Ohio Department of Transportation FACETIME. Learn Career Development Strategies from Senior Leaders

Transcription

1 Ohio Department of Transportation John R. Kasich, Governor Jerry Wray, Director FACETIME Learn Career Development Strategies from Senior Leaders OTEC 2016

2 Agenda 1:00 pm Facetime with Senior Leaders 2:00 pm DISC Personality Framework 3:00 pm Transformational Leadership 2

3 Facetime with Senior Leaders 10 minute rotations = 4 sessions Get to it be bold all questions are important No questions? Ask for 3 tips for professional success what were their advancement strategies? 3

4 Time Remaining 4

5 Ohio Department of Transportation John R. Kasich, Governor Jerry Wray, Director DISC Personality Framework Carol Schubert Office of Employee Development and Lean OTEC 2016

6 How do you know if you connect with someone? 6

7 What is DISC? 7

8 DISC Styles All 4 styles are in all of us Based on external, observable behaviors Simple, practical, easy to remember You are most critical of someone with the opposite style 8

9 Natural vs. Adapted Styles 9

10 Natural and Adapted Graphs Your Natural / Internal Style Your Adapted / External Style 10

11 Dominance How You Handle Problems and Challenges Tendency to be very active and aggressive in gaining results. Will go directly at the problem with little or no fear. Tendency to go at the problem with a calculated, organized, well thought out approach to gaining results. 11

12 Dominance Strengths: Take charge, get things done Decisive risk takers Fearless no obstacle is too big to over come Ensure bottom-line results Challenges: Repetitiveness Being diplomatic Lots of rules and regulations Opening up not shy, but about personal matters 12

13 Influencing How You Interact with Other People Tendency to be outgoing, social and verbally persuasive. Tendency to be more reserved. Enter situations and relationships with a more cautious approach. Fact and information oriented. 13

14 Influencing Strengths: Inspire others to take action Think fast on your feet optimistic, intuitive, creative Full of ideas Promote ideas, opportunities, or people Challenges: Restrictions or routines Detailed records Formal reports Re-do things once they have already been done 14

15 Steady How You Handle a Steady Pace and Work Environment Tendency to prefer a more structured, predictable environment, having boundaries clearly defined. Prefer a secure situation. Tendency to prefer an unstructured, undefined environment with a great deal of freedom to operate. 15

16 Steady Strengths: Bring harmony to groups Friendly and sensitive a great listener Coordinate and cooperate Helpful Challenges: Competition Working with dictatorial or unfriendly people Slow making decisions dislike change Voicing contrary opinions 16

17 Compliance How You Respond to Rules and Procedures Set by Others Tendency to follow rules set by others and aware of the effects of not complying with rules and procedures. Tendency to do it my way, establishing your own rules. 17

18 Compliance Strengths: Highly organized Plan thoroughly before deciding to act Quick to think but slow to speak Plan to meet specified expectations Challenges: Working with unpredictable people Being outgoing especially about personal matters Working with others or in groups Incomplete/unclear expectations 18

19 Place each sticker onto the appropriate style (Dominance, Influencing, Steady, Compliance) 19

20 they 20

21 Identifying Someone s Core Style 21

22 Four Aspects of Style 22

23 Steady Mr. Rogers Body Language Tone Speech (Tone & Words) 23

24 Dominance Simon Cowell Body Language Tone Speech (Tone & Words) 24

25 Compliance Bill Gates Body Language Tone Speech (Tone & Words) 25

26 Influencing Will Smith Body Language Tone Speech (Tone & Words) 26

27 What happens when you flex your style to meet someone else s style? 27

28 What questions do you have? 28

29 Ohio Department of Transportation John R. Kasich, Governor Jerry Wray, Director Transformational Leadership Dr. Glenda Bumgarner Division of Jobs & Commerce OTEC 2016

30 Today s Discussion Understanding Your Personal Beliefs Transformational vs Transactional Leadership Strategies that Work 30

31 First Seek to Understand, and then to be Understood. -Stephen Covey 31

32 Three Questions to Consider 1. Do you feel compelled to leave the organization, employees, and citizens you serve better off than when you first began your employment? 32

33 Three Questions to Consider 2. Do you believe that you are empowered to improve service levels? What is your scope of influence with coworkers and team members? 33

34 Three Questions to Consider 3. When attempting to improve performance for yourself and others both horizontal & vertical - what are the barriers that you experience most often? 34

35 Four Most Common Barriers Cited By Leaders 1. Employees self-preservation tactics a fearbased behavior which is hard to identify and manage 2. Need more HR and Legal support 3. Personalized leadership training 4. External and internal competition for talent 35

36 Are you a transactional or transformational leader? Leadership occurs on a continuum 36

37 Transformational Leaders Strive to Implement Idealized Influence Motivate employees and encourage new levels of development Cascading Outcomes Empowerment is contagious Inspirational Motivation Leaders can explain the mission in clear and simple ways so all employees understand how they connect Individualized Consideration Leaders treat followers as unique individuals and demonstrate care for their well being Intellectual Stimulation Assist employees to think about problems differently 37

38 Micro Perspective On a personal level, we all need security and validation that our efforts are appreciated and valued We need to be needed. If I share what I know with you, I might not be needed hence, I will be the sole proprietor of my knowledge!! The behaviors of fear, avoidance, and insecurity adversely impact your team and organization. 38

39 Seven Transformational Leadership Strategies 1. Identify your champions - - target your fearful and/or lower performing members 2. Engage the latter group in project leadership opportunities (short and quick wins) to build buy-in and trust. HINT: Ask employees to identify the areas of opportunity. 3. Link all activity to weekly-biweekly personal discussions and coach and encourage 4. Form cross-functional committees with subject matter experts to help facilitate the effort AND help secure buy-in and commitment 39

40 Seven Transformational Leadership Strategies 5. Develop employee performance goals around these efforts (monthly/quarterly progress discussions permit early intervention) link to Position Description limit to 5 goals 6. Construct meaningful employee development plans 7. Let employees shine and provide report outs at leadership and group meetings 40

41 Thoughts/Reactions/Questions? 41

42 Thank you for your participation! 42