisions despite uncertainties and pressures.· Models and personally demonstrates the changes they expect of others.

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· Always gives positive feedback when people perform well.· Recognizes the need for change and removes obstacles that hinder it.· Gives timely coaching, and offers assignments that challenge and grow a person’s skills.

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· Is an effective communicator.· Gains and keeps the trust of his/her people.· Encourages diversity. Values the differences in people, backgrounds and point of view

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What do you see?

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What do you see?

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Self Assessment of Personal Leadership Style

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Instructions: Circle the number on the scale that you

believe comes closest to your skill or task level. Be honest about your choices as there are no right or wrong answers - it is only for your own self-assessment.

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Instructions: Scoring Total each of the five columns

and then add the five columns together for your final score. The maximum score is 250 while the minimum score is 50.

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Circle of Influence vs. Circle of Control

Circle of Influence

Circle of Control

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Basics of Leadership Communication Skills

•What you say and how you say it can be as important as anything else you do as a leader.

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Basics of Leadership Getting Good Information

Getting good information can help leaders make better decisions.

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Ice Breaker

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Basics of Leadership Interpersonal Skills

Interpersonal Skills are needed in almost any aspect of leading others Recognizing

Positive Results

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People want to trust leaders

People don’t care how much you know….

Until they know how much you care

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Leading by Example

Traits of “Doers”

Traits of “Don’ts”

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Set the Example……

Be a “DOER”

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TEAM BUILDING

WELCOME!

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WHAT IS A TEAM?

A group organized to work together.

A team is a group of individuals working together to solve a problem, meet an objective, or tackle an issue.

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SHORT HISTORY OF TEAM BUILDING

Mayo: confirmed relationship between human factors and productivity

Maslow: linked motivation and performance

Team relationships importantBusiness demonstrated effectiveness

of teams and refined structure and use

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WHY DO TEAMS WORK?

Whole is greater than the sum of its parts

Individuals bring a range of talents, knowledge, experience, contacts, etc.

Working together, a team can accomplish more

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INTANGIBLE BENEFITS

Sense of accomplishment

Self-fulfillmentEsprit de corps

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INTANGIBLE BENEFITS

Get to know one another

More participation in activities

Enhance Professional reputation

We know how to get things done for our kids!

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BUILDING AN EFFECTIVE TEAM

Get to know one anotherEstablish consensus as

to team’s purposeIdentify available

resourcesEstablish rules of

behavior

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ESTABLISH CONSENSUS FOR TEAM’S PURPOSE

Short term team: once achieved, team disbands: task forces

Long term team: on-going objective Establish specific objectives Establish its authority Reach consensus on expected results Establish a completion date

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IDENTIFY Team RESOURCES

What’s the budget?Special equipmentTime members can devote – get a

commitment

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IDENTIFY Team RESOURCES

Special, relevant informationOther teams and/or individualsRoles people playDeadlines

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HELPFUL BEHAVIOR

Be optimisticBe on timeSupport one

anotherBe courteous

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HELPFUL BEHAVIOR

Complete your work

Present ideas, comments clearly

Be prepared, do your home work, search Google and Yahoo for solutions

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HARMFUL BEHAVIOR

Constantly criticalDominate/

monopolizeBe manipulativeBe judgmentalAct

bored/uninterestedDo unrelated things

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HARMFUL BEHAVIOR

Sub-conversations

Simply agree with everything

Avoid decisions

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HARMFUL BEHAVIOR

Go off on tangent, off trackName-callingAttack people/ideas

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COMMUNICATIONS

“to make known”“to have an

interchange of ideas”

“to express ideas so you are easily and clearly understood

Behaviors affect communications!

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RUNNING A HIGH PERFORMANCE TEAM

Keep each team member in the loop, keep informed

Thank dominating members for their contributions, but ask them to allow others to participate

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RUNNING A HIGH PERFORMANCE TEAM

Get all members to participateHelp members make their point

clearly

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Ways to Involve Team Members

Pass a baton so each person must add to the conversation

Ask open-ended questions

Call directly on non-participants

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Ways to Involve Team Members

Assign specific tasks

Ask for opinionRotate team roles

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Conflicts and Behavior

Individuals attacking personalities or ideas

Constant criticism of other points of view

Displaying anger

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Conflicts and Behavior

Showing contemptUnwilling to share the workloadNon participationGossip

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Handling Team Conflicts

Identify/recognize problems

Act quicklyFormal conflict

resolution an option

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Handling Team Conflicts

Team needs to reach consensus

Time outUse HumorUse Sugar

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Providing Recognition

Recognize individual team members informally and continually

Also provide formal recognition for special accomplishments

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ICEBREAKER

Warm-up

Time

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Making Team Meetings Fun!

Basic amenities for a comfortable meeting

Appropriate equipmentGood lighting and ventilation

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Making Team Meetings Fun!

Quiet and place that avoids outside distractions, turn off cell phones!

RefreshmentsIcebreakers

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Making Team Decisions and Solving Problems

Gathering informationAnalyzing informationGenerating and

analyzing ideasExamining solution

alternatives

Making decisions and gaining consensus

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Summary

Importance of effective teams in solving problems

A team is only as good as its members make it

Every team member brings attributes

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Summary

Establish rules of behaviorMaintain good communicationsEach member needs to participateIdentify problems and resolve

conflicts

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Summary

Immediate Recognition is importantMake your meetings enjoyableSteps involved in making team

decisions and solving problemsWays to make decisions and gain

consensus

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TRUST

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Building Trust

Trust is critical to the ability to gain confidence in one self and in one’s leader

Guard Dog

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To develop trust, you must:

Walk the TalkMake policies explicit, transparent and

apply them consistently across employees

Under-promise and over-deliverDemonstrate how your interests are

aligned with their interests

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To develop trust, you must:

Use participative decision-making processes

Celebrate winsTake the first step: Signal that you

trust them and that you expect them to trust you.

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MANAGING CHANGE

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Overview

This unit focuses on understanding the change process; recognizing why people resist or embrace change; learning techniques and strategies for breaking through the real-world barriers that get in the way of cooperation and change.

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"One cannot become a butterfly by remaining a caterpillar."

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I. What is Managing Change

B. What Is Managing Change? 2. Understanding Change:

– Change is all around us. In our personal lives and business there are opportunities every day where disagreements happen. Many times the disagreement occurs because one person wants to change something, move in a different direction, or add or drop an aspect of a business or enterprise. Conflict can arise when one person digs in their heels and resists. Why does this happen? Why is change so hard for us?

– Resistance to change is usually neither blind nor irrational. Under normal conditions, people resist changes that negatively affect them and welcome changes that - they believe - positively affect them. That’s rational conduct.

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II. What is Change

A. Definition of Change

A transition.

The process of going from one steady state to another

Change occurs when the balance of our capabilities against our challenges is disrupted.

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II. What is Change

B. Challenge vs Capability

BALANCEDChallenge = Capability

POSITIVEChallenge < Capability

NEGATIVEChallenge > Capability

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II. What is Change

C. Types of Change BALANCED

Maintain Status Quo

POSITIVENew Job, Marriage, Birth of a Child, New Members in Club, New Club Built

NEGATIVELoss of Job, Divorce, Death of Loved OneLoss of Club Members, Loss of Club

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A. Roethlisberger’s X-Chart

Change Response

Personal History

Attitudes

Social Situation

III. Why People Resist Change

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B. Factors - Resistance to Change


Loss of security or status

Inconvenience

Distrust or uncertainty

Cognitive Discord Reduction

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C. Understanding Control At the heart of understanding how people react

to change is the issue of control.

People are most comfortable when they can influence what happens to them.

People, therefore, feel in control of their lives when their expectations match what they think to be actually occurring.

There are two types of control we all seek: Direct – Ability to dictate outcomeIndirect – Ability to at least anticipate outcomes

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IV. Factors for Meaningful Change

A. Formula for Meaningful Change

Change = Motivation x Vision x Next Steps

1. Motivation Some good reason to give up the status quo

2. VisionA clear and practical vision of the desired future state

3. Next StepsUnderstanding the next steps required to progress toward the vision

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V. The Change Process

Unfreezing – The Present State Prepare the individual or group to accept change.

Changing - The Transition State The specific changes to be introduced must be

understood and accepted.

Refreezing -The Desired State The process by which newly acquired behavior

becomes regular behavior

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Five Most Commons Real-World Barriers

Your Reaction Their Emotion Their Position Their Dissatisfaction Their Power

VI. Reducing Resistance To Change

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VII. The Breakthrough Strategy

The essence of the breakthrough strategy is indirect action.

Your single greatest opportunity as a negotiator is to change the game.

Breakthrough negotiation is the opposite of imposing your position on the other side.

Your job as a break-through negotiator is to clear away the barriers that lie between their NO and the YES of a mutually satisfactory agreement.

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VIII. Five-Step Strategy for Breakthrough Negotiations

1. Stop Your Reaction

2. Overcome Negative Emotions

3. Accept and Re-frame

4. Bridge the Gap

5. Use Power to Educate

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IX. Forces for Change

Change in an individual or organization is influenced by two opposing forces: One that drives for change and one that resists.

DRIVING FORCES RESISTING FORCES

Driving Forces - initiate change and keep it going. EXTERNAL OR INTERNAL

Resisting Forces – act against the driving forces for change INTERNAL

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Managing Change

Go to the people Learn from them Love them Start with what they know Build on what they have

But of the best leaders

When their task is accomplished

Their work is done The people will remark: "We have done it ourselves.“

2000 Year Old Chinese Poem

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Leadership for Volunteers

Read Between the Lines….

• Our Optimist Creed – a Leadership guide

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To be so strong that nothing can disturb your peace of mind. · “First keep the peace within

yourself, then you can also bring peace to others.”

· Thomas A Kempis (1420)

· “When we are unable to find tranquility within ourselves, it is useless to seek it elsewhere.”

· La Rochefoucauld

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To talk health, happiness and prosperity to every person you meet “The year’s at the spring and day’s at the morn, Morning’s at seven’ The hillsides dew-pearled; The lark’s on the wing; The snails on the thorn: God’s in his heaven – All’s right with the world!

· Robert Browning

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To make all your friends feel there is something in them

· “Three billion people on the face of the earth go to bed hungry every night, but four billion people go to bed every night hungry for a simple word of encouragement and recognition.”

· Cavett Robert

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To look at the sunny side of everything and make your Optimism come true. · “Plant the seeds of expectation in

your mind; cultivate thoughts that anticipate achievement. Believe in yourself as being capable of overcoming all obstacles and weaknesses.”

· Norman Vincent Peale

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To think only of the best, to work only for the best and to expect only the best. · “It’s a funny thing about life; if you

refuse to accept anything but the best, you very often get it.”

· W. Sommerset Maugham

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To be just as enthusiastic about the success of others as you are about your own · “Look at people; recognize them,

accept them as they are, without wanting to change them.”

· Helen Beginton

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To forget the mistakes of the past and press on to the greater achievements of the future · “Today’s opportunities erase yesterday’s

failures.” · Gene Brown

· “My interest is in the future, because I’m going to spend the rest of my life there.”

· C.F. Kettering · “Resentment and anger toward others or

ourselves from past mistakes, no matter how severe, are the debris that we must remove before we can successfully soar into a positive future.”

· David McNally

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To wear a cheerful Countenance at all times and give every living creature you meet a smile · “Help thy brother’s boat across, and lo!

Thine own has reached the shore.” · Hindu proverb

· “Everybody, my friend, everybody lives for something better to come. That’s why we want to be considerate of every man. Who knows what’s in it for him, why he was born and what he can do?”

· Maxim Gorky · “A good-natured man has the whole world

to be happy out of.” · Alexander Pope

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To give so much time to the improvement of yourself that you have no time to criticize others. · “Wherein thou judgest another, thou

condemnest thyself.” · The Bible

· “A good man does not spy around for the black spots in others, but presses unswervingly on towords his mark.”

· Marcus Aurelius (2nd Century) · Don’t judge any many until you have

walked two moons in his moccasins.” · American Indiana Proverb

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To be too large for worry, too noble for anger, too strong for fear and too happy to permit the presence of trouble.

· “We poison our lives with fear of burglary and shipwreck and ask anyone the house is never burglarized and the ship never goes down.”

· Jean Anouilh

· “If you do not wish to be prone to anger, do not feed the habit; give it nothing which may tend to its increase. At first, keep quiet and count the days when you were not angry: “I used to be angry every day, then every other day; next every two, then every three days!” and if you succeed in passing thirty days, sacrifice to the gods in thanksgiving.”

· Epictetus

· “The only thing we have to fear is fear itself”. · Franklin D Roosevelt

· “The beauty of the soul shines out when a man bears with composure one heavy mischance after another, not because he is a man of high and heroic temper.”

· Aristotle

bringing out the leader in you

Documents

viewoptimist international

leadership styles

leadership abilities

optimist internationalwelcome

effective people

trust of hisher people

positive feedback

persons skills