toahigherlevel.com. what are your top 3 leadership challenges?
TRANSCRIPT
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ToaHigherLevel.com
What are your top 3
leadership
challenges?
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Agenda
• Learn 6 skills for transformational leadership
• Self-assessments, discussion, group discovery
• Role plays & practice
• Leadership Action Plan
• iRespond Interactive Learning Devices
• Keeper Points
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Six Leadership Skills
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Leadership Skill #1:
Listening
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“The #1 skill of the 21st century leader is listening.”
Peter DruckerAuthor & Management Guru
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“99% of the best ideas we ever had came from our
people.”
Sam Walton, FounderWalMart
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Listening Self-Assessment
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Vital Link to Effective Communication
HearingListening Communicating
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8 Reasons Listening is Critical to Effective Leadership
1.2.3.4.5.6.7.8.
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Top 5 Leadership Listening Pitfalls1. Pride2. Know it all3. Don’t have the time4. Think others are idiots5. Don’t care
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How can you tell?
1. When others ARE carefully listening to you?
2. When others are NOT listening to you?
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Three Levels of Transformational Listening
1. Listen with your Ears
2. Listen with your Eyes
3. Listen for the Voice
3
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A) Listen with your Ears
1. ___ ___ ___ ___ ___ ___ ___
2.
3.
4.
5.
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A) Listen with your Ears
1. __ l __ i __ s __ t __ e __ n __
2. Noah was on the ark
3. Match
4. White – it’s a Polar Bear
5. Answer = 2
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B) Listen with your Eyes
Non-verbal Cueso Space (Proxemics)o Time (Chronemics)o Touch (Haptics)o Body Language (Kinesics)
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C) Listen for the Voice
• Rate – fastness or slowness
• Pitch – highness or lowness
• Volume – softness or loudness
• Tone – overall quality
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Ten Things Great Listeners Do
1. Listen for Ideas
2. Focus
3. Minimize Distractions
4. Take Notes & follow-up
5. Ask Clarifying questions.
10
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Ten Things Great Listeners Do
6. Listen for Core themes
7. Ignore loaded words
8. Think while you Listen
9. Keep an Open Mind
10. Interrupt to clarify.
10
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My Action PlanList 2-3 actions to take your
ListeningTo a Higher Level.
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Leadership Skill #2:
Envision
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“A task without a vision is drudgery.A vision without a task is but a dream.But a task with a vision is the hope of
the world.”Inscription circa 1770
Church in Sussex, England
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Two Keys to Envisioning
1. Clarify
2. Connect
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15 Clarifying Questions
1. Where is “there?”
2. Why do we need to go there?
3. What do we stand for along the way?
4. How will we get there?
5. What is our key goal?
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15 Clarifying Questions
6. Who must be involved?
7. What must we start doing?
8. What must we stop doing?
9. How must we continue doing?
10.Where must we be the most successful?
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15 Clarifying Questions
11.How does this fulfill the needs of those we serve?
12.How will be measure our progress?
13.What are our top priorities?
14.What are the first steps we must take?
15.What are the alternatives available to us?
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“What’s Next” Worksheet
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Two Keys to Envisioning
1. Clarify
2. Connect
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“The role of a leader is to find a thousand different ways to say the
same thing.”
Harry Quadracci, FounderQuad Graphics
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PREP Connection Model
•Point: Where we are going
•Reason(s): Why we are going there
• Example(s): What must happen
•Point: restate/reinforce the where
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PREP Practice Time
•Point: Where we are going
•Reason(s): Why we are going there
• Example(s): What must happen
•Point: restate/reinforce the where
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11 Powerful Leadership Connection Strategies
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Post It• What made you mad today?• What takes too long?• What costs too much?• What is just plain silly?• What involves too many actions?
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Line Ups
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Two Minute Summaries
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Ten Minute Huddles
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One a Day
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What Would You Do?
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One Thing Better
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Book of 100 Questions
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Dual Missions
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Napoleon Technique
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No Messenger Rule
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My Action Plan
List 2-3 actions to take your
EnvisioningTo a Higher Level.
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Stand Up!
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Leadership Skill #3:
Adapt
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Change Leader’s Mindset
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Change Leaders Mindset
1. Change is here to stay.
2. If it ain’t broke – break it!
3. No news is not good news during change.
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Change Leaders Mindset
4. Change is a personal issue, not an intellectual issue.
5. Change so not fear change but the lose associated
with the change.
6. It’s impossible to work out all the details before a
change initiative.
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Change Leaders Mindset
7. It’s impossible to keep everybody happy during
changes..
8. We must remember that it is the adaptable
that survive.
9. Our job is to make the changes work.
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Inability or unwillingness to:1. Reject conventional wisdom.2. Embrace unconventional realities.3. Transform systems, practices, and
procedures.
3 Reasons Why Organizations Fail
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How to Catch a Monkey
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Change Readiness Scale
You 1 2 3 4 5 6 7
Team 1 2 3 4 5 6 7
Front-line 1 2 3 4 5 6 7
Willingness to Change (Attitude)Low High
You 1 2 3 4 5 6 7
Team 1 2 3 4 5 6 7
Front-line 1 2 3 4 5 6 7
HighLow
Ability to Change (Skill)
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“But the core of the matter (leading change) is always about changing behavior of people, and behavior change happens in highly successful
situations mostly by speaking to people’s feelings.”
John Kotter, AuthorLeading Change and The Heart of Change
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Leading Change Model
Change Event
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Leading Change Model
Change Event
Positive Negative
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Positive Cycle
Stage 1: Excitement• Reinforce the idea• Prepare for hurdles
Change Event
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Change Event
Positive Cycle
Stage 1: Excitement
Stage 2: DOUBT• “OK” the feelings• Provide direction
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope• Acknowledge progress• Provide support
Change Event
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment• Celebrate success• Recognize growth• Prepare for next change
Change Event
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment
Change Event
Negative Cycle
Stage 1: Denial• Ask “What Hurts”?• (Re)affirm change
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment
Change Event
Negative Cycle
Stage 2: Resistance• Let them vent• Encourage attempts
Stage 1: Denial
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment
Change Event
Negative Cycle
Stage 1: Denial
Stage 2: Resistance
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment
Change Event
Negative Cycle
Stage 3: Acceptance • Catch them doing it right• Tolerate mistakes• Set short-term goals
Stage 1: Denial
Stage 2: Resistance
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment
Change Event
Negative Cycle
Stage 1: Denial
Stage 2: Resistance
Stage 3: Acceptance
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment
Change Event
Negative Cycle
Stage 1: Denial
Stage 2: Resistance
Stage 3: Acceptance
Stage 4: Commitment• Celebrate success• Recognize growth• Prepare for next change
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment
Change Event
Negative Cycle
Stage 1: Denial
Stage 2: Resistance
Stage 3: Acceptance
Stage 4: Commitment
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Positive Cycle
Stage 1: Excitement
Stage 2: Doubt
Stage 3: Hope
Stage 4: Commitment
Change Event
Negative Cycle
Stage 1: Denial
Stage 2: Resistance
Stage 3: Acceptance
Stage 4: Commitment
Change Event
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Ten Keys to Leading Transformational Change
1. Mark the passage of the old ways.
• Remember the glory of the past, but promise a better future.
• Celebrate the new way through stories, and heroes, successes.
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Ten Keys to Leading Transformational Change
2. Establish a sense of urgency.
• Avoid analysis paralysis.
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Ten Keys to Leading Transformational Change
3. Go where the energy is.
• Find groups already moving in the right direction.• Make them your heroes.
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Ten Keys to Leading Transformational Change
4. Create risk-taking teams.
• Be tolerant of mistakes but intolerant of inaction.
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Ten Keys to Leading Transformational Change
5. Transfer ownership for success.
• Emancipate – don’t abdicate.
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Ten Keys to Leading Transformational Change
6. Create positive momentum through quick successes.
• Aggressively go for the low-hanging fruit.• When successful, transfer that energy to tougher
challenges.
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Ten Keys to Leading Transformational Change
7. Re-recruit your peak performers.
• Don’t ignore or overload your best people.• Remind and reinforce their value to your organization.
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Ten Keys to Leading Transformational Change
8. Champion your purpose.
• Justify the struggle.• Find a thousand ways to say the same thing.
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Ten Keys to Leading Transformational Change
9. Focus on results – not overcoming resistance.
• Remember that results beget results beget results…
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Ten Keys to Leading Transformational Change
10. Keep your perspective.
• Maintain your humor and joy.• Remember – even God cannot please everybody.
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My Action PlanList 2-3 actions to take your
AdaptingTo a Higher Level.
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Leadership Skill #4:
Develop
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Two Keys to Developing Your Team
1. Training: develop competencies
2. Coaching: develop confidence
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3 Steps to Effective Training
Step 1: Assess the NeedA.Clarify the desired result• What specific results need to be achieved?• What are the specific skills, knowledge, attitude?
B.Determine Individual’s SKA• Do they know HOW to do it? (Skill)• Do they know WHAT to do? (Knowledge)• Do they WANT to do it? (Attitude)
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Remember: training is only appropriate if an employee needs a specific Skill, Knowledge, or Attitude
that he/she does not currently possess to successfully fulfill their
role.
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3 Steps to Effective TrainingStep 2: Choose the Training Option
Self-paced learningSmall group interactionCBT (computer-based) Job sharing Job shadowingCoaching Job switchHands-on training
Cross trainingReading (books, manuals)SeminarsVideo-based learningAudio-based learning InterviewingMentoringSimulations
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3 Steps to Effective TrainingStep 3: Measure the Results
• Skills learned• Knowledge gained• Attitude improved
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Two Keys to Developing Your Team
1. Training: develop competencies
2. Coaching: develop confidence
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What is Leadership Coaching?
• Equips people with the SKA to develop themselves.
• Process – not an event.• Something you do with them – not to them.• Not about “fixing” people – it’s about unleashing
potential.• Two-way relationship – not a one-way event.• Mindset and approach for improvement.
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Four Common Coaching Mistakes
1. Explaining or talking before listening.
2. Advising before understanding
3. Problem solving
4. Seeing their world through your eyes .
4
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Ten Great Coaching Questions
1. What excites you about your work?2. What do you find the most meaningful and
rewarding aspects of your work?3. Where do you naturally inject you greatest energy
and enthusiasm?4. What are your goals and why?5. What do you see as your greatest strengths?
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Ten Great Coaching Questions
6. Do you think you tend to inflate or undervalue your abilities?
7. What are your greatest current challenges?8. Are you truly willing to change to make your work
life better?9. What do you believe you need to improve now?10.How can I best help you achieve your goals?
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Coaching Role Play
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Final Coaching Tips1. Use “And” – no “Buts” when suggesting
improvements.2. Focus on one improvement at a time.3. Stretch their comfort zone.4. Give fast and specific feedback.5. Use a GAPS© coaching plan:• What’s your Goal?1. What Actions will you take?2. How will we measure the Performance improvement?3. What Self-Improvement did you achieve?
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My Action Plan
List 2-3 actions to take your
DevelopingTo a Higher Level.
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Leadership Skill #5:
Execute
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“A good plan violently executed today is better than a perfect
plan next week.”
General George S. Patton, Jr.WWII Commander
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“Vision without execution is an hallucination.”
Thomas EdisonInventor
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Two Keys to Execution
1. Delegate
2. Emancipation
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Delegation
Delegation Quiz: In groups, determine the best answer to each of the six questions.
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1. Delegating a task means:
a. Getting someone else to do my work.b. Giving someone your responsibility.c. Appointing another to act in your behalf.d. Allowing an employee to take over for you
in your job.
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2. The ultimate goal of delegation is to:
a. Grow your employee’s skills.b. Eliminate clutter from your desk.c. Give you more free time.d. Test your ability to tolerate stress and
ambiguity.
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3. The first step in good delegation is:
a. Choose the right person.b. Choose the right task.c. Set delegation checkpoints.d. Communicate with the person.
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4. The second step in good delegation is:
a. Choose the right person.b. Choose the right task.c. Set delegation checkpoints.d. Communicate with the person.
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5. The third step in good delegation is:
a. Choose the right person.b. Choose the right task.c. Set delegation checkpoints.d. Communicate with the person.
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6. The fourth step in good delegation is:a. Choose the right person.b. Choose the right task.c. Set delegation checkpoints.d. Communicate with the person.
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Monkey Management
What is a Monkey?• Any task that requires Action.
Who’s got the Monkey?• The person who decides to make the Next Move.
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Monkey Truths
• Many well-meaning bosses proudly go on Monkey Round-ups!
• Monkeys are tricky & can disguise themselves as “Boss, We’ve got a problem.”
• When bosses accept an employee’s monkey, they then become subordinate to the employee.
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Monkey Truths
• Monkey’s sleep just as soundly on the backs of Employees.
• Monkeys need to be with their rightful owners.o If the task is yours, then you have two choices: keep it or
Delegate it.o If the task belongs to the employee, give it Back.
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The Care & Feeding of Monkeys
Rule #1: Monkeys should be fed or Shot.
Rule #2: The monkey population should be kept below the Maximum number the manager has time to feed.
Rule #3: Monkeys should be fed by Appointment only.
Rule #4: Monkeys should be fed face-to-face or by telephone but never my mail or E-mail.
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Two Keys to Execution
1. Delegate
2. Emancipation
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Emancipation
Def: Giving people the Freedom to Succeed.
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Brainstorm 10 Reasons Leaders Don’t Emancipate
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Goal of Emancipation
Goal of emancipation is NOT to completely eliminate bureaucracy,
but to energize success!
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Key Emancipation Question
NOT: How Much control do I need?
Is: How Little control do I need?
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Leader’s Emancipation Mindset
• Give people freedom to experiment• Shift from forcing compliance to inspiring
excellence• Shift from preventing failures to maximizing
successes• Create freedom from bureaucracy• Encourage challenges of the status-quo• Give everyone input in to making it happen
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Leader’s Role in Execution
1. Guide
2. Inspect
3. Redirect
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My Action PlanList 2-3 actions to take your
ExecutingTo a Higher Level.
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Leadership Skill #6:
Reward
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“I can live for two
months on a good
compliment.”
Mark TwainHumorist & Author
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Realities of Motivation
Conventional WisdomBosses motivate employees.
Unconventional RealityEmployees motivate themselves.
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Conventional WisdomPeople do what they do for their
organization’s or boss’ reasons.
Unconventional RealityEmployees do what they do for their own
reasons.
Realities of Motivation
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Conventional WisdomGreat leaders look for people to pump up.
Unconventional RealityGreat leaders look for the roadblocks to
motivation.
Realities of Motivation
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Conventional WisdomOur job is to lead our horses to water.
Unconventional RealityOur job is to make our horses thirsty!
Realities of Motivation
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Motivation vs. DeMotivation
What motivates you to put forth your best effort?
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Motivation vs. DeMotivation
What demotivates you to put forth your best effort?
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Two Keys to Transformational Rewards
1. Environmental Rewards
2. Individualized Rewards
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Environmental Rewards
Ask your team what motivates them.
Ask you team what demotivates them.
Simplify processes.
Eliminate fear.
Match your leadership style to their
development level.
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Environmental Rewards
Tear down speed bumps to productivity.
Listen – really listen.
Ask for help when you need it.
Allow employees to rearrange the environment
to best meet their needs.
Reward teamwork.
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Environmental Rewards
Align rewards to your mission.
Break the monotony.
Delegate career enhancing projects.
Serve the front-line first.
Give fast feedback.
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Environmental Rewards
Celebrate failures.
Celebrate failures.
Empower employees to solve their own
problems.
Do something unexpected.
Stay focused.
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Environmental Rewards
Check 3 that you need to implement
&/or refocus on right now!
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Two Keys to Transformational Rewards
1. Environmental Rewards
2. Individualized Rewards
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Individualized Rewards
FACT: Greatest change in motivation in past 25 years
is the absolute necessity to individualize rewards to
the unique needs and wants of each employee!
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Tell your partner your favorite:
•Candy bar•Color•Sports team•Speaker
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Favorites List
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Michelin Approach
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L isten
E nvision
A dapt
D evelop
E xecute
R eward
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Leadership Action Plan
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