Strengths-Based Management for Improved Productivity

Transcription

1 Strengths-Based Management for Improved Productivity Wayne Ottum President, Ottum Enterprises, LLC APWA Spring 2016 Author of the Lead from Strength Method of Business Management 2 A little background 30+ year career in business and personal development year career as a business consultant... Now in our 13 th year Education Bachelor s in secondary education Master s in Organizational Management Author of Live from Strength Lead from Strength : A unique approach to business management and success Successfully applying to the private and public sector! 1

2 3 What You Will Learn Today What is leadership A clear definition The Lead from Strength principles The three sides of leadership... The three intrinsic characteristics that make up your unique gifts... The three components of leadership in action HOW to implement the principles in your management team for improved productivity 4 Leadership vs. Management Leadership Management 2

3 5 Leadership: A working definition Leadership is the art of getting someone else to do something you want done because he wants to do it. General Dwight Eisenhower 6 The Three Sides of Leadership Leadership The Leader 3

4 7 Extraordinary Leadership is... Understand yourself (the leader) and the unique gifts you bring to the table... Understand the followers and what they bring to the table... Understand the situation and define and communicate what is needed for success... Use your unique gifts to guide and inspire the followers to achieve success in a given situation... 8 Understanding Ourselves and Our Followers: Our Unique Gifts Unique Gifts Natural Talents 4

5 9 Themes of Talent (Strengths) Based on research done over 10+ years by Gallup organization... Developed 34 themes of talent: A natural way of thinking, feeling or behaving. Practice, skill and knowledge development can lead to true STRENGTH... Test determines top 5 themes of talent Strengths vs. Weaknesses Perceived Weaknesses Those which OTHERS perceive in us. Are generally when we take our unique gifts to EXTREME! Overcome by learning to manage our unique gifts % of weaknesses people selfidentify. Actual Weaknesses TRUE INABILITY: MAY become strengths, but at what cost? Managed by letting go and delegation % of selfidentified weaknesses. TRUE WEAKNESS: Negative thoughts, attitudes and beliefs. Can be managed or overcome with counter-positive thoughts, attitudes and beliefs! 5-10% of selfidentified weaknesses. 5

6 11 Learning Style: The Basics Based on models developed by Neil Fleming (VARK)/NLP. How you naturally learn, process information and communicate. Four basic styles... Visual Auditory Kinesthetic (Optional) Read/Write 12 Motivation Style: The Basics Motivation: The desire to act. Basic FACT: Motivation is an inside job. Daniel Pink ( Drive ): All of us are motivated for autonomy, mastery and purpose. David McClelland: We are uniquely motivated (hardwired by age 17) to act in one of 3 dominant needs: To Achieve: get things done For Affiliation: connection, togetherness or appreciation For Power: control over outcome, those involved or process 6

7 13 Leadership Key: Unique Gifts Lead from your unique styles. Align others to theirs. Tap into the common motivations of all and eliminate de-motivators. Alignment brings A natural drive to lead. A natural drive for followers to act to achieve organizational objectives As if they want to do it! An improved likelihood of success AND fulfillment. 14 Understanding the Situation: The 5 Factors of Situational Analysis Clearly define the situation: The who, what, why, when, and where Vision of the desired outcome Skills needed to achieve outcome Resources needed (human, strengths, $, tools, etc.) Actions needed (the plan) to achieve vision 7

8 15 Leadership in Action: Guiding and Inspiring Success In business, words are words; explanations are explanations, promises are promises, but only performance is reality. Harold S. Geneen 16 Performance Management A basic truth! When people don t have the information they need to perform productively, they Make it up And they make it up to benefit THEMSELVES Thus, we need to guide and inspire focused, purposeful and intentional productivity 8

9 17 What is Productivity? Effectiveness + Efficiency + Authority = Productivity Doing the Right Things Doing Them Well The Power to Do Them 18 What is Performance? Responsibility + Accountability + Authority = Performance Doing the Right Things Doing Them Well The Power to Do Them Being Productive All in the context of a specific role with defined Responsibility, Accountability and Authority. 9

10 19 Leadership in Action Leadership in Action Responsibility What You Do 20 Responsibility Clearly listing and defining what is to be done. A list of tasks and deliverables to accomplish. Always defined with an action verb such as build, design, manage, conduct, sell, etc. Examples: Build a mockup of the construction project. Market and sell our services to new customers. Design the construction project. Manage the schedule and resources. Conduct research into the feasibility of the project. 10

11 21 Accountability The MEASURE or standard of performance of the tasks or deliverables. Defined in measurable terms. Examples: Build a mockup of the project according to current architectural design standards by March 31st. Acquire 1 new project per month. Design the project to meet client specifications by June 30. Manage the schedule to meet the project deadline and within budget. Conduct the research using quantitative methodologies to create a 90% certainty in the research results by May 31st. 22 The Four Types of Performance Measures Quality Quantity Timeliness Cost Effectiveness How well the work is performed or how effective is the final product. Accuracy, appearance, usefulness or effectiveness. Objective or Subjective. How much work is produced. Number of units produced or sold or an allowed error rate. How quickly, when or by what date the work is produced. How much money is spent, saved or produced. 11

12 23 Authority Authorized Consult Inform Approval Fully able to make the decision. May or May Not be able to delegate. Must (or should) consult others prior to the decision, but has ultimate final authority. Must inform others of the decision, usually as soon as practical once the decision is made. Must obtain approval from others (generally a supervisor) prior to making a decision. 24 Applying the Three Sides Define Productivity: Effectiveness = Responsibility: WHAT needs to be done Efficiency = Accountability: HOW things are done Authority = WHO makes decisions Assign actions and deliverables to roles. Define position (role) descriptions for each role. Develop a performance management plan. Work the plan. 12

13 25 Defining Productivity: Organizational Processes Define the Major Steps (Milestones or Objectives) to be Completed Define the Order of Completion (Process) 26 Assign Actions and Deliverables to Roles Define the Role Accountable for Each Objective Define the Actions and Deliverables Define the Role(s) Accountable for Each Action and Deliverable 13

14 27 Develop Roles and Role Descriptions 28 The Performance Management Plan and Cycle Strategic Plan Organizational Objectives Departmental Objectives Individual Objectives/Plans Ongoing Performance Feedback & Rewards Annual Performance Evaluation Performance Incentives & Rewards Strategic Plan Performance Organizational Incentives & Objectives Rewards Annual Departmental Performance Objectives Evaluation Ongoing Individual Performance Objectives/Plan Feedback 14

15 29 Strengths-Based Management that Leads to Improved Productivity Leadership The Leader Unique Gifts Natural Talents Leadership in Action Responsibility 30 Questions? Thank You! Wayne H. Ottum President Ottum Enterprises, LLC on Twitter Connect with me or Like us on Facebook Connect with me on LinkedIn 15