Leadership Essentials Leadership: Why, Who, What Leadership & Management Leadership Practices.

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Slide 1 Leadership Essentials Leadership: Why, Who, What Leadership & Management Leadership Practices Slide 2 Leadership is on the Agenda Senior university leaders have identified increasing leadership capacity and capacity for leading change as high priorities Talk throughout the university community is about needing more leadership Slide 3 Leadership is on the Agenda Conference Board of Canada: Canadian organizations are falling short on leadership capabilities only 2% of organizations believe they have the leadership capacity to implement major change only 2% of organizations believe they have the leadership capacity to implement major change only 26 to 34% of companies believe they have general leadership capability needed to manage new and complex challenges only 26 to 34% of companies believe they have general leadership capability needed to manage new and complex challenges Slide 4 Leadership is on the Agenda We hold out hope that leaders will re- motivate us and remove some deeply entrenched cultural challenges - such as low morale Slide 5 Leadership Gets Results Harvard Business Review dedicated an issue to the topic of Leadership in 2001 Golemans work, cited in HBR, and in Primal Leadership shows that leadership can influence climate and business results: employee commitment employee commitment financial bottom line financial bottom line customer satisfaction customer satisfaction Slide 6 Leadership: Who Each and every one of us can be a leader Leadership is a choice, a personal responsibility, and it reflects an interest in wanting to make a difference Companies need to create a context that allows each employee to lead, within his or her sphere of influence Companies need to create a context that allows each employee to lead, within his or her sphere of influence Conference Board of Canada We can liberate the leader in everyone We can liberate the leader in everyone Jim Kouzes and Barry Posner Slide 7 Who are your leadership role models? Slide 8 Leadership Role Models Family Members..40% Teacher or coach.26% Community leader...11% Business leader.7% Political leader4% Professional athlete...3% Entertainer.. 2% None/not sure/other7% Source: Public Allies Survey 1998 Slide 9 Leadership: What? What was working before is not working now - new qualities and skills are needed to address todays challenges There are common leadership practices and competencies across models Important to focus on leadership capabilities that support organizational priorities and strategies Slide 10 Leadership What Need to focus on traditional management competencies AND leadership competencies Organizations are over managed and underled - Kotter Organizations are over managed and underled - Kotter The leadership shortfall continues to be in the soft skills - understanding, inspiring, and engaging people and ability to anticipate and response to change - Conference Board The leadership shortfall continues to be in the soft skills - understanding, inspiring, and engaging people and ability to anticipate and response to change - Conference Board Slide 11 So, What is Leadership Leadership is communicating peoples worth and potential so clearly that they are inspired to see it in themselves. Stephen Covey Slide 12 So, What is Leadership The most significant contributions leaders make are not to todays bottom line - they are to the long term development of people and institutions that adapt, prosper and grow. Jim Kouzes and Barry Posner Jim Kouzes and Barry Posner Slide 13 Leadership appears to be the art of getting others to want to do something you are convinced should be done. V. Packard V. Packard Slide 14 Breakthrough Leadership Leaderships First Commandment: Know Thyself Leaderships Second Commandment: Relationships - Know Others Leaderships Third Commandment: Be able to plan and to do Slide 15 When you think of a leader and you think of a manager, do you think of the same or different people? Slide 16 MANAGE FROM THE LEFT...LEAD FROM THE RIGHT Management: Planning and Budgeting Organizing and Staffing Controlling and Problem- Solving Producing Predictability and Order Leadership: Establishing Direction Aligning People Motivating and Inspiring Producing Change Slide 17 MANAGE FROM THE LEFT...LEAD FROM THE RIGHT Management: is about copying and maintaining the status quo is about efficiency is about how is about controls, procedures, policies is about hierarchy is mechanistic Leadership: is about innovating, initiating and creating is about effectiveness is about what and why is about trust is about teams, collaboration is holistic MANAGE FROM THE LEFT...LEAD FROM THE RIGHT Slide 18 Management & Leadership Managers do the right things, leaders do things right. Warren Bennis Warren Bennis Slide 19 What is the leadership research telling us? Slide 20 J. Kouzes and B. Posner, authors of The Leadership Challenge, studied how ordinary people accomplished extraordinary things in organizations Found leadership is a pattern of behaviour that can be developed - it is 'learnable Demonstrated that those who engage in these behaviours are more effective and successful Slide 21 Leadership Practices Model the Way Challenge the Process Inspire Shared Vision Enable Others to Act Encourage the Heart Slide 22 Leadership Practices MODEL THE WAY Find your voice by clarifying your personal values Find your voice by clarifying your personal values Set the example by aligning actions with shared values Set the example by aligning actions with shared values Slide 23 Modelling - Credibility Factor What is credibility and what does it look like? Slide 24 DWYSYWD Slide 25 Make a statement with your life thats consistent with your heart, that gives voice to what you really feel is important. John Robbins, Founder,EarthSave International Slide 26 MY LIFE IS MY MESSAGE GANDHIGANDHI Slide 27 Leadership Practices CHALLENGE THE PROCESS Search for opportunities by seeking innovative ways to change, grow, and improve Search for opportunities by seeking innovative ways to change, grow, and improve Experiment and take risks by constantly generating small wins and learning from mistakes Experiment and take risks by constantly generating small wins and learning from mistakes Slide 28 Challenge the Process Pioneers Risk-takers Truthtellers Slide 29 Challenge the Process I did not get on the bus to get arrested. I got on the bus to go home. There had to be a stopping place, and this seemed to have been the place for me to stop being pushed around and to find out what human rights I had, if any. Rosa ParksRosa Parks Slide 30 Leadership Practices INSPIRE A SHARED VISION Envision the future by imagining exciting and ennobling possibilities Envision the future by imagining exciting and ennobling possibilities Enlist others in a common vision by appealing to shared aspirations Enlist others in a common vision by appealing to shared aspirations Slide 31 Do you inspire or expire others? Leaders take us somewhere we have never been Slide 32 Vision without action is merely a dream. Action without vision just passes the time. Vision PLUS action can change the world. Joel BarkerJoel Barker Slide 33 Leadership Practices ENABLE OTHERS TO ACT Foster collaboration by promoting cooperative goals and building trust Foster collaboration by promoting cooperative goals and building trust Strengthen others by sharing power and discretion Strengthen others by sharing power and discretion Slide 34 Leaders dont achieve success by themselves AND they acknowledge it - they use the word we Slide 35 Leadership Practices ENCOURAGE THE HEART Recognize contributions by showing appreciation for individual excellence Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of community Celebrate the values and victories by creating a spirit of community Slide 36 Do you need encouragement to perform your best? Slide 37 When you get encouragement do you want to perform at your best? Slide 38 Leadership Practices Inventory: Research Conducted by J. Kouzes and B. Posner, authors of The Leadership Challenge Studied how ordinary people accomplished extraordinary things in organizations Found leadership is a pattern of behaviour that can be developed - it is 'learnable Demonstrated that those who engage in these behaviours are more effective and successful Slide 39 The Instrument: 30 behaviour based statements 5 distinct practices: Modeling the Way Challenging the Process Inspiring a Shared Vision Enabling Others to Act Encouraging the Heart Slide 40 About the LPI Strong reliability and validity Measures leadership behaviour not IQ, personality, style or management skills Provides feedback on how frequently you engage in these leadership behaviours Slide 41 Observers Perceptions of People Who Use the LPI Behaviours More effective in meeting the demands of the job More successful in representing their units to senior management Create higher performing teams Foster loyalty and commitment Slide 42 Observers Perceptions of People Who Use the LPI Behaviours Increase motivation ad willingness to work hard Reduce absenteeism, turnover, drop out Posses high degrees of personal credibility Slide 43 The FEEDBACK - YOUR PROFILE Slide 44 DIFFERENCES IN SELF & OBSERVER SCORES Some people may not work with you face to face Some people may not know you as well You may really behave differently in different situations People may have different expectations of you Frequency scales are open to interpretation What is important is that people perceive consistency between what you say you will do and what you actually do. Slide 45 Top Ten Reasons for Rejecting Feedback 10. My job makes me act that way; Im really not like that. 9. This was just a bad time to do this. 8. All my strengths are right, but my weaknesses arent. 7. Some one really has it in for me. 6. I used to be that way, but Ive changed recently. Slide 46 Top Ten Reasons for Rejecting Feedback 5. Nobody understands what I am going through. 4.This must be someone elses report. 3.My raters didnt understand the questions. 2.Theyre just jealous of my success. 1.It is all accurate, but I just dont care! Slide 47 WHAT DO YOU DO WITH THE FEEDBACK Whether youre a beginning leader or a highly experienced one, you can improve your ability to lead if you: Get feedback on how often you use the behaviours Set goals for yourself Practice the behaviours Then get more feedback And set new goals Slide 48 TAKING THE FEEDBACK HOME Decide whether to share in a group or individually Consider your comfort level, norms of your organization, comfort of those who gave you feedback Guidelines could include: prepare yourself & schedule a meeting prepare yourself & schedule a meeting protect anonymity protect anonymity express gratitude express gratitude describe the practices, your reaction, your feedback and talk about strengths & areas for improvement describe the practices, your reaction, your feedback and talk about strengths & areas for improvement Slide 49 How We Learn Leadership Slide 50 How We Learn About Leadership Challenging Assignments Scope Scope Fix-it Fix-it Start-up Start-up Line to Staff Line to Staff Projects and Task Forces Projects and Task Forces Slide 51 How We Learn About Leadership Learning from Others Values being played out Values being played out Great and terrible role models Great and terrible role models Slide 52 How We Learn About Leadership Hardships Business Failures and Mistakes Business Failures and Mistakes Demotions, Missed Promotions, Lousy Jobs Demotions, Missed Promotions, Lousy Jobs Breaking a Rut Breaking a Rut Personal Trauma Personal Trauma Employee Performance Problems Employee Performance Problems Slide 53 How We Learn About Leadership Other Events Coursework and Workshops Coursework and Workshops First Supervisory Experience First Supervisory Experience Early Work Early Work Purely Personal Purely Personal Slide 54 Derailment Watch for derailment possibilities: problems with interpersonal relationships problems with interpersonal relationships difficulty in making strategic transitions difficulty in making strategic transitions lack of follow-through lack of follow-through overdependence overdependence strategic differences with senior leaders strategic differences with senior leaders relying on old skills relying on old skills Slide 55 Know Yourself - Inner Work Brings into awareness all of who we are Helps break habitual patterns Taps into a well-spring of insight and inner wisdom Contributes to improved focus and concentration Slide 56 Why Inner Work Help us recognize discrepancies between who we are and who we want to be Involves acknowledging the 'shadow', the 'gremlins', our fears AND Helps us discover more of our gifts Can deepen peace of mind and help us master stress Slide 57 Wisdom is equal to the amount of time spent in reflection. Thoreau Slide 58 About Inner Work is a disciplined practice and a lifelong process requires quiet time, space for contemplative thought, reflection, and of course, action includes journaling, various types of meditation - such as mindfulness, creative processes Slide 59 Silence Listening to ourselves usually involves SILENCE Silence is the first casualty of the addiction of busyness. Christinia Felman Slide 60 Inner Work and Silence Begin the process...Begin the process... Ideally, go to a quiet place where you wont be disturbedIdeally, go to a quiet place where you wont be disturbed Continue to practice paying attention to your body sensationsContinue to practice paying attention to your body sensations Today, consider inner work, silence and your development.Today, consider inner work, silence and your development. Slide 61 1. My ideal self: Who do I want to be? Boyatziss Theory of Self-Directed Learning 2. My real self. Who am I? My strengths: Where my ideal & real self overlap? My gaps: Where my ideal & real self differ? 3. My learning agenda: Building on my strengths while reducing gaps 4. Experimenting: With new behaviour thoughts & feelings Practicing the new behaviour, building neural pathways through mastery 5. Developing trusting relationships that help support, & encourage each step in the process Slide 62 Myers Briggs Type Indicator A tool based on Carl Jungs theory of personality and human consciousness An instrument popularized by Katherine Briggs and Isabel Briggs Myers Most widely used personality preference instrument in the world The MBTI reflects individual preferences A useful practical tool for understanding self and appreciating others Slide 63 Energy Source: How a person is energized Extraversion (E) Outer World Outer World People People Action Action Breadth Breadth Introversion (I) Inner World Ideas Reflection Depth Slide 64 Perceiving What a person pays attention to Sensing (S) Facts Facts Details Details Experience Experience Present Present Intuition (N) Symbols Pattern Theory Future Slide 65 Judging: How a person decides Thinking (T) Non-personal Non-personal Truth Truth Analytical Analytical Clarity Clarity Feeling (F) Personal Values Experiential Harmony Slide 66 Lifestyle Orientation: Approach to tasks and deadlines Judging (J) Structured Structured Decisive Decisive Seeks Closure Seeks Closure Planned Planned Perceiving (P) Flexible Open-minded Seeks Opinions Spontaneous

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