Leadership Summit. Empowering Leaders to Succeed. Leadership Track

Transcription

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2 Leadership Summit Empowering Leaders to Succeed

3 Becoming Your Personal Best As a Leader

4 Overview Module 1: What a Leader Is and Isn t Module 2: The Importance of Refining Leadership Skills Module 3: Integration of Leadership and Managerial Roles Module 4: Examining the Leader s Role as a Coach and Motivator Module 5: The Future for the Leader/Coach

5 Module 1: What a Leader Is and Isn t

6 The Truth About Bad Bosses 8 Unsettling Facts About Poor Leaders(hip) [indirect consequences]: 1. 3 out of 4 employees report that organizational leaders are the worst and most stressful part of a job % of employees don t feel valued by bosses. 3. U.S. companies spend an estimated $360 billion on healthcare costs directly related to bad bosses. 4. Employees with poor managers are the least productive % of U.S. federal government employees say that have ineffective bosses.

7 The Truth About Bad Bosses (continued) 6. 65% of employees say they would take a new boss over a pay raise % of employees say bosses fail to give credit when due % of employees say they have been emotionally or physically abused by a supervisor in the span of their career. Source: Fermin, J. (2014). 8 Unsettling Facts About Bad Bosses. Retrieved from: www. huffingtonpost.com/jeff-fermin

8 Characteristics of a Leader Characteristics of a Leader: honest and ethical behavior show your commitment trusting your team keep your team motivated clear and succinct think beyond the box creating a healthy space focus on the future goals staying calm and confident regardless of uncertainty

9 Effective Leaders

10 Leadership Skills Assessment Simply having the responsibilities of a leader does not necessarily make a person an effective leader. Analyze your performance in specific areas of leadership by completing this assessment. Identify where you already lead effectively and explore where your skills need further development. After completing the assessment, add up your points based on the rubric.

11 Summary Organizations that do not address leadership practices suffer a persistent drag on performance that keeps results down. In today s fast-paced and always changing business environment, it's critically important that organizational leaders are equipped to perform at his or her best.

12 Module 2: The Importance of Refining Leadership Skills Are people born leaders? Do some have traits that make them better suited to leadership, or can leaders be made? Does one style fit all when it comes to leading others, or is it more effective to evaluate and respond to each direct report and situation differently? Should power reside with one person at the top of an organization, or is it better to distribute power, authority and decision making among all participants? Is there an effective system of rewards and punishment for improving performance of members in an organization? How important is the relationship or engagement between a leader and direct report? How concerned should a leader be with the growth, fulfillment and well-being of direct reports?

13 Four Pillars of Leadership Displaying Character Our credibility is what gives us credit with others. Maintaining Commitment Evaluate how many commitments you have and decide which ones are ready to be handled by others. Increasing Consciousness Take aim at higher perspectives and work on developing new behaviors. Practicing Continuation Continued development while also developing tomorrow s leaders

14 Module 3: Integration of Leadership and Managerial Roles Leadership is more than leading: Management keeps the organization going well with little change. Leaders, through leadership, bring the organization in line with the realities of their environment. Rather than being mutually exclusive, these two competencies are interdependent.

15 Management + Leadership = Success The role of the manager is one of stewardship, necessitating qualities of good administration, and to make efficient and effective use of resources. An effective manager is one who can invoke support through the channeling of a clear shared vision through the organization. This is the intersection between management and leadership. This is where leadership is necessary. Managers are visionary regarding process ; leaders are visionary regarding outcomes. Managers see the here and how. Leaders project the when and if.

16 Exercise: Recalling a Personal Best Leadership Experience We have learned from leadership research that experience is the best teacher. People learn what to do from trying it themselves and/or watching others. We believe it is important to base our understanding of leadership on the best experiences, those times when we or others do our absolute personal best. Take a few moments to write down some notes about your personal best leadership experience; then share this experience with your small group, exploring the behaviors and actions that make a difference. Here s how to proceed:

17 Summary To increase leadership capacity, organizations will want to take both strategic and tactical approaches. On the individual tactical level, managers will want to align the development experiences of managers with organizational objectives. Success in organizations requires a balance of both leadership and management.

18 Module 4: Examining the Leader s Role as a Coach and Motivator The coaching style works well in many business situations, but it is perhaps most effective when people on the receiving end are up for it.

19 Coaching Leaders A coaching leader provides guidance, feedback, and direction to ensure successful performance. Why a coaching leadership style? Coaching leaders help employees to: Identify unique strengths and weaknesses Tie development to personal aspirations Develop long-term goals, through encouragement

20 The Role of a Leader/Coach The individual utilizing a coaching leader style assumes the follow responsibilities: Establish and clarify goals Develop a plan to accomplish the assigned tasks and responsibilities Ensure that team members have a clear definition and understanding of their roles and responsibilities Align expectations with members of the team Advise, instruct, and demonstrate desired teamwork behaviors and skills Encourage and provide feedback for improvement Acknowledge and reinforce desired behaviors when observed

21 Characteristics of an Effective Leader/Coach An effective leader displays: Competence Influence Interpersonal style Helpful feedback A leader willing to act more like a coach will: Ask good questions Meet the employees where they are Guide the conversation Provide clear feedback Support employees

22 Coaching Competencies Communication Communicating instructions Providing feedback Listening for understanding Performance Improvement Setting performance goals Rewarding improvement Dealing with failure Assessing strengths and weaknesses Relationships Building rapport and trust Motivating others Working with personal issues Confronting difficult situations Execution Responding to requests Following through

23 The Leader/Coach as Motivator Helps team members see the bridge between: What they value and desire and The task or role for which they are responsible Provides specific, timely observations of performance and effectiveness Encourages belief in team members abilities to succeed Validates current levels of accomplishment while advocating greater achievement Identifies potential challenges, pitfalls, and unforeseen consequences

24 Summary Sometimes we have to coach, and sometimes we have to manage, but the more time we can spend delegating and developing, the more effective we will be. The truth is, it seems easier and more expedient to boss than to coach. Research and anecdotal evidence both show that coaching leaders have more engaged employees and get better results.

25 Module 5: The Future for the Leader/Coach The environment has changed it is now more complex, volatile, and unpredictable. The skills needed for leadership have also changed more complex and adaptive thinking abilities are needed. The methods being used to develop leaders have not changed. The majority of managers are developed from on-the-job experiences, training, and coaching/mentoring; while these are all still important, leaders are no longer developing fast enough or in the right ways to match the new environment.

26 Four Trends in Leadership Development 1. More focus on vertical development Emphasis on the development stages of a leader. 2. Transfer of greater development ownership to the individual Encouraging people to be responsible for their own progress. 3. Greater focus on collective, rather that individual, leadership Leadership is a collective process that is spread throughout networks of people. 4. Greater focus on innovation in leadership development methods Rapid innovation will encourage experimentation with new approaches.

27 Vertical Development STAGE 1 Awakening Different way of making sense STAGE 2 Unlearn and discern Old vs. new assumptions STAGE 3 Advance Leadership logic

28 Final Thoughts A new leadership paradigm seems to be emerging with an inexorable shift away from one-way, hierarchical, organization-centric communication toward two-way, network-centric, participatory, and collaborative leadership styles. Most of all, a new mind-set seems necessary, apart from new skills and knowledge. All the tools in the world will not change anything if the mind-set does not allow and support change for tomorrow s leaders.