Chapter 3Chapter 3

Building LeadershipBuilding Leadership

LeaderLeader – a person who – a person who effectivelyeffectively uses uses leadership skillsleadership skills

LeadershipLeadership – an ability to motivate and – an ability to motivate and unite others to work together to unite others to work together to accomplish a specific taskaccomplish a specific task

Section 1: Leadership and Section 1: Leadership and Learning StylesLearning Styles

I.I. Leadership StylesLeadership StylesA.A. TechnocratTechnocrat – no nonsense leader. My – no nonsense leader. My

way or the highway. Doesn’t care way or the highway. Doesn’t care about people, only the bottom line.about people, only the bottom line.

People often follow because they are afraid not to. Logic over emotion. Intense, detail oriented, hard-headed. Only focus is on getting the job done.

B. B. ArtistArtist – leads by imagination and – leads by imagination and intuition.intuition.

Doesn’t know how all the pieces fit together, the artist has a vision of the “big picture”. Actively invites others to share ideas, isn’t afraid to show emotion. Unpredictable. People sometimes follow just to be a part of the unique opportunities that result.

C.C. CraftsmanCraftsman – leads by common – leads by common sense and integritysense and integrity

Can be trusted. Excellent listener, caring, logical person, values getting the job done but refuses to sacrifice people and their views and feelings in the process. Predictable, reasonable.

The best kind of leader blends the artist and craftsman styles of leadership together: a leadership style that combines creativity and genuine enthusiasm with levelheadedness, compassion, and collaboration.

Which one is best? The answer is in the blending!

II.II. Learning StylesLearning StylesA.A. Discussion – some people learn best Discussion – some people learn best

through face-to-face conversation. through face-to-face conversation. Brainstorming & verbal interaction.Brainstorming & verbal interaction.

B.B. Logic – some people just want the Logic – some people just want the facts. Analysis, organization, to-the-facts. Analysis, organization, to-the-point.point.

C.C. Design – some people need to see Design – some people need to see how the “ big picture” fits together. how the “ big picture” fits together. Engineers, builders & designers.Engineers, builders & designers.

D.D. Emotion – some need hands-on, Emotion – some need hands-on, energetic & fired up approach.energetic & fired up approach.

Section 2: The Planks of Section 2: The Planks of LeadershipLeadership

I.I. A Leader Has a Sense of VisionA Leader Has a Sense of VisionA.A. VisionVision – the ability to see more than just the – the ability to see more than just the

obvious (spot a need that must be met, see obvious (spot a need that must be met, see how the pieces could better fit together)how the pieces could better fit together)

B.B. Not random predictionsNot random predictionsC.C. Specific Communication Strategy: practice Specific Communication Strategy: practice

creative thinking skills, seek out ideas of creative thinking skills, seek out ideas of others, grasp the “big picture”others, grasp the “big picture”

II.II. A Leader Is Willing to ActA Leader Is Willing to ActA.A. SCS: when leadership is needed, take SCS: when leadership is needed, take

charge. Say, “It’s time we quit talking and charge. Say, “It’s time we quit talking and start doing!”start doing!”

III.III. A Leader Makes Good DecisionsA Leader Makes Good DecisionsA.A. Three questions a good leader asks Three questions a good leader asks

before making a final decision:before making a final decision:1.1. Am I knowledgeable about the issues and Am I knowledgeable about the issues and

the people involved? (do your homework)the people involved? (do your homework)2.2. Am I making decisions in the correct Am I making decisions in the correct

order? (prioritize – put what’s important order? (prioritize – put what’s important first)first)

3.3. Am I aware of the risks involved? (don’t Am I aware of the risks involved? (don’t be afraid to do something new but be be afraid to do something new but be ready for the consequences)ready for the consequences)

B.B. SCS: Think in terms of what, why, SCS: Think in terms of what, why, and how when sharing your decision and how when sharing your decision with others. This shows you were with others. This shows you were thorough in your decision making.thorough in your decision making.

IV.IV. A Leader Can Handle ConflictA Leader Can Handle ConflictA.A. Conflict managementConflict management – the ability to turn a – the ability to turn a

potentially negative situation into a positive potentially negative situation into a positive oneone

B.B. Conflict management plan:Conflict management plan:1.1. Shut up! Allow others to talk and listen to what Shut up! Allow others to talk and listen to what

they have to say. Don’t interrupt.they have to say. Don’t interrupt.2.2. Look up! Show you are involved in what he/she is Look up! Show you are involved in what he/she is

saying by making eye contact. Be responsive and saying by making eye contact. Be responsive and positive.positive.

3.3. Hook up! Create an emotional connection so you Hook up! Create an emotional connection so you can see from their perspective.can see from their perspective.

4.4. Chill down! Don’t let your temper get out of Chill down! Don’t let your temper get out of control. When you verbally respond, make your control. When you verbally respond, make your comments rational, sensitive, and constructive.comments rational, sensitive, and constructive.

C.C. SCS: summarize what they said, pay SCS: summarize what they said, pay attention to your tone and body language.attention to your tone and body language.

V.V. A Leader Works to Avoid PitfallsA Leader Works to Avoid PitfallsA.A. Four potential pitfallsFour potential pitfalls

1.1. Being afraid to fail – don’t be afraid to do Being afraid to fail – don’t be afraid to do something new just because you might something new just because you might failfail

2.2. Not paying attention to details – details Not paying attention to details – details are what make the “big picture”are what make the “big picture”

3.3. Forgetting people and the original Forgetting people and the original objectives – “What are we trying to objectives – “What are we trying to accomplish?” “Who played key roles and accomplish?” “Who played key roles and worked hard?” (reward group members)worked hard?” (reward group members)

4.4. Not listening to others – get new ideas Not listening to others – get new ideas from the groupfrom the group

B.B. SCS: Use intrapersonal SCS: Use intrapersonal communication to ask yourself if communication to ask yourself if you’ve covered all the basesyou’ve covered all the bases

VI.VI. A Leader Knows How to MotivateA Leader Knows How to MotivateA.A. Factors creating motivation:Factors creating motivation:

1.1. The honesty and integrity that you showThe honesty and integrity that you show2.2. The strong work ethic that you exhibitThe strong work ethic that you exhibit3.3. The discussion that you promoteThe discussion that you promote4.4. The logic and intelligence that you put The logic and intelligence that you put

forwardforward5.5. The “master plan” of action that you offerThe “master plan” of action that you offer6.6. The emotion that you shareThe emotion that you share7.7. The creativity that you lendThe creativity that you lend8.8. The confidence and decisiveness that you The confidence and decisiveness that you

exhibitexhibit

B.B. SCS: work on making verbal and SCS: work on making verbal and nonverbal communication clear and nonverbal communication clear and meaningful.meaningful.