YOU

ATITUDE the arrangement of the parts of a body or figure : POSTUREa mental position with regard to a fact or statea position assumed for a specific purpose disposition, feeling, frame of mind, manner, mental make-up, mentality, opinion, outlook, perspective

MOTIVATION incentive, drive, stimulation the act or process of motivating a motivating force, stimulus, or influence  incitement, motive, need, provocation

HOW WELL WILL YOU DO

WHAT YOU WILL DOWHAT YOU CAN DO

OO OO PP DD AAOBSERVE ORIENT PLAN DECIDE ACT

Scan the environment and

gather information from it

Use the information to form mental

images of circumstances,

turning information into knowledge

Develop strategic options

Consider the options and commit to a

course of action

Carry out the action plan

ACT

OBSERVE

ORIENT

DECIDE PLAN

PROCESS STEPS OBJECTIVE QUALITATIVE

FACTORS DESIRED OUTCOME

OBSERVE TAKE IN THE UNFILTERED REALITY OF THE PROJECT/SITUATION

•PERSPECTIVE•HUMILITY•INTELLIGENCE•OBJECTIVITY

Reach an objective understanding of the situation as presented

ORIENT

PROCESS INPUT ALONG WITH EMOTIONAL AND OTHER INTANGIBLE FILTERS

•EXPERIENCE•INTUITION•KNOWLEDGE•SENSITIVITY

Reach an informed , comprehensive assessment of the situation within the bigger picture

PLANDEVELOP STRATEGY BASED ON COMPREHENSIVE ASSESSMENT

•ANTICIPATION•INITIATIVE•JUDGMENT•ORGANIZATION

•ATTITUDE•CONVICTION•COURAGE•DETERMINATION•ACCOUNTABILITY

•MOTIVATION•INSPIRATION•DISCIPLINE•PERSISTENCE

Arrive at two or more viable action plans with contingencies

DECIDE CHOOSE AND COMMIT TOMOST VIABLE ACTION/ RESOURCE PLAN

Select and communicate the best plan regardless of possible resistance

ACTEXECUTE ACTION PLAN AND RESOURCE DEPLOYMENT TILL COMPLETE

Successfully complete plan or contingency overcoming any obstacles

Emotional self-awareness The ability to read and understand your

emotions as well as recognize their impact on work performance, relationships, and the like.

Accurate self-assessment A realistic evaluation of your strengths

and limitations Self-Confidence

A strong and positive sense of self-worth

Prerequisite Self-AwarenessPrerequisite Self-Awareness

Self-control The ability to keep disruptive emotions and

impulses under control. Trustworthiness

A consistent display of honesty and integrity Conscientiousness

The ability to manage yourself and your responsibilities.

Adaptability Skill at adjusting to changing situations and

overcoming obstacles. Achievement orientation

The drive to meet an internal standard of excellence. Initiative

A readiness to seize opportunities .

Prerequisite Self-ManagementPrerequisite Self-Management

Empathy Skill at sensing other people’s emotions, understanding their perspective, and

taking an active interest in their concerns. Organizational Awareness

The ability to read the currents of organizational life, build decision networks, and navigate politics.

Service Orientation The ability to recognize and meet the customers’ needs.

Prerequisite Social AwarenessPrerequisite Social Awareness

VisionThe ability to take charge and inspire with a compelling vision.

InfluenceThe ability to wield a range of persuasive tactics.

Developing OthersThe propensity to bolster the abilities of others w/ feedback and guidance.

CommunicationSkill at listening and at sending clear, convincing, and well tuned messages.

Change CatalystProficiency in initiating new ideas and leading people in a new direction.

Conflict ManagementThe ability to de-escalate disagreements and orchestrate resolutions.

Building BondsProficiency at cultivating and maintaining a web of relationships.

Teamwork and CollaborationCompetence at promoting cooperation and building teams

Evolving Leadership ProficienciesEvolving Leadership Proficiencies

The Leader’s modus operandi:

Demands immediate compliance

The style in a phrase: “Do what I tell you”

Underlying emotional intelligence competencies:

Drive to achieve, initiative, self-control

When the style works best In a crisis, to kick start a turnaround, or with problem employees

Overall impact on climate: Negative

CoerciveCoercive

The Leader’s modus operandi:

Mobilizes people toward a vision

The style in a phrase: “Come with me”

Underlying emotional intelligence competencies:

Self-confidence, empathy, change catalyst

When the style works best: When changes require a new vision, or when a clear direction is needed.

Overall impact on climate: Mostly strongly positive

AuthoritativeAuthoritative

The Leader’s modus operandi:

Creates harmony and builds emotional bonds

The style in a phrase: “People come first”

Underlying emotional intelligence competencies:

Empathy, building relationships, communication

When the style works best: To heal rifts in a team or to motivate people during stressful circumstances

Overall impact on climate: Positive

AffiliativeAffiliative

The Leader’s modus operandi:

Forges consensus through participation

The style in a phrase: “What do you think?”

Underlying emotional intelligence competencies:

Collaboration, team leadership, communication

When the style works best: To build buy-in or consensus, or to get input from valuable employees

Overall impact on climate: Positive

DemocraticDemocratic

The Leader’s modus operandi:

Sets high standards for performance

The style in a phrase: “Do as I do, now”

Underlying emotional intelligence competencies:

Conscientiousness, drive to achieve, initiative

When the style works best: To get quick results from a highly motivated and competent team

Overall impact on climate: Negative

PacesettingPacesetting

The Leader’s modus operandi:

Develops people for the future

The style in a phrase: “Try this”

Underlying emotional intelligence competencies:

Developing others, empathy, self-awareness

When the style works best: To help an employee improve performance or develop long term strengths

Overall impact on climate: Positive

CoachingCoaching

Flexibility How free employees feel to innovate and do the right thing unencumbered by

red tape Responsibility

Their sense of accountability and responsibility to the organization Standards

The level at which they set the daily bar and longer term goals Rewards

Their sense of accuracy about performance feedback and aptness of rewards Clarity

Their understanding and belief in the organization’s mission and core values Commitment

Their level of dedication and commitment to a common purpose and the team

Climate IndicatorsClimate Indicators

Coercive Authoritative Affiliative Democratic Pacesetting Coaching

Flexibility -.28 .32 .27 .28 -.07 .17

Responsibility -.37 .21 .16 .23 .04 .08

Standards .02 .38 .31 .22 -.27 .39

Rewards -.18 .54 .48 .42 -.29 .43

Clarity -.11 .44 .37 .35 -.28 .38

Commitment -.13 .35 .34 .26 -.20 .27

Overall impact on climate

-.26 .54 .46 .43 -.25 .42

Getting Molecular: The Impact of Getting Molecular: The Impact of Leadership Styles on Drivers of ClimateLeadership Styles on Drivers of Climate

It’s our distractions that influence our success.  Without focus most results are mediocre. But focus is not in everyone’s capacity…

It’s all about FocusIt’s all about Focus

R.J. Wilkins 2007