PERSONAL AND PROFESSIONAL EXCELLENCE 50 TH ANNUAL CONFERENCE MAY 24-27, 2017 ORLANDO, FLORIDA. Strengths-Based Leadership Ryan Darby, PhD

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1 PERSONAL AND PROFESSIONAL EXCELLENCE 50 TH ANNUAL CONFERENCE MAY 24-27, 2017 ORLANDO, FLORIDA Strengths-Based Leadership Ryan Darby, PhD

2 WHAT YOU DO AND WHO YOU NEED Write down 10 core responsibilities of your job (what you do) Rank these tasks/responsibilities in order of importance Circle the tasks/responsibilities that require buyin from others Star the tasks/responsibilities that require working with others or assistance from others

3 Who is the best leader that you have ever known? What are this person s characteristics?

4 LEADERSHIP Good Leadership helps build commitment and loyalty influence effort and performance affects firm performance (longterm) Alosh Bennett

5 LEADERSHIP Volumes of research on how effective L&M impacts employee commitment, loyalty, satisfaction, effort, performance, extrarole performance, stress, turnover 드림포유

6 WHAT IS A LEADER? What makes a good leader?

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9 Are Managers & Leaders Different People? MANAGER Traits Likes order, predictability Efficient, organized Controlling, problem solver Risk averse Calculating, objective Behaviors Reacts to goals (plans & budgets) Provides reality checks Organizes & staffs Limits choices Controls & problem solves Conserves existing order & predictability LEADER Traits Charismatic, inspirational, motivating/empowering Visionary Proactive, Energetic Likes challenge, excitement Risk taker Intuitive, empathetic Behaviors Creates goals (sets direction) Provides vision & strategy Aligns people Develops fresh approaches Motivates & inspires Creates & leads change

10 MANAGEMENT AND LEADERSHIP Management is about coping with complexity. Planning and budgeting Organizing and staffing Controlling and problem-solving Leadership is about creating, leading and coping with change Setting a direction Aligning people Motivating and inspiring From Kotter, What Leaders Really Do 10

11 LEADER VS. MANAGER Manager and Supervisor are job titles Focus on duties (what is to be done) Focus on order and consistency Dependent on subordinates Leader refers to the social-psychological aspects of managing Focus on how things are done Focus on change Dependent upon followers

12 ANY JOB OF ANY RESPONSIBILITY WILL REQUIRE YOU TO USE BOTH LEADERSHIP AND MANAGEMENT SKILLS We all know that managers who don't lead are boring, dispiriting. Well, leaders who don't manage are distant, disconnected. Instead of isolating leadership, we need to diffuse it throughout the organization, into the ranks of managers and beyond. Henry Mintzberg (2004) 12

13 IMPORTANCE OF LEADING & MANAGEMENT SKILLS You need three types of skills to succeed as leaders: technical, cognitive & interpersonal. opensource.com

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15 GREAT MAN/GREAT WOMAN THEORIES Great Leaders are born from defining experiences or a super attribute Theory developed by historian Thomas Carlyle who said The history of the world is but the biography of great men.

16 EMINENT ORPHANS Twelve presidents George Washington, Thomas Jefferson, James Monroe, Andrew Jackson, Andrew Johnson, Rutherford Hayes, James Garfield, Grover Cleveland, Herbert Hoover, Gerald Ford, Bill Clinton and Barack Obama lost their fathers while they were young. Malcolm Gladwell and Marvin Eisenstadt looked at 573 prominent leaders A quarter had lost a parent by age 10, 34.% by age 15, 45% by age 20.

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28 YOU AT YOUR BEST What about you? When have you been a successful leader? What trait was most responsible for your success?

29 The thing that is really hard and really amazing is giving up on being perfect and beginning the work of becoming yourself. Anna Quindlen, author

30 MAJOR LEADERSHIP TRAITS Intelligence Self-Confidence Determination Sociability Integrity From Northouse, 2004

31 34 themes of talent EXECUTING INFLUENCING RELATIONSHIP BUILDING People with dominant Executing themes know how to make things happen. Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative People with dominant Influencing themes know how to take charge, speak up, and make sure the team is heard. Activator Command Communication Competition Maximizer Self-Assurance Significance Woo People with dominant Relationship Building themes have the ability to build strong relationships that can hold a team together and make the team greater than the sum of its parts. Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator STRATEGIC THINKING People with dominant Strategic Thinking themes help teams consider what could be. They absorb and analyze information that can inform better decisions. Analytical Context Futuristic Ideation Input Intellection Learner Strategic

32 LEADERSHIP DEPENDS UPON Who you are What you do Copyright 2012 Gallup, Inc. All rights reserved.

33 A leader helps others open the door to their potential. 33

34 THEMES AS A FILTER: PHOTOGRAPHY AS A HOBBY Responsibility I am a photographer whom others count on to capture memorable moments. Relator I am a photographer who finds pleasure in taking pictures of my family and friends. Maximizer I take, sort, and refine multiple images of the same subject until I am satisfied with the quality of the image.

35 THEMES AS A FILTER: PHOTOGRAPHY AS A HOBBY Learner I am a student of photography I m always taking a new class and testing new equipment. Analytical I am a technician. There is an art to photography, but there is also a science. I try to master each technique I discover.

36 THEMES AS A FILTER: INFLUENCE A GROUP TO MAKE A CERTAIN DECISION Learner Analytical

37 THEMES AS A FILTER: INFLUENCE A GROUP TO MAKE A CERTAIN DECISION Responsibility Relator Maximizer

38 USING TOP 5 TO INFLUENCE Examine your top 5 strengths Which have you used in the past to successfully influence other people? How did you do it? Share your success with the group

39 BUILDING STRENGTHS 1. Know your talents. 2. Value your talents and assume responsibility for using them. 3. Relive your successes to help you develop strengths. 4. Practice using your talents.

40 APPROACHES TO INFLUENCE Emotional Rational Social

41 APPROACHES TO INFLUENCE Logical Persuasion Legitimizing Exchanging Stating Rational Which of your top 5 lends itself most easily to building rational influence? What strengths are most easily swayed by rational influence?

42 APPROACHES TO INFLUENCE Appealing to Values Modeling Emotional Which of your top 5 lends itself most easily to building emotional influence?

43 HOW BUYERS THINK THEY MAKE DECISIONS 8 out of 10 decision makers say that they disregard emotions when making decisions 7 out of 10 say they use just the objective facts

44 HOW DECISIONS ARE ACTUALLY MADE BUT! The majority claim they would not close a deal if they had a bad feeling Suppliers are chosen because they feel that the supplier has least risk and highest benefits FEELINGS ARE FACTS

45 SOUNDTRACKS IN LIFE Have you ever walked into a meeting that felt this way? Have you ever worked somewhere that felt this way? Do you know anyone that feels like this?

46 WHAT IS YOUR SOUNDTRACK? What is your typical work soundtrack? What do you want your soundtrack to be? Do they match? If not, why? If I didn t know you, and I looked at your Facebook feed what soundtrack would I give you Choose a soundtrack for the other members of your group

47 APPROACHES TO INFLUENCE Socializing Appealing to Relationships Consulting Alliance Building Social Which of your top 5 lends itself most easily to building social influence?

48 Some Ideas on Leading Successful Change From the Change Management Literature Based on observations of 100+ companies, Kotter drew these lessons: Establish a sense of urgency based on market and competitive realities and current or potential crises Form a powerful guiding coalition to lead the change Create a vision and strategy to direct the change Communicate the vision with words and examples Empower others to act on the vision by removing obstacles, modifying structures and systems, and promoting risk-taking Create short-term wins and recognize those responsible Consolidate improvements by aligning systems, structures, and policies Institutionalize new approaches by connecting new behaviors to corporate success. Sense of closure. Source: Kotter, J. P. Why transformation efforts fail. Harvard Business Review.

49 49 Relationship helps us to define who we are and what we can become. Most of us can trace our successes to pivotal relationships. Donald O. Clifton Copyright 2012 Gallup, Inc. All rights reserved.

50 EMOTIONS SPREAD If you have happy people in your network, your more likely to be happy now AND in the future Groups of happiness are because of the spread of happiness and because people make friends with like others.

51 EMOTIONS SPREAD A friend who lives within a mile (about 1.6 km) and who becomes happy increases the probability that a person is happy by 25%. coresident spouses by 8% Nearby siblings ( < 1 mile) by 14%

52 APPLYING YOUR INFLUENCE What is something that you are trying to accomplish but need other people to accomplish? How might you use your top 5 to influence others to your side? Get feedback from your group Write down your final strategy

53 PEOPLE WE ENJOY BEING AROUND 1.Friends 2.Relatives 3.Significant Other rd from last: Customers 2 nd from last: Co-workers Dead last: Boss Source: Kahneman, D., et al. (2004). A Survey for Characterizing Daily Life Experience: The Day Reconstruction Method. Science

54 NEGATIVE INFLUENCE Coercion Forcing Manipulation How have you felt when others have exerted negative influence on you?

55 BALCONY OR BASEMENT? Self-Awareness, Self-expression, and self-regulation Self-Starter Energy Source Mover and Shaker Fearless ACTIVATOR Ready-Fire-Aim Speaks Before Thinks Loose Cannon In Left Field (because others haven t caught up)

56 BALCONY OR BASEMENT? Self-Awareness, Self-expression, and self-regulation A person with strong ACTIVATOR is attending a meeting. How might this theme manifest itself? ACTIVATOR Positively? Negatively?

57 BALCONY OR BASEMENT? Self-Awareness, Self-expression, and self-regulation Imaginative Visionary Creative Inspiring FUTURISTIC Dreamer Fantasy Island Lacks Pragmatism Out in Left Field

58 BALCONY OR BASEMENT? Self-Awareness, Self-expression, and self-regulation A person with strong FUTURISTIC is attending a meeting. How might this theme manifest itself? FUTURISTIC Positively? Negatively?

59 BALCONY OR BASEMENT? Self-Awareness, Self-expression, and self-regulation A person with strong DISCIPLINE is attending a meeting. How might this theme manifest itself? DISCIPLINE Positively? Negatively?

60 THE FOUR KEYS TO GREAT MANAGEMENT AND LEADERSHIP Key One: Identifying Talent 60 Key Two: Setting Expectations Key Three: Motivating Key Four: Developing Copyright 2000, 2013 Gallup, Inc. All rights reserved.

61 KEY ONE: IDENTIFYING TALENT A manager s job is to identify the right talent for the role, task, or project and then focus and nurture that talent. 61 What is meant by the phrase right talent? What does it mean to have a belief in talent? Are there any positions that don t require talent? Copyright 2000, 2013 Gallup, Inc. All rights reserved.

62 KEY ONE: IDENTIFYING TALENT A manager s job is to identify the right talent for the role, task, or project and then focus and nurture that talent. 62 To do this a manager must: 1. know and understand the unique contributions and talents of each person on the team 2. know and understand the team s DNA Copyright 2000, 2013 Gallup, Inc. All rights reserved.

63 KEY ONE: IDENTIFYING TALENT Vital Considerations Does the manager know and appreciate the unique talents of each team member? 63 Does the manager know and appreciate what each team member does best? Does the manager know and appreciate what each team member enjoys most about his or her role? How clear is the manager about his or her own talents and strengths? Copyright 2000, 2013 Gallup, Inc. All rights reserved.

64 KEY ONE: IDENTIFYING TALENT To identify talent understand and appreciate the unique talents of each team member identify the tasks and activities each person does best appreciate the valuable role each team member plays and the potential contribution each person brings to the team 64 Copyright 2000, 2013 Gallup, Inc. All rights reserved.

65 KEY TWO: SETTING EXPECTATIONS A manager s job is to define the right outcomes and then let each person find his or her own route. 65 What are the right outcomes? Can people really be allowed to find their own route? When is this not appropriate? Do some managers try to legislate style? How effective is that? Copyright 2000, 2013 Gallup, Inc. All rights reserved.

66 KEY TWO: SETTING EXPECTATIONS A manager s job is to define the right outcomes and then let each person find his or her own route. 66 This is the manager s challenge: How do I get people to do what I need them to do when I know I cannot force everyone to perform the same way? This is the solution: Define the right outcomes and let each person find his or her own route. Copyright 2000, 2013 Gallup, Inc. All rights reserved.

67 I know what is expected of me at work. 67

68 KEY TWO: SETTING EXPECTATIONS Vital Considerations Does the manager agree with each team member s understanding of what he or she gets paid to do? How clear is each team member about what the manager expects of him or her each month, quarter, and year? How does the manager determine whether or not each team member meets these expectations? Does the manager know what team members expect of him or her as a manager? 68 Copyright 2000, 2013 Gallup, Inc. All rights reserved.

69 KEY TWO: SETTING EXPECTATIONS To set expectations identify the tasks and activities each person does best understand what exactly each team member needs from the manager to be successful develop a strategy to help each team member find the way that works best for that individual find the format and frequency of communication that works best for the team and each team member 69 Copyright 2000, 2013 Gallup, Inc. All rights reserved.

70 KEY THREE: MOTIVATING A manager s job is to identify what excites and motivates each team member about his or her work and then individualize the approach accordingly. 70 What makes positioning people to use their strengths hard to do? What would the manager s team members say if you asked them, How much time does your manager spend on your strengths rather than your weaknesses? Copyright 2000, 2013 Gallup, Inc. All rights reserved.

71 KEY THREE: MOTIVATING A manager s job is to identify what excites and motivates each team member about his or her work and then individualize the approach accordingly. 71 Employees who do not feel adequately recognized are TWICE AS LIKELY to say they will leave their organization in the next year. Feeling valued and recognized accounts for 10% to 20% difference in PRODUCTIVITY and REVENUE and thousands of LOYAL CUSTOMERS. Copyright 2000, 2013 Gallup, Inc. All rights reserved.

72 WHAT ARE YOUR MOTIVATIONAL FACTORS? Consider your motivation sources. What gives you energy, passion, and momentum? Below, are five potential motivational factors. Would each of these factors mean the same thing to you? Or is there one that would mean the most to you? a 10% raise in salary being named your organization s performance coach of the year a public endorsement by other strengths coaches as a thought leader making an outstanding contribution to your community Copyright 2000, 2013 Gallup, Inc. All rights reserved. 72

73 KEY THREE: MOTIVATING Vital Considerations Does the manager know what each team member finds most satisfying about his or her work? 73 Does the manager know what motivates each team member about his or her work? Does the manager know how each team member likes to be recognized? Has the manager created a culture of recognizing others accomplishments? Copyright 2000, 2013 Gallup, Inc. All rights reserved.

74 KEY THREE: MOTIVATING To motivate understand and appreciate the unique motivational factors for each of his or her team members find the format and frequency of recognition that works best for the team and each team member create an environment that encourages recognition and praise 74 Copyright 2000, 2013 Gallup, Inc. All rights reserved.

75 KEY FOUR: DEVELOPING A manager s job is to help each employee find a role that asks him or her to do more of what that employee is naturally wired to do, and then create heroes in every role. 75 What s the implication of positioning the right people in the right role? Has the manager defined world-class performance in every role? Copyright 2000, 2013 Gallup, Inc. All rights reserved.

76 KEY FOUR: DEVELOPING Vital Considerations Does the manager know the particular skills that each team member would like to acquire? Does the manager know the best way for each to acquire these skills? Does the manager create heroes in every role? Does the manager track team members developmental progress? 76 Copyright 2000, 2013 Gallup, Inc. All rights reserved.

77 KEY FOUR: DEVELOPING As a strengths coach, you can encourage a manager to turn this key by helping him or her: understand and appreciate the natural strengths and abilities of each team member identify opportunities in which each team member can apply his or her strengths more often discover the developmental wants and needs of each team member develop an individual development plan for each team member 77 Copyright 2000, 2013 Gallup, Inc. All rights reserved.

78 Strengths is a Business Strategy People who use their strengths every day are SIX TIMES MORE likely to be more successful. Teams that focus on strengths every day have 12. 5% GREATER productivity. Teams that receive strengths feedback have 8.9% GREATER profitability.

79 BE A STRENGTHS SCOUT Celebrate a Colleague s Strengths. Most people think they know what they are good at. They are usually wrong. And yet, a person can perform only from strength. Business guru Peter Drucker Look for strengths in action. When you spot a colleague using a strength, write him or her a short note that describes what you saw and reinforces the value of his or her strengths.

80 DISCOVERIES One important discovery you made: 80 One thing you are wondering about: One thing you learned about yourself: Copyright 2000, 2013 Gallup, Inc. All rights reserved.

81 KEY FOUR: DEVELOPING 81 Copyright 2000, 2013 Gallup, Inc. All rights reserved.

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83 THE POWER OF TWO Through Gallup s research into the nature of collaboration, these three statements emerged as the most important for determining how well your abilities mesh with those of your collaborator: We complement each other s strengths. 2. We need each other to get the job done. 3. He or she does some things much better than I do, and I do some things much better than he or she does. Copyright 2000, 2013 Gallup, Inc. All rights reserved.

84 GUIDING PRINCIPLES 1. Themes are neutral. 2. Themes are not labels. 3. Lead with positive intent. 4. Differences are advantages. 5. People need one another.

85 WHAT MAKES A GREAT TEAM? Gallup discovered these secrets about the most engaged and productive teams: 1. They share a common mission and purpose Everyone on the team understands and appreciates that he or she is great at some things and not very good at others. 3. Team members are aware of each other s talent filters. Copyright 2000, 2013 Gallup, Inc. All rights reserved.

86 WHAT DO GREAT TEAMS HAVE IN COMMON? 86 Copyright 2000, 2013 Gallup, Inc. All rights reserved.

87 Copyright 2000, 2013 Gallup, Inc. All rights reserved. 87