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TRANSCRIPT
Florida Housing FinanceCorporation
Leadership Training - Level 1
2016Gabrielle K. Gabrielli, Ph.D.
Ground Rules
1. Turn any cell phones or pagers to the off orsilent position.
2. Be on time including from breaks.3. Listen actively.4. Keep an open mind.5. Be respectful to everyone; don’t interrupt.6. If you break any rules, you sing.
Introductions
• Name• What you do
• Respond to a thumball question
Leadership Training Sequence
Level 1• Introduction to
Leadership• Teambuilding• Emotional
Intelligence• Conflict Resolution• Communication
Level 2• Performance
Management• Effective Feedback• Coaching• Delegation
Level 3• Leadership Styles• Motivating Your
Team to PeakPerformance
• Next-levelLeadership
Learning Objectives
By the end of this session, you should be able to:• Develop problem solving and teambuilding skills.• Define leadership.• Describe the importance of trust, enthusiasm,
accountability, and motivation to TEAMeffectiveness.
• Discuss roles of managers and the benefits ofleadership to team performance.
• Explain, assess, and develop an action plan foremotional intelligence.
• Describe the benefits of moving beyondcommunicating to connecting with others.
AgendaWednesday 27 April 2016
0900 Ground Rules, Objectives, Introductions0915 Teambuilding
Problem Solving Challenge ActivityDebrief
0945 TEAM Effectiveness, Development, and Peak PerformanceTrust, Enthusiasm, Accountability, and Motivation
1015 Roles and Responsibilities of Supervisors5 Levels of Leadership
1100 Emotional IntelligenceAssessmentAction Plan
1200 Working Lunch1330 Next Level Communication: Connecting with Others
Everyone Communicates, Few Connect: What the Most Effective People Do DifferentlyActivityDebrief
1315 Conclusions1330 Adjourn
What is Leadership?Leadership is a process of influence thatmaximizes the efforts of others towardachievement of a goal.
Leadership
“Leadership is not about titles,positions or flowcharts. It isabout one life influencinganother.”
- John C. Maxwell
5 Levels of Influence
Factors That Make a Great Leader
1. Character2. Relationships3. Knowledge4. Intuition5. Experience6. Ability
Get in the Zone and Stay There.
“True transformation toleadership begins whenpeople overcome fears andself-limiting beliefs to getout of their comfort zonesand into their strengthzones.”
- Dr. Gabrielle K. Gabrielli
Connecting is all about others.
TEAM
• Trust• Enthusiasm• Accountability• Motivation
• “Not finance. Not strategy. Not technology.It is teamwork that remains the ultimatecompetitive advantage, both because it isso powerful and so rare.”
Patrick Lencioni, The Five Dysfunctions of a Team, 2002, p. vii
What does trust mean to you?
Trust
Team Trust Assessment
• Please take a few minutes to complete theteam trust assessment.
How to Build Trust in the Workplace
1. Give trust to gain trust.2. Communicate effectively.3. Respect others.4. Be competent and confident.5. Listen to others and seek their input.6. Show gratitude.7. Encourage others to reach their potential.8. Continually strive to improve.
How to Build Trust in the Workplace
9. Take responsibility for your actions.10. Give credit to others who have achieved
success.11. Be enthusiastic about work opportunities and
challenges.12. Be self-motivated as well as motivate others.13. Mean what you say and say what you do; be
dependable.14. Have a positive and optimistic attitude.
Why is enthusiasm important?
Enthusiasm
Enthusiasm
“When employers look at prospectivecandidates, beyond skills, experience, andtraining, they look for those who demonstrateenthusiasm – those they believe will completeassigned tasks in an upbeat and cooperativemanner. All other things being equal, acandidate who can demonstrate a positiveattitude and eagerness to tackle the job will havean advantage over one who displays an attitudeviewed by the employer as negative ordisinterested.” U.S. Dept. of Labor
What is accountability?
Accountability
• Accountability means having theresponsibility and authority to act and fullyaccept the consequences for the results ofthose actions.
What is motivation?
Motivation
• Motivation is a psychological drive thatinspires or reinforces an action toward adesired goal. It can be intrinsic or extrinsic,but intrinsic has been shown to have muchmore long term benefits.
Motivation is the Key toPerformance
People join companiesand leave managers.
Job Motivation Study
• 31%- supervisor gave them the "silenttreatment" in the past year
• 37%- supervisor failed to give credit when due• 39%- supervisor failed to keep promises• 27%- supervisor made negative comments
about them to other employees or managers• 24%- supervisor invaded their privacy• 23%- supervisor blames others to cover up
mistakes or to minimize embarrassment
* Leadership Quarterly, 2007
Motivating Your Team
1. Lead by example.2. Share information on projects and business openly
with the team.3. When possible, let team work through their
conflicts, but be ready to resolve situations beforeteam morale is damaged.
4. Give feedback for improvement when necessary ina positive and thoughtful way.
5. Show appreciation for the work team does usingdifferent methods for rewarding team and members.
Motivating Your Team
6. Actively listen to team complaints, ideas, andsuggestions.
7. If a team request or member idea is not understood, askfor clarification or examples.
8. Show confidence in the team by supporting their workand needs.
9. Allow the team to evaluate its leader and suggestimprovement ideas to help the team with respect, trust,and confidence in their leader.
10. Do periodic assessments on how the team is doing as away to identify opportunities for improvement.
Herzberg’s Motivation Theory
• Hygiene Factors1. Supervision2. Relationship w/ peers3. Relationship w/ boss4. Working conditions5. Company policies6. Salary
• Motivators1. Recognition2. Achievement3. Work itself4. Responsibility5. Advancement6. Growth
Strategies toImprove Motivation
• Effective positive reinforcement• Effective corrective discipline• Fair and equal treatment• Satisfaction of employee needs• Appropriate goals• Rewards based on job performance
Motivating Employees
• Communicate effectively• Provide effective feedback
– Corrective– Positive
• Resolve conflicts• Improve emotional intelligence in yourself
and in others• Help others be the best they can be
Quotes on Leadership
• “A leader is best when people barely knowhe exists, when his work is done, his aimfulfilled, they will say: we did it ourselves.”- Lao Tzu
• “Before you are a leader, success is allabout growing yourself. When you become aleader, success is all about growing others.”- Jack Welch
• “You manage things; you lead people.”- Rear Admiral Grace Murray Hopper
Emotional Intelligence
• 55% of Americans are not familiar with EI.• 48% are not familiar with the negative effect
that stress has on EI.• EI has been scientifically proven to be a
greater predictor of success in the workplacethan IQ.
What does it mean?
Definition of EI
Emotional intelligence is the capacity forrecognizing our own feelings and those ofothers, for motivating ourselves and others,and for managing our own emotions as wellas influencing others.
History of EI
• Roots with Darwin in early 1900s• Social Intelligence- Thorndike 1920s• Influence of non-intellectual factors on
intelligent behavior- Wechsler 1940• Multiple Intelligences- Gardner 1975• Reuven Bar-On first used the term
“emotional quotient” in 1985• EI- Wayne Payne’s dissertation 1985
Study That Initiated EI
• 1960s: 4-year-olds and marshmallows.• Researcher told kids not to touch the
marshmallows then left the room.• Concluded that those who delayed
gratification had higher EIs.• Study followed kids to high school.• Surveyed teachers, parents, and others.• When kids took SATs, those who held out
had 210 point average higher score.
Marshmallow Test Video
Research on EI
• 2007 study showed correlation between EIand use of tobacco and marijuana.
• Those who started smoking at a young ageand who regularly smoked had lower scoresin emotional self-regulation.
• Conclusion: people who have strong EI andwho clearly comprehend their emotionsconsume less tobacco and marijuana thanthose with low EI.
Research on EI
•According to a poll (Nov. 2007), stress hasa detrimental impact on our EI and this canspell professional problems for workingAmericans.
•A strong EI can help build positiverelationships and improve performance-ideal for workplace success.
Commercialization of EI
• Goleman is known for generating interestfrom the business world in EI.
• In 1995 his best selling book expandedSalovey and Mayer’s definition of EI toinclude the ability to motivate oneself.
• Time Magazine- 1995 article “The EQ Factor:New brain research suggests that emotions,not IQ, may be the true measure of humanintelligence”
EI Misconceptions
• EI is NOT:• Being nice all the time• “Getting emotional”, “being soft”, or
touchy-feely• Denying or stuffing your emotions,
“sucking it up”• The solution to all problems
Emotional Intelligence
EI is :• Being honest• Being aware of your feelings and other
people’s feelings• Being smart with your emotions• The ability to understand and use the
power of our emotions wisely• Maintaining poise under pressure*
Summary of EI Research
• People with high EI are happier, healthier, andmore successful in their relationships.
• People with EI have:– Balance between logic and emotions– Awareness of their own feelings– Healthy self-confidence– Empathy and compassion for others
Summary of EI Research
• Everyone has different levels of EI.• The way we express and use our emotions
can be controlled.• Feelings affect our physical health.• Emotions are contagious.• Unlike IQ, EI can be significantly raised.
EI Self-Assessment
Scoring the AssessmentInstructions:
1. Add numbers in each row and place the resultsin the boxes at the right.
2. Compare your results to see how well youscored!
EI Value and Benefits
• EI is more than 85% of what enables peopleto develop into great leaders.
• EI skills allow people to think clearly underpressure
• For performance, EI is 2x as important astechnical and cognitive skills combined.
• People with high EI don’t let emotions get inthe way of solving problems and positivelyimpact everyone they contact.
EI Value and Benefits
• Developing EI skills minimizes time wastedon turf wars or arguing.
• People with high EI are able to calm theirminds quickly, opening the way for insightand creative ideas.
• People with high EI choose productivebehaviors.
• Improved personal productivity and improvedstaff performance means people leave workat a reasonable time.
5 Competencies of EI
1. Self-awareness2. Self-regulation3. Motivation4. Empathy5. Effective relationships aka social skills
1. Self-Awareness
People with high self-awareness:
• Interact easily with others• Don’t stress over making decisions• Accurately assesses themselves, others, and
situations• Are open• Are quietly self-confident
Self-Awareness Activity
Increase Self-Awareness
• Spend 15 minutes daily on self-reflection.• Know where in the body stress is held.• Keep a journal of emotions and triggers.• Ask for feedback; be open to what you hear.• Find opportunities to improve self-confidence.• Pause before reacting to a tense situation.
2. Self-Regulation
People with high self-regulation:• Foster a climate of trust & fairness• Surround themselves with talented people• Focus on issues and not on politics• Are role models and mentors for others• Adapt quickly• Build lasting relationships
Avoiding Emotional Highjacking
• Take charge of your thoughts• Identify and manage emotional shifts• Take control of behavioral patterns
Increase Self-Regulation
• Buy time• Avoid generalizations, assumptions• Develop constructive inner dialogues• Derail counterproductive behavior• Use humor• Find balance
3. Motivation
People with high levels of self-motivation:• Initiate improvements in their jobs• Succeed at difficult assignments• Are less likely to quit their job• Motivate others personally and
professionally• Attract others with the same values
Motivation Activity
Sources of Motivation
• Yourself• Support System• Environment• Mentor
Increase Motivation
• Using motivational self-statements(affirmations)
• Using positive mental imagery(visualizations)
• Give yourself opportunities for success• Find an emotional mentor
4. Empathy
People with high levels of empathy:• Keep people in the loop• Promote collaboration and teamwork• Develop others to their full potential• Achieve high performance
Increase Empathy
• Assume people have the best of intentions.• Put yourself in the other person’s shoes.• Remember that you always learn more from
listening than from speaking.• Identify with the other person by reflecting
on an experience you’ve had that produceda similar emotion in you.
Empathetic Listening Habits
• Listen for ideas and emotions• Listen for what is not being said• Control your emotional reactions• Avoid prejudgments and distractions• Use open-ended questions for active
listening
Empathetic Driving!
5. Effective Relationshipsaka Social Skills
People with effective relationships:• Have a wide circle of colleagues and
friends, and multiple circles• Find common ground among differing views,
often mediating others• Effectively lead teams• Are successful in managing change
Improve Relationships
• Expand your circles of social networks• Get to know people who are seemingly
different than you• Think outside your comfort zone• Ask for feedback from people you have had
disagreements with
Promoting EI in Others
1. Keep your emotional perspective2. Help others maintain emotional balance3. Be a supportive listener4. Set expectations
Help Others MaintainEmotional Balance
• Anticipate the other person’s emotional state• Listen• Use slow-down techniques• Redirect the conversation• Pay attention to cues in the other person’s
behavior• Use instructive statements• Use relaxation techniques
One View of Conflict
Conflict is inevitable, butcombat is optional.
~Max Lucado, theologian
Common Conflict Responses
Avoidance Maybe the problem will just go away.
Poor me Complain to anyone within earshot, exceptthe person you have the problem with.
Anger Emotional outbursts that make everyoneuncomfortable and solve nothing.
RevengeFind ways to disturb the person who hasdisturbed you by “getting even” or evensabotaging their performance or reputation.
The CALM Model
C Clarify the issue
A Address the problem
L Listen to the other side
M Manage your way to resolution
C: Clarify the Issue
Conflict Clarification Questions - Primary Questions
1. What am I upset about? In specific behavioral terms,what actually happened? Who else is involved? What didthey do?
2. What emotions am I feeling: anger, hurt, frustration? Whyam I feeling that way?
3. Have I contributed to the problem?4. Am I just overreacting? If so, why?5. In terms of actions and relationships, what are my desires
for an outcome to this conflict? What will successfulresolution look like?
6. If I was the other person involved in this situation, howwould I want to be approached and dealt with?
C: Clarify the Issue
Conflict Clarification Questions - Secondary Questions
7. Where was the other person coming from? Could they infact have been motivated by good intentions?
8. Has this happened before, or is this a first timeoccurrence?
9. How is this situation affecting you and your work? Areothers impacted? If so, how?
10. When dealing with this issue, what can you do toincrease your chances of getting the results you want?What counter-productive behaviors do you want toavoid?
A: Address the Problem
• The Opening• The Issue Description
– Exactly what happened– How it made you feel– The negative impacts the situation
caused
A: Address the Problem
Other things to remember:1. Have a walk-in strategy; you may want to
practice what you plan to say.2. Don’t repeat what others have said; this
is between the two of you.3. Keep the end in mind; the goal is not to
win an argument. The goal is to reach arespectful, collaborative result.
L: Listen to the Other Side
• Give the other person your TOTALATTENTION.
• NEVER interrupt.• Ask questions for clarification.• Paraphrase what you’ve heard.• SHOW that you’re listening.• Use positive body language.
Be An Empathetic Listener
• Acknowledge your acceptance of what thespeaker is saying.
• Help the speaker clarify thoughts, feelingsand ideas.
• Don’t interrupt; look for nonverbal signals;maintain a listening posture
• Rephrase the content and reflect on thefeelings.
M: Manage Your Way to Resolution
• Gain agreement that a problem exists.• Identify each other’s concerns and needs.• Explore win-win solutions.• Agree on a course of action.• Determine how to handle missteps, should
they happen.• Close on a positive note.
No Time to Plan!
• Stop, breathe, and think.• Acknowledge the conflict.• Buy some time (and then do CALM).• Take it somewhere else.• Keep it respectful.
The CALM Model
• Clarify the issue• Address the problem• Listen to the other person• Manage your way to a resolution
Activity
• Get with a partner.• Discuss current, past, or possible conflict
issues.• Practice using the CALM model to role
play the scenario.• Be prepared to share.
SASHET
EI Tips
More Reasons to Work on EI/EQ
Communication = Potential
Communication Model
Shannon-Weaver
Communication Model
Importance of Communication
• The #1 skill that employers seek is excellentcommunication skills.
• Practitioners in the “big 6” accounting firmsspend 80% of their time communicating withothers.
• The average executive spends 45 minutesper hour communicating.
• Subscribers to the Harvard Business Reviewrated communication as the most importantfact in making an executive promotable.
Communication Hurdles
• We speak at a rate of about 125 words per minute.• We listen at about 150-400 words per minute.• We think at about 1000-3000 words per minute.
Communication Challenges
• Words are processed in short term memory.• We process about 7 bits of information at a
time in short term memory.• Images are processed in long term
memory.
The Power of Words
Choose Words Carefully
Modes of Communication
• Face-to-face is preferable so you can seebody language and connect better.
• Use the most appropriate method possiblefor the kind of communication you need toconvey.
Communication Quotes
• “The single biggest problem incommunication is the illusion that it hastaken place.” - George Bernard Shaw
• “Wise men speak because they havesomething to say; Fools because theyhave to say something.” - Plato
• “The most important thing incommunication is hearing what isn'tsaid.” - Peter Drucker
Communication Self-Assessment
Everyone Communicates, FewConnect: What the Most
Effective People Do Differently
Research Says....
Communication-Connect Message
Every communication is an opportunityfor a powerful connection. Developingyour ability to connect with others:1. Creates better relationships2. Reduces conflict3. Increases accomplishments4. Effectively conveys ideas5. Attracts followers
Central Truths
1. If you want to succeed, you must learn howto connect with others.
2. High achievers care about people, viewsubordinates optimistically, seek advicefrom subordinates, and listen well toeveryone.
3. Maturity is the ability to see and act onbehalf of others.
4. We remember 85% to 90% of what we see;less than 15% of what we hear.
Central Truths
5. Connecting always requires energy; mustintentionally and willingly connect withothers. This requires initiative (go first);clarity (prepared); patience (slow down);selflessness (give); and stamina (recharge).
6. If you are responsible for leading people orcommunicating with others, it is especiallyvital for you to find ways to recharge.
Central Truths
7. A bad beginning makes a bad ending(Euripides).
8. People connect with stories, not statistics.9. It is the job of a leader to bring clarity to a
subject, not complexity.10.Three words are essential to connect with
others: brevity, levity, and repetition.
Central Truths
11.Leadership is about inspiring people todo things they never thought they could.(Steve Jobs)
12.The mediocre teacher tells, the goodteacher explains, and the great teacherdemonstrates.
13.Vision without passion is a picturewithout possibilities.
Central Truths
14.People ask three questions about theirleaders: Do they care for me? Can theyhelp me? Can I trust them?
15.Preparation yields confidence andpassion yields conviction.
Connecting increases your influence in every situation.Successful U.S. Presidents exhibit 5 qualities:1. Vision2. Pragmatism3. Consensus Building4. Charisma5. Trustworthiness
4 of the 5 skills to being asuccessful leader have todo with connecting.
Connecting Principles #1 INFLUENCE
Most people who disconnect aren’t aware.
Connecting Signals
Extra Effortpeople go the extra
mile
UnsolicitedAppreciation
people say positivethings
UnguardedOpenness
people demonstratetrust
IncreasedCommunication
people expressthemselves more
readily
EnjoyableExperiencespeople feel good
about what they aredoing
EmotionalBondednesspeople display aconnection on anemotional level
UnconditionalLove
people are acceptingwithout reservation
Growing Synergypeople’s effectivenessis greater than the sum
of the contributions
Positive Energypeople’s emotional
“batteries” arecharged by being
together
Connecting Principle #1 INFLUENCE
Jay Hall, Ph.D., Teleometrics,conducted a study on the performanceof 16,000 executives.
CONCLUSION: direct correlationbetween achievement and the ability tocare for and connect with people.
“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.” John C. Maxwell
Connecting Principle #1 INFLUENCEConnecting Principle #1 INFLUENCE
HIGH ACHIEVERS LOW ACHIEVERSAVERAGEACHIEVERS
Care about peopleas well as profits
Viewsubordinatesoptimistically
Seek advicefrom thoseunder them
Actively listen
Concentrate onproduction
Focus more ontheir own status
Reluctant to seekadvice from those
under them
Listen only tosuperiors
Preoccupiedwith their own
security
Show a basicdistrust of
subordinates
Do not seekadvice
Avoidcommunication and
rely on policymanuals
Connecting Principle #1 INFLUENCEConnecting Principle #1 INFLUENCE
Modes of Listening
• Combative listening takes place when welisten only to look for flaws in the otherperson’s point of view.
• Passive listening takes place when we trulytry to hear the other person’s point of view.However, with passive listening, we do notyet provide feedback to verify whether wehave understood.
• Active listening takes place when weprovide feedback to verify whether or not wehave understood the sender.
Listening Actively
• Listen with your ears, your eyes, and your heart toconcentrate on what the person is saying and toempathize.
• Pay attention to speaker’s facial expressions andother nonverbal cues for insight into the message.
• Listen without interruption. Note key phrases anddocument the information that the interviewee says.
• Provide feedback checks to the speaker. Restate,paraphrase, or ask questions of the interviewee toconfirm that you received the message as intended.
Activity
• Get with a partner.• Pick who will be the speaker first and who
will be the listener first.• Discuss whatever is on your mind for 2
minutes.• Switch roles.
Examining Body Languageand Behavioral Cues
• Observe what message your body languageconveys:– facial expressions or gestures– shifts in eye contact– crossed arms or legs– placement of feet– excessive sweating
• Be aware of nonverbal messages you send.
Nonverbal Communication
Connecting is all about OTHERS and not ourselves.Why do we focus on ourselves and not others?1. ImmaturityMaturity is the ability to see and act on behalf of others2.Ego3.Failure to value everyone
3 Connecting Questions:1.Do you CARE for me?2.Can you HELP me?3.Can I TRUST you?
Connecting Principle #2 OTHERS
• Key Concept: Connecting begins whenthe other person feels valued.
• Question: “What can I do to increase myvalue of others?”
Connecting Principle #2 OTHERS
Connecting goes beyond words.3 components to face-to-face communication
How others believe what we say when we communicate:
> 90% of the impression that we often conveyhas nothing to do with what we actually say!
Connecting Principle #3 COMMUNICATION
WORDS TONE OF VOICE BODY LANGUAGE
Connecting Principle
• Connecting Goes Beyond Words
Communication Breakdowns
Connecting Principle #3 COMMUNICATION
Breakdown Thought – knowing Emo4on – feeling Ac4on -‐ doing
Dispassionate I know this I do not feel this
Theore4cal I know this I do not do this
Unfounded I do not know this I feel this
Hypocri4cal I feel this I do not do this
Presumptuous I do not know this I do this
Mechanical I do not feel this I do this
Action – something we do; connectingvisually; what people see
Thought – something we know; connectingintellectually; what people understand
Emotion – something we feel; connectingemotionally; what people feel
Connecting Principle #3 COMMUNICATION
Connecting always requires ENERGY.4 Unpardonable sins of a communicator:
3 of the 4 require a lot of effort and energyConnecting requires:1. Initiative – go first!2.Clarity – prepare3.Patience – slow down4.Selflessness – give5.Stamina – recharge
Connecting Principle #4 ENERGY
Unprepared Uncommitted Uninteresting Uncomfortable
Connecting is more SKILL than natural talent.
Connecting Principle #5 SKILL
Generational Communication
Conclusions
• Use your action plans to direct your effortsto areas that need most improvement.
• Strive to continuously work to improveyour leadership skills.
• Develop your emotional intelligence, andwork to improve EI of those around you.
• Don’t just communicate with people;connect with them.
Gabrielle K. Gabrielli, Ph.D., [email protected]
Your website portal:http://gabrielleconsulting.com/floridahousing
Thank You!