Inspiring People to Carry out Your Vision. Track 1 Session 1

Transcription

1 Inspiring People to Carry out Your Vision Track 1 Session 1

2 Tom Roth Wilson Learning Worldwide Chief Operating Officer Phone: Website: WilsonLearning.com LinkedIn: 2

3 Abstract There is no shortage of discussion about the Employee Engagement Crisis. However, the real crisis, the elephant in the boardroom, so to speak, is that we have a Leadership Engagement Crisis. Today, we need leaders who are willing to be real, authentic, and vulnerable. We need leaders to put aside their own fears and insecurities and be brilliant, inspire, and touch the heart and soul of the people they lead. We will examine what we need to do to become a leader people are drawn to follow. 3

4 Agenda If Leadership is the Answer What is the Question? Defining Your Reality 3 Stories What is Engagement? The Choice Model Defining Leadership The Core of Leadership Character-Based Leadership Perceived Opportunity Realistic Optimism Key Takeaways Conference Cloud Questions 4

5 Increasing Leadership Effectiveness If increasing leadership effectiveness is the answer... What is the question? What are the problems for which increasing leadership effectiveness is believed to be the answer? Wilson Wilson Learning Learning Worldwide Worldwide Inc. Inc. All rights reserved. 5

6 Defining Your Reality: 3 Stories Story: Questions on people s minds: Feels like: Strategy: Hope to Accomplish: Work Satisfaction: How Energy Is Being Used: One: We re in Crisis Can we survive? Only a matter of time... Reduction Cut costs Cut people Stability Two: We re Changing Again Will the changes work? In-between times Processes Structure Re-something Remain competitive through efficiencies Three: What Is Our Potential? How good can we get? Opportunity Execution Effectiveness Growth, Sustainability, Collaboration Dims Unpredictable Healthy Lives in the loss Leaves Gets burned out or disengages Highly Engaged Talent Stays 6

7 Defining Your Reality: 3 Stories Story: Questions on people s minds: Feels like: Strategy: Hope to Accomplish: Work Satisfaction: How Energy Is Being Used: One: We re in Crisis Can we survive? Only a matter of time... Reduction Cut costs Cut people Stability Two: We re Changing Again Will the changes work? In-between times Processes Structure Re-something Remain competitive through efficiencies Three: What Is Our Potential? How good can we get? Opportunity Execution Effectiveness Growth, Sustainability, Collaboration Dims Unpredictable Healthy Lives in the loss Leaves Gets burned out or disengages Highly Engaged Talent Stays 7

8 Defining Your Reality: 3 Stories Story: Questions on people s minds: Feels like: Strategy: Hope to Accomplish: Work Satisfaction: How Energy Is Being Used: One: We re in Crisis Can we survive? Only a matter of time... Reduction Cut costs Cut people Stability Two: We re Changing Again Will the changes work? In-between times Processes Structure Re-something Remain competitive through efficiencies Three: What Is Our Potential? How good can we get? Opportunity Execution Effectiveness Growth, Sustainability, Collaboration Dims Unpredictable Healthy Lives in the loss Leaves Gets burned out or disengages Highly Engaged Talent Stays 8

9 Defining Your Reality: 3 Stories Story: Questions on people s minds: Feels like: Strategy: Hope to Accomplish: Work Satisfaction: How Energy Is Being Used: One: We re in Crisis Can we survive? Only a matter of time... Reduction Cut costs Cut people Stability Two: We re Changing Again Will the changes work? In-between times Processes Structure Re-something Remain competitive through efficiencies Three: What Is Our Potential? How good can we get? Opportunity Execution Effectiveness Growth, Sustainability, Collaboration Dims Unpredictable Healthy Lives in the loss Leaves Gets burned out or disengages Highly Engaged Talent Stays 9

10 Leadership Premise Leadership has the greatest opportunity to influence the energy of the organization. Leaders either give energy to, or take energy out of, the organization. 10

11 Leadership Definition The ability to take others to a place they would not go by themselves, not by the power of your position, but by the strength of your example 11

12 What is Engagement? Engagement: Positive perception, high discretionary energy Perception Negative Neutral Positive Energy Expended Low Medium High 12

13 The Choice Model 5 15% Proactive Fully committed Being enrolled Willfully complying Pseudo compliance Waiting and seeing Unplugging CHOICE Grudgingly compliant Resisting Motivated to get even Inactive 70 90% Reactive 5 15% 13

14 Best Leader Exercise Instructions Identify the person in your life you consider to be your best leader. (You get to decide what best leader means.) Write that person s name down. What is it about this person that led you to select him or her as your best leader? What are (or were) this person s characteristics? Individually, write those thoughts down. 14

15 The Core of Leadership Wilson Wilson Learning Learning Worldwide Worldwide Inc. Inc. All rights reserved. 15

16 Essence and Form Model Character Essence Example we want to set Driven by values Qualities of leadership Inside-out Who we are Substance Form Persona Image we create Driven by rules/policies Competencies of leadership Outside-in What we do Style 16

17 Where Do You Get Your Signals? External Internal Have Be Do Do Be Have Wilson Wilson Learning Learning Worldwide Worldwide Inc. All rights reserved. 17

18 Where Do You Get Your Signals? External Internal Lack of essence qualities form more important Success is measured by appearance, position, title Response to signals from others Life is lived on approval Be Do Have Wilson Wilson Learning Learning Worldwide Worldwide Inc. Inc. All rights reserved. 18

19 Where Do You Get Your Signals? External Internal Lack of essence qualities form more important Success is measured by appearance, position, title Response to signals from others Life is lived on approval Clear on essence qualities depth more important Success is measured by effectiveness and contribution to others Response to values Life is lived on purpose Wilson Wilson Learning Learning Worldwide Worldwide Inc. Inc. All rights reserved. 19

20 Character-Based Leadership A leader who instead of seeking power, empowers A leader who instead of seeking control, frees you up A leader who instead of being served, serves A leader who has a strong sense of his or her essence A leader who is seen as courageous 20

21 Essence: What Is the Big SO WHAT? BE DO HAVE Effective leaders start with what they want to BE as a leader What they want to BE guides what they need to DO as a leader Having a clear sense of ESSENCE provides the FOUNDATION that makes the FORM effective 21

22 Essence: What Is the Big SO WHAT? BE DO HAVE Effective leaders start with what they want to BE as a leader What they they want want to BE to BE guides guides what what they they need need to DO to as DO a as leader a leader Having a clear sense of ESSENCE provides the FOUNDATION that makes the FORM effective 22

23 Essence: What Is the Big SO WHAT? BE DO HAVE Effective leaders start with what they want to BE as a leader What they they want want to BE to BE guides guides what what they they need need to DO to as DO a as leader a leader Having a a clear clear sense sense of of ESSENCE provides the the FOUNDATION that that makes makes the the FORM FORM effective effective 23

24 Opportunity Employees want to understand what the future holds for them. They want to feel a sense of hope. What in the future can they get excited about or buy in to? What about the future will benefit them? Without a sense of future opportunity to move forward, energy stalls. 24

25 Opportunity: Key Points Focus on creating what the potential is for the organization realistic optimism. Communicate the organizational vision/mission/strategy in the context of opportunity and potential. Explain how individuals contribute value to the organization s ability to realize its potential. 25

26 Realistic Optimism What are the realities the organization is facing? What are you excited about going forward? What are some of the reasons employees should be engaged and stay? 26

27 Key Takeaways Leaders need to communicate a story of opportunity and growth We are in the energy business employees have a choice Effective leadership balances Essence and Form Character-based leadership requires leading from within Communicating realistic optimism inspires others to follow 27

28 Articles Conference Cloud Cultivating Tomorrow's Leaders: 5 Questions Every New Leader Must Address Becoming a Leader People Choose to Follow Where Are Your New Leaders Coming From?: Restoring Leadership Bench Strength for Success Today and Tomorrow Papers Additional Resources A Leadership Development Approach: Integrating Essence and Form Employee Engagement: The Leader's Role 28

29 Leadership Effectiveness Ultimately, you will not be judged so much by how well you lead, but by how well you are followed. 29

30 Questions?