Caring and Continuous Learning. Building a Culture of Leadership Within Your Organization

Transcription

1 Caring and Continuous Learning Building a Culture of Leadership Within Your Organization

2 Agenda Briefly review the principles of leadership Make the case for the importance of employee engagement in achieving sustained growth and prosperity Introduce the principles of caring and continuous learning and their respective importance in driving leadership through the organization Introduce tools which reinforce and practice these principles

3 Principles of Leadership Every employee has the potential to significantly impact the organization positively or negatively through situation leadership. Leaders grow their capability best by growing others. Leadership is about providing clarity. Leaders are caring. They are continuously learning and expect the same of others. They create cultures of accountability.

4 Employee Engagement Employee satisfaction drives financial performance. A percent increase in employee satisfaction will result in a 42 percent increase in profits. Source: Maister, David H. Practice What You Preach: What Managers Must Do to Create a High Achievement Culture. New York: The Free Press, The larger an organization or team, the more time leaders must spend concerned with people and less on what is getting done. A key indicator (driver) of employee satisfaction is having the opportunity to do what they do best everyday. Financial Performance Quality & Client Relationships Employee Satisfaction Empowerment, Coaching, & Higher Standards Commitment & Respect; Fair Compensation Sadly, according to Gallup, having asked this question of more than 1.7 million employees in 101 companies from 63 countries, only 20 percent responded favorably as to whether they do indeed have the opportunity to do what they do best everyday.

5 Measuring Enterprise Commitment Measuring and therefore benchmarking employee engagement is relatively easy. A simple survey can provide much insight. Readiness Focus Trust Investment Synergy I know what's expected of me at work I have the materials and equipment I need to do excellent work At work, I have the opportunity to do what I do best everyday. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person. There is someone at work who encourages my development. At work, my opinions seem to count. The mission/purpose of work makes me feel my job is important. My co-workers are committed to doing quality work. I have a "best friend" at work. In the last six months someone at work has talked with me about my progress. At work, I have opportunities to learn and grow I can achieve substantially all of my career goals with my company I am compensated fairly with other people doing similar work with other firms in this area. Management recognizes the importance of my contributions to the company. I know what our core values are Our core values are practiced daily. Overall, I am satisfied with my company as a place to work

6 Drivers of Employee Commitment Trust in leadership Alignment in purpose and values Opportunity to do what you do best Sense of where organization is headed Friends at work (a sense someone cares) Recognition Work/life balance And, of course, money

7 Caring and Learning Leadership People don t care how much you know until they know how much you care. The best way to learn something is to have to teach it. Leaders best grow by growing others.

8 Enterprise Commitment Readiness Focus Trust I have the materials and equipment I need to do excellent work. My supervisor, or someone at work, seems to care about me as a person. In the last seven days, I have received recognition or praise for doing good work. There is someone at work who encourages my development. At work, my opinions seem to count. I have a best friend at work.

9 Enterprise Commitment Investment In the last six months someone at work has talked with me about my progress. I am compensated fairly with other people doing similar work with other firms in this area. Management recognizes the importance of my contributions to the company.

10 A Manager s Focus Hire the right people and give them tools to be effective. Set expectations and communicate them clearly. Motivate your people! Develop them!

11 The Key to Motivating Employees People don t change that much. Don t spend energy trying to put in what God left out. Focus on pulling out what was put in; that s hard enough. What s the secret to motivating employees?

12 The One Thing Great Managers Know and Do No matter how well you set expectations, communicate purpose, correct mistakes or praise good performance, excellence comes only with knowing what makes each of our employees tick and putting them in situations and circumstances which give them the opportunity to do what they do best everyday.

13 Great Managers Don t merely accommodate the fact that each employee is different. Capitalize on those differences; they know that: 1) Each person s talents are enduring and unique. 2) Each person s greatest room for growth is in the areas of his or her greatest strengths.

14 Great Managers Are intentional, purposeful and persevering about finding the strengths and passions of their people. find their people that are lost and bring them back to the flock. This is one of the most dramatic demonstrations of caring! By the way, it s good for business!!!

15 The Fallacy in Focusing on Fixing Weaknesses 25 percent improvement in developing a natural talent can take us from good to great! Average competence 100 percent improvement just gets us to average

16 Determining Strengths Distinguish natural talents from things we can learn. Identify dominant talents. Develop a common language to describe talents.

17 Distinguishing Talents Talents- natural reoccurring patterns of thought Knowledge- the facts and lessons learned Skills- the steps of an activity

18 Reviewing Dimensions of Leadership Profile 1 The Dimensions of Leadership Profile is an excellent tool for both team-building and gaining clarity in communication. It is also a primary tool for continuous learning. Interaction A concern with Who? Inspiration Servitude Collaboration Analysis A concern with What? Perception Fortitude Judgment Character A concern with Why? Integrity Self-Renewal Enthusiasm Accomplishment A concern with How? Boldness Performance Team-Building Source: The Dimensions of Leadership Profile. Denver: Inscape Publishing, 1994.

19 the 5 statement set. Place your response in the first box, leaving the second box blank. The Dimensions of Leadership Survey Meets a challenge head on B Searches out answers for questions R Imagines what the future looks like P Presents exciting possibilities I Trusts oneself to succeed F Sees what the end result looks like P Focuses on the needs of followers S Takes a stand B Practices what they preach themselves N Shares the rewards C Seeks broad participation C Pays attention to the least powerful people S Is personally involved E Maintains optimism and love of life E Displays compassion S Breathes life into the hopes of others I Takes calculated risks J Takes stress in stride F Overcomes obstacles to effectiveness O Accomplishes something that lasts O Spots potential threats and opportunities J Accurately anticipates consequences J Displays courage F Directs people toward a common goal T Represents people who can t help themselves S Carries out necessary change O Rises above self-interest N Is honest with self and others N Reconciles conflicting interests T Inspires willingness to sacrifice if necessary I Is open to new ideas R Expects to be wrong sometimes R Sorts out priorities J Makes others feel strong I Knows when not to compromise B Understands events in a larger context P Enables others to succeed C Crosses existing boundaries to achieve a goal O Helps people work together T Forges talented individuals into a team T Responds with heart as well as mind E Demands much from oneself F Makes the right decisions J Pursues goals passionately E Fosters individual initiative C Chooses the playing field B Perceives trends and possibilities P Conveys trust and confidence in others C Refuses to let events force one s hand B Acts consistent with personal values N Never quits learning R Inspires others to contribute I Interprets what is happening P Heals divisions between people T Solves resistant problems O Acts with assurance F Displays genuine enthusiasm E Learns from mistakes R Communicates warmth and friendship S Sets an example for others N

20 DOLP and 360 Feedback Comparison The Dimensions of Leadership Profile (DOLP) provides an indication of one s focus as a leader. It does not assess skill or effectiveness. The 360 diagnostic, when matched to the DOLP, begins to provide insight and learning opportunities.

21 The 360 Feedback Survey Please complete the following survey by placing a number in the designated column which best finishes these statements regarding your supervisor. 1 = Never 2 = Rarely 3 =Sometimes 4 = Often 5 = Always Learns from mistakes. Acts with decisiveness and certainty. Understands and addresses the needs of followers. Presents exciting possibilities. Takes a stand. Sees what the end result looks like. Is honest with self and others. Stays focused on higher priorities. Enables the success of others. Meets a challenge head on. Pursues goals with passion. Helps people work together. Takes stress in stride. Inspires others to contribute. Conveys trust and confidence in others. Accurately anticipates consequences. Overcomes obstacles to effectiveness. Demonstrates warmth and friendship. Solves resistant problems. Responds with heart as well as mind. Brings talented individuals together as a team. Understands events in a larger context. Acts consistently with personal values. Is open to new ideas. Displays genuine enthusiasm. Practices what they preach. Never quits learning. Displays courage. Perceives trends and possibilities. Spots potential threats and opportunities. Carries out necessary changes. Knows when not to compromise. Points people toward a common goal. Seeks broad participation. Inspires willingness to sacrifice if necessary. Pays attention to the least powerful people.

22 The 360 Feedback Survey Results Example Please complete the following survey by placing a number in the designated column which best finishes these statements regarding your supervisor. 1 = Never 2 = Rarely 3 =Sometimes 4 = Often 5 = Always Demonstrates warmth and friendship Brings talented individuals together as a team Pays attention to the least powerful people Acts consistently with personal values Responds with heart as well as mind Takes stress in stride Displays genuine enthusiasm Conveys trust and confidence in others Pursues goals with passion Presents exciting possibilities Is open to new ideas Sees what the end result looks like Never quits learning Spots potential threats and opportunities Seeks broad participation Understands events in a larger context. 2.38

23 The 360 Feedback Survey Results Example Learns from mistakes Understands and addresses the needs of followers Is honest with self and others Stays focused on higher priorities Inspires others to contribute Solves resistant problems Displays courage Acts with decisiveness and certainty Takes a stand Enables the success of others Helps people work together Overcomes obstacles to effectiveness Knows when not to compromise Accurately anticipates consequences Perceives trends and possibilities Inspires willingness to sacrifice if necessary Practices what they preach Carries out necessary changes Points people toward a common goal Meets a challenge head on. 1.50

24 Matching Responses to Leadership Dimensions Question Dimension Focus Dimension Order Learns from mistakes. Self Renewal Character 3 1 Is honest with self and others. Integrity Character 2 1 Pursues goals with passion. Enthusiasm Character 1 1 Responds with heart as well as mind. Enthusiasm Character 1 1 Acts consistently with personal values. Integrity Character 2 1 Is open to new ideas. Self Renewal Character 3 1 Displays genuine enthusiasm. Enthusiasm Character 1 1 Practices what they preach. Integrity Character 2 1 Never quits learning. Self Renewal Character 3 1 Focus Order

25 Matching Responses to Leadership Question Dimension Focus Dimension Order Focus Order Acts with decisiveness and certainty. Fortitude Analysis 4 2 Sees what the end result looks like. Perceiving Analysis 5 2 Stays focused on higher priorities. Judgment Analysis 6 2 Takes stress in stride. Fortitude Analysis 4 2 Accurately anticipates consequences. Judgment Analysis 6 2 Understands events in a larger context. Perceiving Analysis 5 2 Displays courage. Fortitude Analysis 4 2 Perceives trends and possibilities. Perceiving Analysis 5 2 Spots potential threats and opportunities. Judgment Analysis 6 2

26 Matching Responses to Leadership Question Dimension Focus Dimension Order Focus Order Takes a stand. Boldness Accomplishment 8 3 Meets a challenge head on. Boldness Accomplishment 8 3 Helps people work together. Team Building Accomplishment 9 3 Overcomes obstacles to effectiveness. Performance Accomplishment 7 3 Solves resistant problems. Performance Accomplishment 7 3 Brings talented individuals together as a team. Team Building Accomplishment 9 3 Carries out necessary changes. Performance Accomplishment 7 3 Knows when not to compromise. Boldness Accomplishment 8 3 Points people toward a common goal. Team Building Accomplishment 9 3

27 Matching Responses to Leadership Question Dimension Focus Understands and addresses the needs of followers. Dimension Order Focus Order Serving Others Interaction 12 4 Presents exciting possibilities. Inspiring Interaction 11 4 Enables the success of others. Collaborating Interaction 10 4 Inspires others to contribute. Inspiring Interaction 11 4 Conveys trust and confidence in others. Collaborating Interaction 10 4 Demonstrates warmth and friendship. Serving Others Interaction 12 4 Seeks broad participation. Collaborating Interaction 10 4 Inspires willingness to sacrifice if necessary. Inspiring Interaction 11 4 Pays attention to the least powerful people. Serving Others Interaction 12 4

28 Principles for Caring (and Learning) In his book Winning with People 2, John Maxwell shares a number of principles that reinforce both the caring and learning principles. For each statement in the 360 survey, a principle can be attached. For example: Is honest with self and others, consider the mirror principle. 2 Source: Maxwell, John C. Winning with People. Nashville: Thomas Nelson, Inc., 2004.

29 The Mirror Principle The first person we must examine is ourselves. A leader must cultivate accurate self-awareness, a strong self image, ruthless self-honesty and sustained self-improvement. Written on a mirror in the employee break room of a restaurant were the words, Take a good look at yourself. This is what the customer sees. It is also what our employees see!

30 Another Example Employee Survey Statement: my supervisor, or someone at work, seems to care about me as a person 360 Statement: Pays attention to the least powerful people Consider the gardening principle.

31 The Gardening Principle All relationships need cultivation to focus, to trust, to invest. Mature leaders make investments in people. Relationships require work. Make sure you are investing in the most important relationships.

32 The High Road Principle We go to a higher level when we treat others better than they treat us. Keep a fair-sized cemetery in the backyard, so that we can bury the faults of our friends. Pressing the high road metaphor to its limit, Maxwell suggests that we stay on Kindness Street as long as possible, turn right on Forgiveness Avenue and avoid Get Even Alley at all costs.

33 The Pain Principle Hurting people hurt people and are easily hurt by them. This principle is especially important to remember when faced with the challenge of leading difficult people. When dealing with hurtful people remember that they are probably a hurting person. Don t take their actions personally. Look beyond the person to the problem. Don t add to their hurt. Help them find help. If you are a hurtful person, get help.

34 The Elevator Principle We can lift people up or take people down in our relationships. Consider the impact we have on the people around us. When someone engages you during the day, will they be going up or going down? A lifter shows up early and stays late, helps the people around him or her, and offers to go the extra mile.

35 The Lens Principle Who we are determines how we see others. You are the lens through which you view the world. Who we are determines what we see, how we see others, how we view life and what we do. Who we are is a combination of genetics, self-image, experiences, attitudes and relationships

36 The Exchange Principle Instead of putting others in their place, we must put ourselves in their place. Maturing leaders work to see things from the other person s point of view. Failure to do so is the source of much of our relational conflict. We normally see ourselves in the light of intention, but measure others according to their actions. We judge ourselves by what we feel capable of doing, while we judge others by what they have already done. The leader works to see the other point of view.

37 The Learning Principle Each person we meet has the potential to teach us something. This principle is a demonstration of relational humility. The maturity process moves from arrogant (no one can teach me anything) to naïve (someone can teach me everything) to teachable (everyone can teach me something). Make learning your passion.

38 Learning With learning come mistakes. We grow only when we are willing to feel awkward and uncomfortable; organizations must also embrace this. Great leaders position their successors for more, even greater success. It comes back to the principle that leaders best grow their own capacity by growing others. Don t be the genius with a thousand helpers. 3 3 Collins, Jim. Good to Great. New York: HarperCollins Publishing, Inc., 2001.

39 We encourage you to immediately apply what you ve learned today; and hope that you ll join us for our next webinar: Creating a Culture of ACCOUNTABILITY Within Your Organization If you attended our previous webinars on the impact of leadership on employee engagement and clarity, you ll want to learn how accountability brings clarity, caring, and continuous learning to daily reinforcement and practice and ultimately an expectation of performance, and that any sustainable leadership development effort must produce measurable results. So keep an eye out for the announcement from the CPCU Society!

40 Thank you for your participation! If you enjoyed this webinar, please be sure to check the CPCU Society s website for upcoming webinars.