leadership development for lawyers march '09
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Leadership Development for Lawyers presentationTRANSCRIPT
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Leadership Development Leadership Development for Lawyersfor Lawyers
Kathleen Bradley, JD, M.LeadershipKathleen Bradley, JD, M.LeadershipThe Executive Lawyer LLCThe Executive Lawyer LLC
March, 2009March, 2009
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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development
Your career is an investmentYour career is an investment
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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development
In today’s world, change is a constantIn today’s world, change is a constant
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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development
Strengths can become weaknessesStrengths can become weaknesses
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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development
Clients demand: business acumen and leadershipClients demand: business acumen and leadership
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Five Reasons Why YOU Have to Take Five Reasons Why YOU Have to Take Charge of Your DevelopmentCharge of Your Development
““If you don’t know where you are going, If you don’t know where you are going, any road will get you there.”any road will get you there.”
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Benefits of Purposeful DevelopmentBenefits of Purposeful Development
Understand selfUnderstand self EmpowermentEmpowerment Leverage strengths; manage weaknessesLeverage strengths; manage weaknesses Set goals, visualize the path, get there fasterSet goals, visualize the path, get there faster Create new opportunitiesCreate new opportunities Receptive to feedbackReceptive to feedback Ongoing learningOngoing learning Get support; be held accountableGet support; be held accountable
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Components of Leadership DevelopmentComponents of Leadership Development
AssessAssess
Values
Vision
Interests
Strengths and Challenge
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Components of Leadership DevelopmentComponents of Leadership Development
Plan and PrioritizePlan and Prioritize
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Components of Leadership DevelopmentComponents of Leadership Development
AssessAssess Values Values
VisionVision
InterestsInterests
Strengths and challengesStrengths and challenges
Plan and PrioritizePlan and Prioritize SMART GoalsSMART Goals
Action StepsAction Steps
ExecuteExecute
CelebrateCelebrate
Start over againStart over again
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What are your values?What are your values?
What are values?What are values?
Why values? Why values?
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Examples of ValuesExamples of Values
LoveLovePowerPowerGrowthGrowthAcceptanceAcceptanceGratefulnessGratefulnessJusticeJusticeTrustTrustIntimacyIntimacyHealthHealthHumorHumorFocusFocusIntegrityIntegrityHonorHonorBeautyBeautyExpediencyExpediency
FreedomFreedomComfortComfortJoyJoySupportSupportHonestyHonestySerenitySerenityFulfillmentFulfillmentAdventureAdventureServiceServiceHarmonyHarmonyKindnessKindnessDesireDesireFamilyFamilyTruthfulnessTruthfulnessInquiryInquiry
SecuritySecurityCompetencyCompetencyCreativityCreativityWarmthWarmthBalanceBalanceHumilityHumilitySuccessSuccessPassionPassionAchievementAchievementWinningWinningAppreciationAppreciationPresencePresenceChangeChangeUnderstandingUnderstandingCompassionCompassion
PlayPlayExerciseExerciseVegging OutVegging OutPridePrideRomanceRomanceFrivolityFrivolitySpontaneitySpontaneityPerfectionPerfectionAppreciationAppreciationConscientiousnessConscientiousnessWealthWealthAggressivenessAggressivenessTenacityTenacityPracticalityPracticalityLoyaltyLoyalty
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Work and ValuesWork and Values
What drives you?What drives you?
What values are important in your What values are important in your work?work?
AlignmentAlignment
““Be a Better Leader, Have a Richer Be a Better Leader, Have a Richer Life” articleLife” article
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Define Your VisionDefine Your Vision
Values and visionValues and vision
Write a vision statementWrite a vision statement
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What interests you?What interests you?
FunFun
EnergyEnergy
JoyJoy
AlignmentAlignment
Being selfish Being selfish
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Assess Your Strengths and Assess Your Strengths and Your WeaknessesYour Weaknesses
KeyKey Maximize strengthsMaximize strengths Manage weaknessesManage weaknesses
Assess strengthsAssess strengths Identify weaknessesIdentify weaknesses Ask for feedbackAsk for feedback
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Gallup’s 34 Talent AreasGallup’s 34 Talent Areas
AchieverAchiever
ActivatorActivator
AdaptabilityAdaptability
AnalyticalAnalytical
ArrangerArranger
BeliefBelief
CommandCommand
CommunicationCommunication
CompetitionCompetition
ConnectednessConnectedness
ConsistencyConsistency
ContextContext
DeliberativeDeliberative
DeveloperDeveloper
DisciplineDiscipline
EmpathyEmpathy
FocusFocus
FuturisticFuturistic
HarmonyHarmony
IdeationIdeation
IncluderIncluder
IndividualizationIndividualization
InputInput
IntellectionIntellection
LearnerLearner
MaximizerMaximizer
PositivityPositivity
RelatorRelator
ResponsibilityResponsibility
RestorativeRestorative
Self-AssuranceSelf-Assurance
SignificanceSignificance
StrategicStrategic
WooWoo
From From Now, Discover Your Strengths Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton, Ph.D. (New York: by Marcus Buckingham and Donald O. Clifton, Ph.D. (New York: Free Press, 2001). Free Press, 2001).
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Potential Challenges and Potential Challenges and Developmental AreasDevelopmental Areas
The hurdles to development:The hurdles to development:
Significant challengesSignificant challenges
Significant limitationsSignificant limitations
Areas for growthAreas for growth
What support do you need to manage or What support do you need to manage or overcome these hurdles?overcome these hurdles?
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Elements of EffectiveElements of EffectiveLeadership DevelopmentLeadership Development
Honest and deliberate assessmentHonest and deliberate assessment
ChallengeChallenge
SupportSupport
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Assessing Leadership Assessing Leadership Capabilities and CompetenciesCapabilities and Competencies
Self awarenessSelf awareness
Assessment instrumentsAssessment instruments
Informal assessmentsInformal assessments
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SIDEBAR: Leadership and SIDEBAR: Leadership and Emotional IntelligenceEmotional Intelligence
What is emotional intelligence (EQ)?What is emotional intelligence (EQ)?
The ability, capacity, or skill to perceive, assess, The ability, capacity, or skill to perceive, assess, and manage the emotions of one’s self, of and manage the emotions of one’s self, of others, and of groups.others, and of groups.
Relatively new area of leadership research, with Relatively new area of leadership research, with evolving focus and definition.evolving focus and definition.
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Leadership Development and Leadership Development and Emotional IntelligenceEmotional Intelligence
The 5 domains of EQ:The 5 domains of EQ:
Knowing your emotionsKnowing your emotions
Managing your own emotionsManaging your own emotions
Motivating yourselfMotivating yourself
Recognizing and understanding other people's emotionsRecognizing and understanding other people's emotions
Managing relationships, ie., managing the emotions of Managing relationships, ie., managing the emotions of othersothers
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Why is EQ important?Why is EQ important? “What Makes a Leader”by Daniel Goleman.
As one progresses through one’s career, EQ plays an increasingly important role in performance.
Differences in technical skills are of less importance at higher levels of seniority.
In one study that compared star performers to average ones in senior leadership positions, nearly 90% of their profiles was attributable to EQ factors rather than cognitive abilities.
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The Johari WindowThe Johari Window
Known to self Unknown to self
Known to others
Unknown to others
open
hidden
blind
unknown
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Another Sidebar:Another Sidebar:The Johari WindowThe Johari Window
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The Johari WindowThe Johari Window
Known to self Unknown to self
Known to others
Unknown to others
open
hidden
blind
unknown
ask
(feedback)
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The Johari WindowThe Johari Window
Known to self Unknown to self
Known to others
Unknown to others
open
hidden
blind
unknown
tell
(dis
clos
ure)
ask
(feedback)
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Ability to LearnAbility to Learn
The ability to learn and The ability to learn and
openness to learning openness to learning
are the most critical are the most critical
factors in the factors in the
development process.development process.
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The Enemies of LearningThe Enemies of Learning Inability to say, “I don’t know”Inability to say, “I don’t know”
Blind spotsBlind spots
Requirement for clarityRequirement for clarity
No timeNo time
Not giving permission to be taughtNot giving permission to be taught
Unwillingness to learnUnwillingness to learn
Believing that knowing and learning are the same as Believing that knowing and learning are the same as having informationhaving information
Having to “get it right”Having to “get it right”
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Now for the Push: Setting the Now for the Push: Setting the Goals and Defining the Action PlanGoals and Defining the Action Plan
Now what?Now what?
Set your Set your goals goals on the basis of your platform on the basis of your platform of self-knowledge:of self-knowledge:
ValuesValues
VisionVision
InterestsInterests
StrengthsStrengths
ChallengesChallenges
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Understanding Your MotivationUnderstanding Your Motivation
Two key factors in motivation:Two key factors in motivation:
How much do you value the goal you are moving How much do you value the goal you are moving towards?towards?
• Informed by your values, vision, and interestsInformed by your values, vision, and interests
How likely is it that you can achieve it?How likely is it that you can achieve it?
• Subjective assessmentSubjective assessment
• Based in part on your perception of your strengths and Based in part on your perception of your strengths and challengeschallenges
• Based also on your perception of your external Based also on your perception of your external environmentenvironment
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Goal Setting 101Goal Setting 101
Criteria for an effective goal Criteria for an effective goal
CommitmentCommitment
StretchStretch
Performance and Performance and monitoring monitoring
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Goal Setting 101Goal Setting 101
Criteria for an effective goal Criteria for an effective goal
““SMART” = SMART” = SSpecificpecific
MMeasurableeasurable
AAchievablechievable
RRealisticealistic
TTime-limitedime-limited
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EvidenceEvidence
How will you know when you have How will you know when you have achieved your goal? achieved your goal?
• BehaviorBehavior
• FeedbackFeedback
• ResultsResults
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Activities, Resources and StrategiesActivities, Resources and Strategies
What will you do?What will you do?
What will you read?What will you read?
What workshops will you attend?What workshops will you attend?
What learning opportunities will you What learning opportunities will you engage in?engage in?
What networks will you develop?What networks will you develop?
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““The Making of An Expert”The Making of An Expert” Deliberate Deliberate practicepractice
The things you do well; The things you do well; andand
The things you The things you can’t can’t do well.do well.
Think Think deliberatelydeliberately
SkillsSkills
Improve the skills you already haveImprove the skills you already have
Extend the reach and range of your skillsExtend the reach and range of your skills
Invest timeInvest time
Find coaches and mentorsFind coaches and mentors
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Completion DateCompletion Date
DeadlinesDeadlines
Targeted completion Targeted completion datedate
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SupportSupport
Development is hard work! Development is hard work!
What supports will you need? What supports will you need?
Who can you engage to Who can you engage to support you?support you?
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Criteria for Selecting a Coach or MentorCriteria for Selecting a Coach or Mentor
TrustTrust
Listening abilityListening ability
QuestioningQuestioning
Support growthSupport growth
FeedbackFeedback
Expertise, resources and/or networks Expertise, resources and/or networks
Interpersonal relationship skillsInterpersonal relationship skills
TimeTime
Comfort levelComfort level
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CelebrationsCelebrations
Rewarding oneself is important. Rewarding oneself is important.
Simple is good!Simple is good!
No excuses.No excuses.
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Development Plan Execution PrinciplesDevelopment Plan Execution Principles
Alignment and consistencyAlignment and consistency
YOUR responsibilityYOUR responsibility
Believe Believe
The plan is NOT the destinationThe plan is NOT the destination
Not always a promotionNot always a promotion
Not automaticNot automatic
Take time . . . work hard . . . be persistent . . . Take time . . . work hard . . . be persistent . . . and endureand endure
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Closing ThoughtClosing Thought
““Knowing others is Knowing others is intelligenceintelligence;;
knowing yourself is true knowing yourself is true wisdomwisdom..
Mastering others is Mastering others is strengthstrength;;
mastering yourself is mastering yourself is true powertrue power.” .”
Tao Te ChingTao Te Ching