Leadership. New Mexico Association of School Business Officials February 15, Mr. Steve Pereus, Enlīt, LLC. Copyright Enlīt, LLC

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1 Leadership New Mexico Association of School Business Officials February 15, 2019 Mr. Steve Pereus, Enlīt, LLC Leadership What difference does it make when you work for a good versus bad manager/supervisor? 1

2 Leadership - Research James M. Kouzes, Barry Z. Posner, The Leadership Challenge John C. Maxwell, 21 Irrefutable Laws of Leadership Peter Drucker, The Effective Executive Leadership Practices- Research Leaders exhibit distinct practices when doing their best Varies little from industry to industry Good leadership is a universal process Leadership is a process that ordinary managers use to bring forth the best from themselves and others. Future is the domain of leaders Contribution to long-term development of people, institutions who prosper and grow 2

3 Leadership Practices - Research What People Look for in Leaders (top 4 traits) Honest Competent Forward looking Inspiring Leadership - 5 Practices The 10 Commandments of Leadership Challenging the process Search for opportunities Experiment and take risks Inspiring a shared version Envision the future Enlist others Enabling others to act Foster collaboration Strengthen others Modeling the way Set the example Plan small wins Encouraging the heart Recognize individual contribution Celebrate accomplishments 3

4 Leadership Practices - Research 1) Challenge the Process Leaders search for opportunities Root origin of the word lead is meaning to go. Step out to show a new direction Leaders look for ways to radically change the status quo to create something totally new and revolutionary Leadership Practices - Research James M. Kouzes, Barry Z. Posner, The Leadership Challenge 1) Challenge the process Leaders at their best take on a challenge Maintaining status quo breeds mediocrity Leaders primary contribution is recognition of good ideas, support those ideas, and willingness to challenge the system to get new ideas adopt 4

5 Leadership Practices - Research 2) Instill a Shared Vision Forward looking, clear sense of direction they want their organization to take. Vision see word picture of future Vision future orientation Vision standard of excellence Leadership Practices 3) Enable others to act Foster cooperation Getting people to work together Develop cooperative goals Cooperative versus competition Promote cooperation Seeking integrative solutions Building trusting relationships Strengthen others 5

6 5 Leadership Practices James M. Kouzes, Barry Z. Posner, The Leadership Challenge 4) Model the way Set the Example Set the example for others by behaving in ways that are consistent with your shared values Plan small wins 5 Common Leadership Practices James M. Kouzes, Barry Z. Posner, The Leadership Challenge 5) Encourage the Heart Recognize individual contributions Celebrate accomplishments 6

7 Learning to Lead Trial and error People Education and training Leadership Practices Leadership Practices John C. Maxwell, 21 Irrefutable Laws of Leadership Laws can be learned Laws can stand alone Laws carry consequences Foundation of leadership 7

8 Leadership Practices Maxwell s 5 Levels of Leadership John C. Maxwell, 5 Levels of Leadership 1) Pinnacle - People follow you because of who you are and what you represent 2) People Development People follow you because of what you have done for them. 3) Production People follow you because of what you have done for the organization 4) Permission People follow you because they want to 5) Position People follow because they have to Leadership Practices Good to Great, Jim Collins 8

9 Becoming a Leader Can leadership be taught? Can anyone learn to be a leader? Test are leaders born or made? Empirical data shows: 2.5 mm responses to people who engage in 30 leadership traits Out of 2.5 mm how many give a 1? (no use of trait) 79 people Managers evaluate no one is a zero Becoming a Leader Leaders make a difference Believe that you can make a difference Leadership starts with believing that you can lead Believe that what you do matters Those who try are more successful than those who don t People in high performing organizations believe they make a difference 9

10 Becoming a Leader Building your Team Becoming a Leader Let them know they make a difference They impact the lives of people around them They can learn to be better leaders 10

11 Becoming a Leader I d bet there isn t a single successful person who hasn t depended on grit. Angela Duckworth, University of Pennsylvania Becoming a Leader Challenge Yourself think about a time when you were at your personal best. We only know what we are capable of when we are given the opportunity to do so. Adversity reveals character; it doesn t build it. Most of us are bigger than our jobs. 11

12 Timeline Exercise Becoming a Leader Look back at the peaks and valleys in your life. What enabled you to bounce back from lows? What helped you reach the highs? Draw a timeline of your life on the horizontal axis and the ups and down on the vertical axis. Think about what helped you come out of the lows and reach the peaks? What did you learn from those experiences? Becoming a Leader 12

13 Becoming a Leader Becoming a Leader Believe you can Help your team members believe Aspire to excel Challenge yourself Engage support Practice 13

14 Leadership Questions for Leaders Questions for Leaders Vision What is your Vision for your area of responsibility? Have you developed and communicate a vision for your business? How often do you articulate your strategy to your people? If asked, would your employees be able to repeat it? Leadership Questions for Leaders How effectively are you communicating your vision? A leader must be able to write it down and over communicate it. Power of articulating a clear vision tells people what you want and what to do. Make sure you have a compelling vision. People need a reason to jump out of bed. Being No. 1, being the best, or highest quality, a close loving family. 14

15 Leadership Questions for Leaders What are your three to five most important management tasks? What are the 3 5 tasks that you need to achieve to be great at your role or to succeed? If you have 10 priorities, it s the same as having zero. Can you pick your top three - five priorities linked to making your vision a reality? Leadership Questions for Leaders Do you know how you spend your time? Does it match your top three to five priorities? Is 70% of time on top three priorities? Most valuable asset you have is your time once used, its gone Time of your people they may not know where to focus if you aren t clear on priorities 15

16 There are Three Elements of Work Waste Work or time that does not add any value to a product or service. Waste Elements of work Value Added Activity Incidental Activity Value Added Activity Work or time that directly increases the value of the product in the eyes of the customer or user. Objective The objective is to maximise the proportion of value added activity by eliminating waste and incidental activity Incidental Activity Work or time that does not directly add customer value, but which is currently necessary to maintain operation or service. Copyright Enlīt, LLC 31 Feedback Leadership Questions for Leaders Do you provide people with timely and direct positive and constructive feedback? Do you tell people things they don t want to hear? Do you have 5 or 6 people who will tell you the truth whether you like it or not? 16

17 Leadership Questions for Leaders Getting Things Done Are you a bottleneck? How much time do you spend on non-value added activities? How do you avoid being a bottleneck in getting things done and/or making decisions? What tasks can you delegate, and which must you do yourself? How do you balance your work life and personal life? Leadership Questions for Leaders Are you a Positive Role Model? Do you act as a role model? How do you behave under pressure? What creates pressure for you? Do you hide, keep quiet, evade or do you stand up in these situations? Why am I afraid? - Understand yourself and your life story What is my failure narrative? What is preventing me from succeeding? 17

18 Leadership Practices Peter Drucker, the Effective Executive Effective is to get the right things done Efficiency doing the right things Little correlation between intelligence and effectiveness Effectiveness develops through hard, systematic work Manual labor efficient Knowledge workers - effective Leadership Practices Peter Drucker, the Effective Executive Effective Executives 5 Habits Know where their time goes Focus on outward contribution What is expected of me? Build on strengths your own and others Concentrate on a few major areas where superior performance will produce outstanding results Make effective decisions 18

19 Leadership Practices Peter Drucker, the Effective Executive Effective Executives 8 practices 1. Teach yourself to be effective 2. Focus on what needs to be done 3. Actions that benefit the organization 4. Create a plan of action 5. Communicate your plan to others 6. Seek out opportunities 7. Make meetings more productive 8. Always WE, not I Leadership Practices Establish a Performance Management Process Purpose What is your group s role? Articulate vision and purpose Clarify Role as Leader Expectations of superior What should I do for my people? Develop Goals and Measures What goals should we pursue? How will we measure performance? What is on our balanced scorecard? Engage Staff in Goals Clarify individual roles What duties and activities are most important? Review Review performance and progress towards goals in regular basis Coach and encourage Recognize 19

20 Growing as a Leader Leadership Practices 1. Do you want to continuously improve your leadership skills? 2. Start with low hanging fruit 3. Set priorities, establish goals and timelines 4. Develop a plan 5. Read, listen, observe 6. Seek guidance from successful leaders Improvement Planning Develop a strategy; define key steps, goals, measures, and timing. High Performanc e Current State Improvement # 2 Date Benefit Improvement # 1 Date Benefit Improvement # 4 Date Benefit Improvement # 3 Date Benefit Copyright Enlīt, LLC 40 20

21 Getting Started Leadership Taking Action Which new practices would you like to adapt and be most beneficial for your leadership role(s) and goals? Getting Started Leadership Taking Action Develop an action plan and timeline for each goal. Seek feedback as you make the changes

22 Getting Started Leadership Taking Action Find an accountability partner that you can trust and who will give you honest feedback on your progress