THE SERVING LEADER MODEL

Transcription

1 SM THE SERVING LEADER MODEL 5 POWERFUL ACTIONS TO TRANSFORM YOUR TEAM, BUSINESS, AND COMMUNITY Sequoia Valley Economic Summit March 10, 2017

2 SM THE 5 ACTIONS THE SERVING LEADER MODEL SM OF A SERVING LEADER RUN TO GREAT PURPOSE Define a compelling VISION that describes WHY your organization exists and inspires your team to bring their best to work every day. RAISE THE BAR Identify and define VALUES that describe HOW your team will operate, and learn how to align and hold your team accountable to them. BLAZE THE TRAIL Clarify WHAT it is that you do that customers value most, and remove barriers so your team stays focused on its MISSION. BUILD ON STRENGTH Build a high-performing organization by matching each team member s CAPABILITIES and PASSION with WHERE they can contribute most. UPEND THE PYRAMID SERVE and EMPOWER others through effective delegation so you, your team, and your organization can reach full potential. The principles found in John s best-selling book, The Serving Leader, lend exceptional support to leaders seeking transformation in their personal lives and in their organizations. FRANCIS HESSELBEIN Fortune Magazine s World s 50 Greatest Leaders CEO and Co-Founder, Peter F. Drucker Foundation Presidential Medal of Freedom Recipient Bringing The Serving Leader into Industrial Scientific underscored the core disciplines that fuel our success growing our people, raising high standards, providing compelling purpose for deeply worthy work. KENT McELHATTAN Chairman, National Safety Council, Chairman and Co-Founder, Industrial Scientific Corporation The Serving Leader has become must reading for leaders across our region. Many business leaders, as well as nonprofit and elected leaders, are using this book to give us a common language and discipline across Greater Rochester as we work together to strengthen the culture and economy of our region. MARK PETERSON President and CEO, Greater Rochester Enterprise When I was looking for a teachable way to transform leadership and culture at the Cleveland Clinic, I chose The Serving Leader. It started a transformation that continues to this day. JOE PATRNCHAK Former Chief Human Resources Officer, Cleveland Clinic Principal, Green Summit Partners 2

3 OVERVIEW AND OUTLINE THE SERVING LEADER MODEL SM Equipping you to Awaken, Align, and Achieve Great Purpose Section 01: Orientation Lesson 1: Welcome Section 02: Introducing The 5 Actions SM Lesson 2: What is Serving Leadership? Lesson 3: The 5 Actions Lesson 4: The 5 Actions in Story Lesson 5: Review Section 03: Charting Your Leadership Journey Lesson 2: The Serving Leader Compass Lesson 3: Exploring Your Leadership Journey Lesson 4: Your Spheres of Influence Lesson 5: Applying the Serving Leader Model Lesson 6: Review Section 04: Run to Great Purpose Lesson 2: Introduction Lesson 3: Clarify Your Organization s Great Purpose Lesson 4: Raise Your Vision High Lesson 5: Embed Great Purpose Throughout Your Organization Lesson 6: Review Section 05: Raise the Bar Lesson 2: Introduction Lesson 3: Identify and Define Core Values Lesson 4: Embed Values Throughout Your Organization Lesson 5: Address Values Gaps with Effective Coaching Lesson 6: Review Section 06: Blaze the Trail Lesson 2: Introduction Lesson 3: Clarify Your Organization s Success Factors Lesson 4: Build a Learning/Teaching Organization Lesson 5: Remove Obstacles and Waste Lesson 6: Review Section 07: Build on Strength Lesson 2: Introduction Lesson 3: Develop Awareness of Team Members Strengths Lesson 4: Align Each Person s Work to the Organization s Purpose Lesson 5: Use Strengths Insights to Build High Functioning Teams Lesson 6: Review Section 08: Upend the Pyramid Lesson 2: Introduction Lesson 3: Delegate Authority and Responsibility Lesson 4: Grow Your People Lesson 5: Prepare for Sustainability and Scalability Lesson 6: Review Section 09: Breakthrough Goal Lesson 2: Design Your Goal Lesson 3: Review Section 10: Commencement Lesson 2: A Beginning Lesson 3: Course Completion Lesson 4: Next Steps in Your Leadership Journey 3

4 RUN TO GREAT PURPOSE WORKSHEET BRING MEANING TO YOUR WORK Your Great Purpose Instructions Complete the following steps to help your staff connect your Vision to their own lives, in personal and emotional terms. Your current Vision Statement: How does your organization make life better for the people you serve? Why do you (as a leader) love being able to serve this Vision? 4

5 RUN TO GREAT PURPOSE WORKSHEET BRING MEANING TO YOUR WORK Vision Communication Planner Raise Vision High to Awaken Great Purpose in Others Your Great Purpose has become clearer as a result of your work on page 4. Your role as a leader is to embed this sense of Great Purpose throughout your organization by everyday actions that are seen and felt by every team member. Use this Planner to become clear on the actions you will take to set the cadence a consistent, recurring drumbeat that will awaken and align your organization and its people to its Great Purpose. What can I do to regularly and consistently remind my team of the tangible difference they are making? What will I do to acknowledge and celebrate progress in achieving our vision? 5

6 RUN TO GREAT PURPOSE WORKSHEET BRING MEANING TO YOUR WORK Vision Communication Planner (continued) Instructions In the first column, list the names of 1-3 people on your team. In the second column, describe how each person s work goals help to serve and advance the overall Great Purpose of your organization. NAME #1 GREAT PURPOSE ALIGNMENT NAME #2 GREAT PURPOSE ALIGNMENT NAME #3 GREAT PURPOSE ALIGNMENT 6

7 UPEND THE PYRAMID WORKSHEET FULL EXERCISE Delegate Authority and Responsibility EMPOWER Model WHAT IS DELEGATION? Delegation leads to high performance when the leader gives team members work that they are not only capable of handling but expands their authority and responsibility. A leader can delegate new work or increased responsibility for current work. To delegate or not to delegate is not the decision. How much to delegate is the leader s decision. A leader must decide what level of initiative a follower is ready to handle. Because of the follower s low level of development, the follower may not be ready to make and implement decisions. In this situation, the leader delegates the task but not the decision-making authority. If the follower has a high level of development, the leader will delegate responsibility with a high level of decision-making initiative. Effective delegation requires the leader to make the following decisions: 1. What work should be delegated? 2. Who should do it? 3. How do you gain the person s commitment to accept and handle the responsibility? 4. What level of power can the follower handle? BENEFITS Delegating is one of the most effective ways to develop your people. Most of us like being entrusted with extra responsibility, and the skills and experience gained from expanded responsibility make us more valuable to the department and to the organization. In addition, when responsibility is delegated, jobs become more interesting and satisfying. In short, everyone gains. The individual also gains by developing higher levels of competence. What s in it for you? A lot! As a leader, you re judged at least as much by what your team members do as by what you do after all, your job is to get things done through other people. Your team member s success is your success. And, as you challenge your people with expanded responsibilities, you build a more efficient, effective work group. 7

8 You also gain some of that most important commodity time. By passing along work you used to handle, you increase the discretionary time available for performing tasks and responsibilities that are being added to your workload from above in other words, you are also growing in the organization. Delegation can be the relief that the leader seeks from the stress caused by lack of time to complete priority projects and responsibilities, but only when it is performed properly. There are elements that must be present for delegation to produce the desired results. The elements of delegation spell EMPOWER: Expectations Methods Power Organizational Support Why Experience and Education Reviews The importance of preparing for the delegation cannot be overemphasized. The EMPOWER elements can be your guide to preparing for effective delegations. Expectations Communicating expectations allows the follower to understand the scope and magnitude of the delegation. Expectations also prepare the person who receives the responsibility to evaluate and control the work being performed. A clear statement of the expectations at the time the responsibility is delegated avoids misunderstanding and resentment. Methods To ensure that the responsibility is performed successfully, it is important to outline the procedures, tasks, and methods that are required. If the person is new to all of the tasks required by this new responsibility, the leader will need to provide extensive detail about how it should be performed. If the person is experienced in most or all of the tasks, it would be appropriate to let this person establish new procedures. Power Another source of misunderstanding is, How much autonomy do I have to carry out this responsibility? To avoid this misunderstanding, every delegation must be accompanied by a statement about the level of power the follower is to exercise in carrying out that task. The higher the level of power, the more responsibility that has been delegated and the more time the leader has gained. 8

9 Using William Oncken, Jr s Five Levels of Power can help the leader describe the level of authority and initiative: 1. Wait until told 2. Ask what to do 3. Recommend, then take resulting action 4. Act but advise at once 5. Act on own, then routinely report Organizational Support When a leader delegates, he or she is turning a problem over to the follower. This means the follower must be properly trained to resolve the problem. The leader does this by explaining where and how the follower can find information. It is necessary for the follower to know how to get materials, equipment, people, or money in order to perform the responsibility. Why A detail that is often left undisclosed in delegations is why the person was chosen. People want to know why they are being asked to take on more responsibility. It is important to describe what skills or abilities the person has that qualifies him or her for the new task. What experience or accomplishments were considered when the person was selected? Knowing this will help boost the person s confidence, and they will be more receptive to accepting additional responsibility. Experience and Education Sometimes the leader will decide to delegate responsibility to a follower who needs further training or experience. The training needs to be discussed and planned up front in the first discussions about the delegation. Delegation is one of the most effective team member development actions that a leader can take. But, arrangements for formal training, or supervised on-the-job training, must be implemented before the person who receives the new task becomes frustrated with the new assignment or makes costly errors. Reviews Every new delegation needs follow-up. The leader needs to set a date when the person will report on progress and has an opportunity to express concerns or problems. Clearly communicate that this will be a learning process. There may be mistakes and miscommunications. That is normal for growth in new responsibilities. This is why reviews are important. 9

10 UPEND THE PYRAMID WORKSHEET FULL EXERCISE Delegate Responsibility and Authority Who: Project: E Expectations (scope, performance standards, measurement methods, what success looks like) M Methods (outline procedures, tasks, methods) P Power (authority: wait, ask, recommend, act and advise immediately, act and report) O Organizational Support (information, materials, equipment, people, money) W Why (why chosen, what skills and abilities, why important to organization, how individual benefits) E Experience and Education (what training needed) R Reviews (progress reports, correcting mistakes, milestones) 10

11 ABOUT NEWTON INSTITUTE Co-founded by best-selling author and thought leader, John Stahl-Wert, and serial entrepreneur and Serving Leader practitioner, Rick Newton, the Newton Institute provides practical, hands-on leadership development services to business, education, government, and non-profit organizations worldwide. Newton Institute s training programs focus and expand upon The 5 Actions SM of a Serving Leader as revealed in the book, The Serving Leader, co-authored by Newton Institute President, Dr. John Stahl-Wert and released by Berrett-Koehler Publishers (San Francisco) in 2003 to strong, international critical acclaim. Management guru Ken Blanchard immediately called it the most practical guide available to implementing servant leadership in your life and work. The book s practicality is the reason for its success as demonstrated by its adoption by many businesses and nonprofit organizations; by worldwide sales of more than 150,000 copies in nine foreign languages; and an expanded second edition released in The Institute unites this uniquely compelling and useful resource with a team of distinguished facilitators, leadership experts, and business executives for the purpose of Equipping Leaders to Awaken, Align, and Accomplish Great Purpose. The Newton Institute, based in southwestern Pennsylvania, is one of three Newton Family of Companies, including Newton Consulting, a global management consulting firm, and Newton Talent, a professional recruiting firm. The Newton Family of Companies have won numerous local and industry awards for customer service, culture, and growth and has offices in Pittsburgh and London. ABOUT JOHN STAHL-WERT Dr. John Stahl-Wert is a best-selling author and internationally known speaker, whose specialty is making serving leadership intensely practical for results-oriented leaders worldwide. John is a Senior Fellow for the Center for Executive Leadership and serves as adjunct faculty in the doctoral program at the Ray Bakke Centre for Urban Transformation (Hong Kong) and in the Organizational Development Masters program at Geneva College. John serves as the President of Newton Institute which provides innovative leadership solutions based on The 5 Actions SM described in John s best-selling book, The Serving Leader. Before joining the Newton Institute, John led the Pittsburgh Leadership Foundation for 18 years, and as a serial entrepreneur himself, started ten business, social sector, and faith-based organizations. ABOUT RICK NEWTON Entrepreneur, conference speaker, and serving leader, Rick Newton is the founder and owner of the Newton Family of Companies, which includes: Newton Consulting (est. 2003), Newton Talent (est. 2015) and Newton Institute (est. 2015), where the Center for Serving Leadership resides. The Newton Family of Companies has grown to more than 150 associates largely due to its customer-focused, values-driven approach to doing business. The company has been recognized in the Inc. 5000, Pittsburgh 100, Pittsburgh Technology Council Best Service Provider, and Best Place to Work in Washington County and in Southwestern Pa. Rick was also a Pittsburgh Technology Council CEO of the Year and Pennsylvania Smart 50 honoree. With over 25 years of management consulting experience, Rick possesses a relatively rare combination of strategy, management, and technology skills that enables him to be highly effective across a broad range of roles, which he now employs to serve the Newton Institute. 11

12 INTRODUCING THE SERVING LEADER MODEL SM ONLINE TRAINING PROGRAM LEARN AND APPLY THE 5 ACTIONS SM OF A SERVING LEADER As a leader, I need more than just theory and bumper sticker slogans. The 5 Actions in the Serving Leader Model have provided this for me. I now have the resources and tools to take action, not just talk about ideas and concepts. TAD DOUCE Vice President of Innovation META Solutions INTRODUCTORY LIMITED TIME OFFER Enroll before April 1 and get the full on-line course for $500. SPECIAL OFFER Enroll on or after April 1 and get $500 off the $1,500 retail price. USE PROMO CODE: EDC