Download - Leaders: Born or Bred Jeanne Stuntz and Karen El-Tawil Synergy Conference October 1, 2014
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Career Backgrounds: Karen and Jeanne come from very different industries.
Skills needed to lead an organization regardless are universal.
Mentoring over the years.
Leadership Goes Beyond..
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Disclosure
Nothing that we are going to share with you today is new information. We have compiled the information from many published leadership theories and our own and other’s personal experiences. These principles apply to each and every leadership role you are privileged to serve in.
There is many resources available to supplement our time today and we suggest that you seek out resources continually to enhance your path to be an exceptional leader
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Management is something you do with things You manage a budget, your inventory, your
checkbook, your resources but you do not manage people
Leadership is something you do with people You lead a team or organization, you lead
others not things
Management vs. Leadership
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Leadership Defined:
The art of mobilizing others to want to
struggle for shared aspirations
- Jim Kouzes & Barry Posner “ The Leadership Challenge”
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Leadership Defined:
The skill of influencing people to work enthusiastically towards
goals identified as being for the common good
A skill is simply a learned or acquired ability
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People in your organization are entrusted to your care
Employees spend approximately half their waking time working and living in the environment that you create
The employees are counting on you for financial security
To be successful at leadership is a personal decision to develop the skill of influencing people
Leadership is a Responsibility
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Leadership:The skill of influencing people to work enthusiastically towards goals identified as being for the common good
How do we develop influence with people? How do we get people to do our will? How do we get people engaged in the vision of the
enterprise? How do we get their ideas, commitment, creativity and
excellence?
Leadership is About Influence
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To understand Influence you must understand the difference between Power and Authority
Power : The ability to force or coerce someone to do your will, even if they would choose not to, because of your position. Power can be bought and sold, given and taken away.
Authority : The skill of getting people to willingly do your will because of your personal influence . Authority can not be bought or sold, given or taken away. It is about who you are as a person, your character and influence that you have built with people.
Power vs. Authority
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Think of someone who has authority (not power) in your life!
Honest
Good Role Model
Trustworthy
Good listener
CaringHolds People Accountable
Positive
Encouraging
Respectful
Committed
Thankful Enthusiastic
Selfless
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All leaders have followers. Do you have followers? Are your followers good for the organization? Your responsibility as a leader is to interact
with the followers to ensure they’re working in the direction of the goals of the organization.
In any position in an organization you have both a leader and follower role.
Leaders Have Good Followers
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Getting your drivers license was a major step in your life
But driving is a big responsibility and it changed the way that you travel
You were now responsible for others
Your actions could impact other lives
# 1 - Be a Driver Not a Passenger The transformation from Manager to Leader
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As a Leader you take on new responsibilities and lose some freedoms as well It is your responsibility to fix problems. Use all
resources available. You cannot openly complain about the company. You
will never earn the respect of your staff. You cannot blame others for a problem within your
group. You must take responsibility for everything that happens.
You lose the right to some of your time because you have to share your time with your staff.
You lose the right to be liked by everyone, instead you seek to be respected by everyone.
# 1 - Be a Driver
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# 2 - What is the Main thing?
The Main Thing is the mission of an individual group.
It should be as easy as 2 to 4 simple bullet points.
Teams/employees that underachieve often don’t know or focus on their main thing.
It is the leaders responsibility to get buy in from their boss on the groups main thing.
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How to determine “The Main Thing” Start with the goals of the group. If you don’t have
written goals then write some. Meet individually with your staff and solicit their input
to what is the main function of the group. Meet with your boss or superiors and get buy-in on
the Main Thing. Communicate the main thing with your group. Make
sure that you get total alignment . Use the main thing to prioritize and focus activities.
Help your staff prioritize their efforts to ensure success.
# 2 – What is the Main Thing?
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# 3 – Escaping from Management Land
Management Land is the overly political office place Simple things become complex Game playing is more
important than success Employees are rewarded for
telling the boss what he/she wants to hear
Egos are large Truth is hard to determine Problems are not dealt with
promptly
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# 3 – Escaping from Management Land
Many good companies have leadership with the will to succeed but that lacks modesty. This creates a culture where: Employees tend to feed the ego of the leader. Employees do not feel part of the success or
appreciated The company breeds a culture of individualism
To escape from Management Land: Strive to be a servant leader by focusing on the task
and not self Always be honest with your team – even when it is
hard Stay in close touch with your people to ensure you
are getting clear and honest input.
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# 3 – Escaping from Management Land
Managing For Performance Consider a team composed of:
Super Stars – knowledge, desire and experience Middle stars – adequate knowledge and reliable or
previous superstars who lost their motivation
Falling stars - doing as little as they can get away with
ASK YOURSELF What is the minimum acceptable level of performance
and Is falling star behavior acceptable to you? Are you rewarding falling stars by giving them less
work and letting them stay onboard? Falling Stars breed Falling Stars!!!
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# 4 – Do the Right Thing
Suppose your superstar violates the company code of conduct and no one knows but you. What do you do?
If you terminate the superstar the performance level will drop. Don’t we want to raise the performance level? A Leader must focus on raising the performance level for
long-term sustainable success
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# 4 – Do the Right Thing
Integrity is doing the right thing even when no one is watching - C.S. Lewis
Doing the right thing is always right, even when it is hard
Doing the right thing is always right, even if it causes short term problems
Doing the right thing is always right, even when you are the only one that knows
This sounds easy in theory but can be very difficult in reality
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# 4 – Do the Right Thing
Having contingency plans and conducting risk analysis before you get into trouble will help you stay on course It is healthy to ask “what if?” or “what could go
wrong?” Contingency plans help you do the right thing
when faced with a challenging situation Develop the plan before you get into crisis
Everything counts when it comes to Leadership You need to guard your personal integrity as if it is your most valuable leadership possession.
“To know what is right and not to do it is the worst cowardice” - Confucius
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# 4 – Do the Right Thing
Accountability If you as a leader have made a mistake then you
must recognize it and apologize for it Holding staff accountable for behaviors or actions
is difficult and must be handled properly Holding yourself and team accountable for their
behavior, actions, and performance is critical to create a culture of leadership
“It is wrong and immoral to seek to escape the consequences of one's acts.”
― Mahatma Gandhi
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# 4 – Do the Right Thing
Holding Each Other Accountable Each individual must be responsible to act in line
with the company code of conduct or value statement
Each employee should have clear and written goals of performance
Addressing accountability issues with staff should always be done promptly, privately and in a positive manner
If accountability issues persist then a written plan for improvement should be use and clear definitions of the potential consequences
Regular follow-up is imperative to correct the behavior
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# 5 – Hiring the Right People
The right people are your most important asset
Finding employees and putting them in the right roles is the most important job of a leader
Work diligently to get the right people on the Bus and the wrong people off the bus.
If you hire tough then managing gets easier and if you hire easy then managing gets tougher.
Getting the Right People on the Bus!
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# 5 – Hiring the Right People
What can we do to hire the right people? When you know in your heart that you need to
make a people change on your team – act promptly Be rigorous not ruthless in the selection process Never lower your standards just to fill a position
quickly, you may pay dearly for that later Be prepared for the interview Use your time to evaluate character (work ethic,
ego, energy) and intellect.
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# 5 – Hiring the Right People
The interview process
Don’t get hung up on looking for people with the exact experience the job requires
Look for people who can step up to the opportunity and grow. They will be a more satisfied employee
The “right person” usually has more to do with the character traits and intellect that previous experience
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# 6 – Do Less or Work Faster
Leaders can feel that their time is not their own
This can be a huge source of stress A leader must be able to set their
own agenda and take control of their time
Working harder can sometimes help but working smarter always helps
The trick is to look for small increments
Time management
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# 6 – Do Less or Work Faster
Do Less Think about lesson # 2 What is the main thing? Have the discipline to say NO when it is not part of
your main thing Work Faster Prioritizing and organizing :
Use the 80/20 rule to focus your team. Have a daily plan and prioritize what you want to
accomplish Question the value in department reports and only
produce what has value Control the e-mail vacuum Batch like activities
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# 6 – Do Less or Work Faster
Work FasterLimiting interruptions: Create strategies to mitigate interruptions
Stand during the interruption instead of sitting Schedule one on one sessions with team members
that habitually interrupt If there is something that needs quick attention get
all the right people involved at the beginning Communicate your time plan with others especially
when there are critical tasks pending Ask your staff what you do that wastes their time
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# 6 – Do Less or Work Faster
Work FasterManaging meetings effectively: Meetings should be productive and short with a
specified time period Beware of perpetual meetings Prioritize the agenda and cover the most important
items first Ensure appropriate attendees Do not stop and re-cap to bring the late attendees
up to date Summarize action items and the responsible
parties that arise from the meeting at the end and identify
Schedule a follow-up meeting before adjourning.
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# 7 – MotivationFilling Buckets
Imagine that each employee carries a bucket that holds their motivation We want all buckets full But some buckets leak and need to be
refilled Each employee also has a dipper and
can empty their own and others buckets
Dippers = cynicism, negativity, stress, confusion, complaining, doubt and fear
As a Leader you are the chief bucket filler
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# 7 – Motivation
The best way to fill buckets is with excellent communication Communicate the team score card Provide feedback – sincere, specific, and timely Provide recognition
Tailor recognition to the individual Involve them in making major decisions Take time to know them personally beyond the task at
hand Demonstrate compassion when they go the extra
mile. Provide hand written thank you notes Assign top performers to mentor junior people on the
team Make one on one time available to spend w/every
person on the team
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# 7 – Motivation
Bucket filling is contagious. The more you fill the more you will find that your own bucket is full. Create a culture of bucket filling – routine ways to
celebrate Ensure that there is a balance between fun and
intense effort Allow yourself to be apart of the fun as well as the
effort Support and celebrate individuals Provide opportunity for employees to connect with
each other – fill each other’s buckets Company events Newsletter acknowledging departments or individual
success Team lunches
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# 8 – Be the Servant
A leader removes the barriers so that their team can serve the customer or others.
A leader must respect and honor those that do the “doing”
A leader must provide the avenue for the team to meet the vision
A leader must SERVE the team
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# 8 – Be the Servant
A Servant Leader Believes that everyone has a deep human need to
contribute to a personally meaningful enterprise Listens, hears, provides feedback and takes action Is a life long learner – learning from everyone and
everything in their life Is committed to the growth of others Views leadership as being a host and not a hero I
they share the difficulty as well as the success. Is aware – general awareness and especially self
awareness Builds community
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Leaders…Born or Bred?
There’s a difference between management and leadership.
There’s a difference between Power and Authority Leadership defined: The art of mobilizing others
to want to struggle toward shared aspirations. Leaders exist in all parts of the organization.
Leaders have good followers.
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Leaders…Born or Bred?
Eight lessons: Be a Driver What’s the Main thing? Escaping Management land Do the Right thing Get the right people on the bus Do less or work faster Filling Buckets Be the SERVANT
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Born: Existing from the time of someone’s birth. Natural or instinctive.
Bred: To develop by training or education
[email protected]@columbus.rr.com
Leaders…Born or Bred?
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Resources
“Good to Great” by Jim Collins
“Built to Last” by Jim Collins
“Leadership” by Brian Tracy
“The Servant” by James C. Hunter
“Five Levels of Leadership” by John C. Maxwell
“The Right to Lead” by John C. Maxwell
“How Full is your Bucket?” by Tom Rath, Donald O. Clifton “Jesus, CEO” by Laurie Beth Jones
“Servant Leadership” by Robert K. Greenleaf
“The Servant Leader” by Kenneth H. Blanchard, Phil Hodges, J. Countryman
“Accountability: Becoming People of Integrity” by Wayne Schmidt, Yvonne Prowant
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Resources
“The Servant Leader” by James Autry
“The Leadership Challenge” by James Kouses and Barry Posner
“Principle-Centered Leadership” by Stephen Covey
“Seven Habits of Highly Effective People” by Stephen Covey
“The Transparent Leader” by Herb Baum
“First Things First” by Stephen Covey
“Built to Last?” by James Collins “Encouraging the Heart” by James Kouses and Barry Posner