how ordinary people become extraordinary leaders [read-only]...become extraordinary leaders program...

Your State Association Presents

How Ordinary People

Become Extraordinary

Leaders

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Thursday, June 23, 2016 Presenter: Janice Branch

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HOW ORDINARY PEOPLE BECOME EXTRAORDINARY

LEADERS

Janice Branch, CBTP

Making the Most of This

■ Stay focused

■ Take notes

■ Discuss with others

■ Commit to using 1, 2 or 3 ideas

www.interaction-training.com 2

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What You Will Learn

■ Common Leadership Weaknesses and Trouble Spots

■ Strengths of Extraordinary Leaders

■ Leadership Skills for the 21st Century

■ Next Level Communication Skills


What You Will Learn

■ A Paradigm Shift: The Servant as Leader

■ Best Practices

– Motivators

– Rewards and Recognition


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Introduction

■ What makes a leader extraordinary?

– No one is born with it

– The ability to enable others to achieve great things

– Being committed, courageous, confident and competent


Introduction

■ Having a vision for the organization, or department, or branch

■ Being passionate and single-minded in pursuit of that vision

■ Being able to communicate the vision to the team

■ Inspiring them to join you on the journey


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Most Common Leadership Weaknesses


■ Distancing, behaving arrogantly, standing apart from those lead

– Results in disengagement, poor utilization of employees

– Can lead to over promising, under delivering

■ Leading to please, be liked, fit it, etc.

– Focus on achieving results

– Holding other accountable

– Making and giving choices


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■ Leading by being autocratic, directive, perfectionist or hypercritical

– Be more collaborative

– Trust the team

– Accept small failures

– Allow for diversity of thought and action

– Let go and delegate


■ Not delivering what’s promised in a timely manner

– Guide staff to deliver expectations within budget and on time

– Focus on accountability, tasks, processes, people and outcomes

especially when results are in jeopardy

■ Tendency to be complacent, stop learning

– Find ways to awaken your passion for the job

– Standing still is no longer enough


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■ Over-Optimism about people, strategies or tactics

– Hanging on to processes or people too long

– See things as they really are

■ Over-Pessimism about people, strategies or tactics

– Treating them without regard for human kindness

– Practice patience for people, strategies and tactics giving them time to come into their own


■ Lacking Emotional Intelligence

– Improve the soft side of working with others

■ Courteousness, friendliness, caring and concern

■ Lacking clarity about impact on others

– You have influence, use it wisely

– Self-observe, self-evaluate, self-correct

– Ask, How am I coming across?


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Leadership Troubles


■ Not Providing Feedback

– Waiting until Review Time

– Thinking it will correct itself over time

– Too busy

■ Not making time for employees

– Walk around 2 times a day

– Open door, with restrictions and boundaries


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■ Being too “hands off”

– Assignments without clarification

– Follow up

■ Being too friendly

– Strive for Professionally friendly

– Clear on when friend, when boss


■ Failing to define goals

– Vision, Mission, Values

– Departmental

– Collaborative

■ Misunderstanding motivation

– Not $$$


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■ Not “walking the talk”

– Model what you expect

– Don’t take privileges

■ Not delegating

– Takes more effort up front

– No time to focus on bigger picture


■ Hurrying recruitment

– Wrong fit with the team

■ Misunderstanding the role of leader

– Job is to lead, to develop others


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7 Strengths of Extraordinary Leaders


Empathy

■ Create legitimate rapport with staff

■ We’re in this together

■ I without YOU can do nothing


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Consistency

■ Set the example of respect, credibility and fairness


Honesty

■ Truth-tell even when it’s hard to do so

■ Set the example for behavior expected


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Direction

■ Having a Vision

■ Aim high

■ Set the standard for excellence and how to get there


Communication

■ Communicate often

■ About everything


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Flexibility

■ Look for new or innovative ideas to solving problems

■ Open-minded about others viewpoints and ideas

■ Look for the Third Right Answer


Conviction

■ Strong vision

■ Willingness to see it through

■ Inspires others

■ You become a resource to your followers


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Leadership Skill-Sets for the 21st Century



Leaders have

to be good

at:

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But, that’s not enough to be Extraordinary.

These skills need to be complimented by…


Innovation

■ Think creatively

■ Take initiative and risks

■ Vision beyond the immediate

■ Explore and implement diverse perspectives

■ Recognize unexpected opportunities


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Agility

■ Visionary

■ Collaborative

■ Creative

■ Proactive learning from prior experiences


Global Acumen

■ World views and perspectives

■ Global people leadership

■ Global business knowledge


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Emotional Intelligence

■ Recognize and understand emotions

■ Manage personal, individual and team performance using

this awareness


Management of Diverse Workplace

■ How you perceive others

■ How those perceptions affect interactions, communication,

adaptability and change management


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Next Level Communication Skills


■ Communication takes effort and commitment

■ None of us are as good at it as we believe we are


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■ Listening

– Critical when emotions are high (Interferes with clear thinking)

■ Acknowledge and validate emotions

– In team situations

■ Multiple personalities, complex dynamics and competing agenda present

– Ensure everyone working toward same goal

– Helps identify and address conflict early

– Helps facilitate healthy working relationships among employees

– When employees are sharing ideas

■ When you stop listening; they stop offering

■ Cut off from creativity and expertise of employees


■ Facilitating

– More than listening

– Continuous cycle of three steps

1. Hearing what is said

2. Integrating it into the topic at hand

3. Saying something to move the conversation forward


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■ Presenting

– About being able to articulate ideas, concerns, issues, solutions, etc.

■ Take a course on public speaking or presentation skills

■ Join Toastmasters

■ Volunteer for community service as a committee chair


■ Questioning

– About getting the information you need from those that have it

■ Personal (appropriate) (How did your son’s soccer game turn out?)

– Builds relationships and increases camaraderie

■ Ask good questions (Open-ended)

– If this was the best place to work for that you could imagine, what would be different?

– If you had the best year yet, what would have happened?

– What would be the best way to handle this situation?


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■ Using discretion

– Confidentiality is the key

■ Performance issues

■ Personal health issues

■ Advice seeking


■ Directing

– Giving clear directions

– Use in times of confusion or when efficiency is most important goal

– Use sparingly so not to disengage employees from self-direction


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How to Get to Extraordinary?A Paradigm Shift:

The Servant as Leader


What is Servant-Leadership?

■ A philosophy and set of leadership practices that

– Enriches the lives of individuals

– Builds better organizations

– Ultimately creates a more just and caring world


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Where did the Term Servant-Leadership Come From?

■ Coined by Robert K Greenleaf

■ First used in an Essay published in 1970

■ Greenleaf recognized that organizations and

individuals could be servant-leaders


So, What Does it Mean?

The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.

That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…

-Robert K. Greenleaf


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Traditional Leadership Hierarchy Pyramid

■ Accumulation of power by one at the top of the pyramid

■ Staff expected to do what they are told, when they are told to do it, how they are told to do it.

■ No collaboration between boss and staff on how things are done


Boss

Mid-Leaders

Supervisory

Staff

Servant-Leadership Hierarchy Pyramid

■ Focuses primarily on growth and well-being of employees.

■ Servant-Leader

– Shares power

– Puts needs of others first

– Helps people develop and perform


Staff

Supervisory

Mid Leaders

Boss

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Good Boss, Bad BossGood Boss, Bad BossGood Boss, Bad BossGood Boss, Bad Boss

Adapted from Martha Beck,

O Magazine, January 2005


The View From Below

Bad-Boss Self-Concept

As a Leader, I’ll be a higherAs a Leader, I’ll be a higherAs a Leader, I’ll be a higherAs a Leader, I’ll be a higher----up.up.up.up.

■ Demands the undoable

■ Gives orders

■ Responds to objections with repeating that is has to be done

Good Boss Self-Concept

As a Leader, I’ll have to go lowerAs a Leader, I’ll have to go lowerAs a Leader, I’ll have to go lowerAs a Leader, I’ll have to go lower----downdowndowndown.

■ Lao-tzu, “If you govern the people, you must place yourself below them.”

■ Acknowledges their ignorance & asks questions of everyone to gain a better grasp of 2 things: What’s going on? What needs to be done?


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Eliminating Moving Targets

Bad-Boss Target-Setting

Now that I’m the boss, I give orders Now that I’m the boss, I give orders Now that I’m the boss, I give orders Now that I’m the boss, I give orders to others. to others. to others. to others.

■ Thrills to giving orders & critiques but has unclear, uninformed, or ambivalent ideas about what they’re actually trying to accomplish—that is they know what they want this second, but the big picture is fuzzy.

Good Boss Target-Setting

Now that I’m the boss, I bring order Now that I’m the boss, I bring order Now that I’m the boss, I bring order Now that I’m the boss, I bring order to what others do. to what others do. to what others do. to what others do.

■ Leading well means forming a crystal clear image of what must happen and communicating that precisely.

■ After giving an assignment, ask them to describe the task in their own words. If they can’t, try a new tactic.


Where We Go Wrong

Bad Boss Position on Feedback:

Now everyone must tell me Now everyone must tell me Now everyone must tell me Now everyone must tell me when I’m right.when I’m right.when I’m right.when I’m right.

■ Most of us look for validation that what we’re doing is right

Good Boss Position on Feedback:

Now everyone must tell me when I’m Now everyone must tell me when I’m Now everyone must tell me when I’m Now everyone must tell me when I’m wrong.wrong.wrong.wrong.

■ The most powerful way for leaders to communicate is to use 3 simple steps when a problem arises:

1. Tell your employee what you really think

2. Describe the facts that lead you to this opinion

3. Or, honestly request that people tell you where you’re wrong.


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Taking the HitBad Boss Protection

Strategy

As a boss, I’ll be protected As a boss, I’ll be protected As a boss, I’ll be protected As a boss, I’ll be protected from taking blame.from taking blame.from taking blame.from taking blame.

■ An incompetent boss feels that the best way to secure their position is to appear faultless, and works mightily to make clear who fouled up or even lay blame on a scapegoat.

Good Boss Protection Strategy

As a boss, I’ll protect others As a boss, I’ll protect others As a boss, I’ll protect others As a boss, I’ll protect others by taking blame.by taking blame.by taking blame.by taking blame.

■ A good leader helps their followers feel safe from the dangers that come from both inside and outside the organization.


Once More Into the Breach

Bad Boss Problem Solving

Being the boss means I can Being the boss means I can Being the boss means I can Being the boss means I can avoid problems.avoid problems.avoid problems.avoid problems.

■ Be a boss that fiddled while Rome burned.

Good Boss Problem Solving

Being the boss means I Being the boss means I Being the boss means I Being the boss means I must seek out problems. must seek out problems. must seek out problems. must seek out problems.

■ Deals with problems as they come up

■ Expects there will be problems.


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Qualities of a Servant-Leader


■ Clear on goals and good at pointing the direction.

■ Servant, helper, and teacher first; then leader.

■ Listens and wants (works) to understand.

■ Takes time to think, rather than just reacting.


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■ Chooses words carefully, so as not to damage those being

lead.

■ Uses intuition and foresight.

■ Keenly aware of all that is going on.


Are You Practicing Servant-Leadership?

1. I take time to build workplace relationships.

2. I quickly address attitude issues of my team.

3. I focus on the business relationships that produce high results.


Score: 1: Never 2: Occasionally 3: Often 4: Regularly 5: Always

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Are You Practicing Servant-Leadership?

4. I help employees understand how their contributions support the overall purpose and vision of the organization.

5. I personally coach and mentor employees on my team.

6. I know the values of those I lead.


The Test of Servant-Leadership

“Do those served while being served, become healthier, wiser, freer, more autonomous (self-reliant), more likely

themselves to become servants?

And, what is the effect on the least privileged in society; will they benefit, or at least, will they not be further

deprived?”

-Robert Greenleaf


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Top 10 Extraordinary Leader Characteristics


Listening■ Commit to listen intently to what others say; work to understand first

■ Give your full attention

■ Take notice of body language

■ Avoid interrupting before they’ve finished speaking

■ Ask questions for clarification

■ Give feedback on what they say


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Empathy

■ Strive to understand other people’s intentions and perspectives

■ Put your viewpoint aside temporarily

■ Approach situations with an open mind


Healing

■ Make sure the team has the knowledge, support and resources to do their jobs effectively

■ Ensure the workplace is motivating and healthy

■ Coach them to choose to be engaged in their roles


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Self-Awareness

■ Self-evaluate behavior and motives; be sure they align to your values

■ Know your strengths and limitations; ask for feedback from managers, peers and employees

■ Manage your emotions; consider how your actions and behavior affect others


Persuasion

■ Extraordinary leaders use persuasion rather than authority to encourage employees to take action

■ Work toward consensus in groups for support for decisions and buy-in


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Conceptualization (being able to dream the dream; see

things the way they can be)

■ Create vision and mission statements for your work group

■ Develop strategies to achieve the mission

■ Create long-term focus

– Allows you and team to stay motivated to achieve distant goals without getting lost in distractions


Foresight (– the ability to predict a future outcome based on past

experiences and the current reality while taking into consideration intended and unintended consequences)

■ Utilize tools such as SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)

■ PEST analysis (Political, Economic, Socio-Cultural, Technological)

■ Learn to trust your intuition


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Stewardship

■ Take responsibility for the actions and performance of your team

– Be accountable for the role your teams fulfills

■ Lead by example

– Demonstrate the values and behaviors you want to see in them

■ Confront others when their behavior isn’t aligned with the institution’s values


Commitment to Develop Employees

■ Assess what they know to better understand their developmental needs

■ Give them the skills to do their jobs effectively

■ Find out what their personal goals are

■ Becoming a learning organization


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Building Community

■ Provide opportunities for employees to interact with each other across the institution

■ Institute a flat-line hierarchy so employees feel comfortable discussing issues, concerns

■ Encourage employees to take responsibility for their work

■ Remind employees how what they do contributes to success of institution


Find Your Passion; Pass It On


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Find Your Passion; Pass it On!

Working hard for something we don’t care about is called stress;

working hard for something we love

is called passion.

-Simon Sinek

Author, speaker, consultant on Leadership


Best Practices: Motivators

■ Meaningful work

■ Challenging work

■ Mutually Beneficial Work Relationship

■ Optimistic Work Environment

■ Improves Employees’ Lives


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Best Practices: Motivators

■ 50 Non Money Motivators, email me for it


What it Looks Like

■ Learn about employees’ career goals

■ Retain high-quality employees through sound management practices

■ Create an atmosphere and culture where people want to work


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What It Looks Like

■ Show employees respect through consistency and empowerment

■ Redefine job descriptions to provide growth opportunities for successful employees

■ Provide mentorship opportunities


What It Looks Like

■ Create a dialogue of feedback between employees

■ Recognize achievements, great performance

■ Provide training and educational opportunities


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Best Practices: Rewards and Recognition

■ Thank you note

■ Pizza party

■ Primo parking

■ Flexible hours

■ Early out day

■ Cake

■ Gourmet coffee

■ Wall of Fame

■ Banker Bucks

■ Have their car detailed

■ Name the Room

■ Adult Education of their choice

■ Magazine subscription

■ Lunch with you

■ Gift Certificates

■ Lottery Tickets


More Ideas

■ Good Book

■ Healthy Snacks

■ Create “go the extra mile” program

■ Recognize them on the institution’s web page

■ Utilize Social Media

■ Ap: YouEarnedIt

■ Give to their favorite charity


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Summary■ Common Leadership Weaknesses and Trouble Spots

■ Strengths of Extraordinary Leaders

■ Leadership Skills for the 21st Century

■ Next Level Communication Skills

■ A Paradigm Shift: The Servant as Leader

■ Best Practices

– Motivators

– Rewards and Recognition


It Was My Pleasure!

■ [email protected]

■ www.interaction-training.com


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Action Plan


how ordinary people become extraordinary leaders [read-only]...become extraordinary leaders program...

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