4/27/2017 EFFECTIVE LEADERSHIP

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1 EFFECTIVE LEADERSHIP Presenter: Jeff Gushin, LISW-S, LCSW Bethesda Healthcare, Inc. All rights reserved. Copying or reproducing this document is strictly prohibited TriHealth EAP is a part of the Corporate Health division of the TriHealth Healthcare System. We provide: Assessment Referral Counseling Crisis Intervention Work/life services Management Consultation Workplace Training 2 GOALS Discuss the importance of leaders to the: engagement of their teams quality of services that they provide to the community that they serve the success of the organization Explore qualities that make for the best leaders Examine leadership styles. Determine when each style is most/least effective in creating a positive work environment 3 1

2 LEADERSHIP A relationship that provides direction and influence to create a common direction and goals The human factor that binds people together and moves them towards their goals Good leadership motivates, impassions, and inspires the best of employees DIFFERENCES BETWEEN LEADERS AND MANAGERS LEADERS MANAGERS Institutes change Makes improvement Innovates Creates the vision Motivates and inspires Is focused on the future Does the right thing Has the permission to lead others Brings about order Maintains stability Administers Follows the vision Organizes and staffs Is focused on the present Does the thing right Has the authority to lead others TRAITS OF EFFECTIVE LEADERS When you think about the best supervisors you have ever had, how would you describe them? What made them effective and what qualities did you admire? When you think about the worst supervisors you have ever had, how would you describe them? What made them ineffective and what characteristics made them difficult to work with? 6 2

3 SUCCESSFUL LEADERSHIP TRAITS Trust Effective Communicator Vision Honesty Humility Openness EARNING EMPLOYEE TRUST Trust: an essential ingredient to leadership. The supervisor is perceived by the attitude and beliefs they convey to others. The trust-building skills are interpersonal skills that not only develop relationships, but also role model integrity. Trust takes time to develop. You can buy someone s time, you can buy someone s physical presence at a given place; you can even buy a measured number of skilled muscular motions per hour or day. But you cannot buy enthusiasm; you cannot buy initiative, you cannot buy loyalty; you cannot buy devotion of hearts, minds, and souls. You have to earn those things. - Clarence Francis WORKING ON TRUST SKILLS Being mindful that you are a role model to all of your employees Practice self-improvement. Set personal goals towards change and improvement. Successful leaders are sensitive to the reactions and cues from others. Self-evaluate and actively seek feedback Seek mentors whom you view as having good trust-building and leadership skills What are some ways that you can convey trust to your employees? 3

4 HUMILITY Self-examination helps us to recognize our strengths as well as our weaknesses. Taking responsibility when things go wrong and giving credit to your team when things go well. Managing is getting paid for home runs that someone else hits. - Casey Stengel, former manager of the NY Yankees and NY Mets Draw people by your humility and honor, not by your position and power - Alisa Hope Wagner What are some ways that you can practice humility in the workplace? 10 OPENNESS Openness is a key trait to fostering creativity and positive change. Being open to the ideas of your team as well as your own. Leaders exhibiting openness have more sources of input, more information and tend to make better decisions because of the increased input. But we ve always done it that way. 11 HONESTY Transparency: Be honest, tell the truth, let people know where you stand, be clear, demonstrate integrity, don t manipulate people, don t distort facts or spin the truth, and don t leave false impressions. Leadership is the ability to motivate people and mobilize resources to accomplish a common goal. In leadership, honesty is an important virtue, as leaders serve as role models for their subordinates. - Honesty in Leadership : Kouzes and Posner What are some ways to practice openess and transparency? 12 4

5 EFFECTIVE COMMUNICATION You can have brilliant ideas, but if you can t get them across, your ideas won t get you anywhere. Lee Iaccoca, former chairman, Chrysler Corporation Nothing is so simple that it cannot be misunderstood. Freeman Teague Jr., author The most important thing in communication is hearing what isn't said. Peter F. Drucker, management consultant, author EFFECTIVE COMMUNICATION A good communicator is in all respects first and foremost, a good listener. They practice active listening skills, practicing reflective listening and seeking clarification before communicating back to the speaker. Is there a specific skill you can work on to be a better communicator with your team? 14 CREATING A VISION Setting a picture of the future. What can be your impact? A vision sets the goal that everyone is working towards. It gives everyone a shared understanding about the organization. It tells compelling story about the organization, its mission and why it s such a great place to work. Employees want to know how the vision relates to them, what their responsibilities will be, and the progress the company is making on making the vision a reality. 5

6 ANSWERING THE QUESTIONS What does your team do? Why do they do it? How does your team change lives? What makes your team different and unique? How does your team fit into the big picture of your company? What do you want your team to look like in the next year? LEADERS DEVELOP THEIR OWN STYLE Leadership style is often based on personal characteristics, such as their personality, background, beliefs, and values Your style might also depend on company factors, such as your position, the organization culture, and the type of work that is performed Your style may also depend on your employees, their skill level, their work ethic, and their supervision needs There are five basic leadership styles. Most supervisors may have a default style however they may use a combined eclectic style of leadership AUTOCRATIC LEADERSHIP Definition: The style of authoritarian and dictatorial. The leader is solely in charge of the decisions. Positives: Action can be taken swiftly Negatives: Can alienate and de-motivate Most Useful in: New or temporary employees; situations where decisions have to be made quickly such as crises or urgent deadlines. 6

7 DEMOCRATIC LEADERSHIP Definition: Employees are actively involved, and have an ownership of the company and its ideas Positives: Improves sharing of ideas, employees have a high potential for growth and development Negatives: Can delay decision-making Most Useful with: highly skilled and/or experienced employees BUREAUCRATIC LEADERSHIP Definition: Ruling by the book, strictly following the rules Positives: Focus is on best practices of safety Negatives: It is slow to change, even if the standard procedure isn t working anymore Most Useful in: Employees doing repetitive or exacting work, or working with dangerous equipment PATERNALISTIC LEADERSHIP Definition: The leader may consult, but makes the final decisions Positives: Staff does get supported, and also get direction, when necessary Negatives: It sometimes blurs the boundaries between work and personal life Most Useful in: small companies 7

8 LAIZZEZ-FAIRE LEADERSHIP Definition: Free-rein or hands off leadership employees are given little direction, and decisions are made by everyone Positives: Can be highly motivating Negatives: Makes coordination and decision-making time-consuming & difficult, staff feels insecure, there is little opportunity for feedback Most Useful in: Highly motivated and skilled employees, companies where creative ideas are important MOTIVATING YOUR EMPLOYEES Motivation is putting the vision into action The successful leader persuades, influences, and encourages employees in pursuit of the mission The leader creates conditions where people can motivate themselves, answering each employee s question: What s in it for me? Good motivation strategies are action-oriented and engage the employee s emotions. Motivation is very personal. Tapping into what motivates each employee MOTIVATION STRATEGIES Motivation through challenges -- Giving employees growth and development-oriented duties Motivation through curiosity Giving employees duties that are meaningful to them Motivation through allowing control Giving autonomy to the employee s duties Motivating through recognition Giving rewards *Motivation through competition Rewarding only the top achievers 8

9 LEADERS CAN MOTIVATE BY: Talking to employees Testing a technique in the workplace Get feedback from employees Be on the lookout for signs of flagging motivation Thank you in words or actions ONE LAST IMPORTANT TRAIT: HAVING A SENSE OF HUMOR Humor putting things in perspective and helps to keep that all important balance in your life The secret of successful managing is to keep the five guys who hate you away from the four guys who haven't made up their minds. - Casey Stengel 26 BY CONTINUING TO DEVELOP LEADERSHIP SKILLS, THE SUPERVISOR CAN CONTINUE TO BE A CATALYST FOR IMPROVEMENT IN THE ORGANIZATION 9