leadership israel jun07
DESCRIPTION
An older presentation, but principles never die!TRANSCRIPT
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Leadership: Do you really want to be out front?
Linda Oestreich, STC PresidentJune 4, 2007
STC Israel Convention
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Opening Questions
• Why would anyone want to be led by you?
• Do you have, or can you get, what it takes?
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Plan• Introductions• Definition• Myths and theories• Keys to leadership: trust and communication• Competencies of leadership• Leadership strategy cycle• Tips and lessons• Teamwork• Exercise• References
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What is leadership?• Leadership is a complex process by which
a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent.
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Leaders are…
“People who leave their footprints in the areas of their passion”
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In other words…
• Good leaders make people WANT to achieve high goals and objectives; bosses TELL people to accomplish a task or objective.
• It is the followers, not the leader, who determine if a leader is successful.
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Myths of leadership
• Leaders are charismatic.• Leaders are born, not made.• Leaders exist only at the top of an
organization.• Leaders control, direct, manipulate,
and prod.• Leadership is a rare skill.
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Bass’ theories of leadership• Trait theory: Some personality traits lead
people naturally into leadership roles.• Great event theory: A crisis or important event
may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person.
• Transformational leadership theory: People can choose to become leaders and learn leadership skills.
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Two keys to leadership
• Trust• Communication
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TrustTrust, n. 1. Firm reliance on the integrity, ability, or
character of a person or thing.2. Custody; care.3. Something committed into the care of another;
charge.4.
a. The condition and resulting obligation of having confidence placed in one: violated a public trust.
b. One in which confidence is placed.
5. Reliance on something in the future; hope.
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Communication• In 350 B.C., Aristotle said, “if communication is to
change behavior, it must be grounded in the desires and interests of the receivers.”
• Lead through 2-way communication. • Recognize and practice good nonverbal
communication. • Set the example. • Don’t ask your team to do things you wouldn’t do. • What and how you communicate builds or harms
the relationship you have with your team.
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Nonverbal communication
• Eye contact• Facial expressions• Gestures• Posture and body position• Proximity• Vocal elements
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Barriers to communication
• Culture, background, and bias• Noise (real and perceived)• Ourselves• Perception• Message• Environment• Stress
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Four competencies of leadership• Management of attention
– A set of intentions or vision– A sense of outcome, goal or direction
• Management of trust– Reliable, constant, focused, authentic
• Management of meaning– Communicate your vision– Integrate facts, concepts, and anecdotes into meaning and
focus– Get people to understand and support goals in a variety of
ways• Management of self
– Know your own skills and deploy them– Know your strengths and nurture them– Accept risk– View failures as steps toward success
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Leadership strategy cycle• Intent
– What are the key success factors?– What intended behavior do you hope to
achieve?• Behavior
– Actual behavior that resulted from work?• Effect
– What reactions did you observe?• Adjustment
– What behavioral change is needed to get back to original intent?
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Example• Intent
– establish a resource of leadership to meet needs of community leaders
• Behavior – process driven, no ability to meet needs, lost
vision in leadership changes• Effect
– miscommunication; too much energy in wrong places; unhappy community leaders
• Adjustment– reassign leadership; redefine vision; enhance
communication; clarify results expected
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Twelve tips for leaders
1. Know what is going on.2. Set the direction.3. Help them stay on course.4. Offer guidance.5. Open doors if you can.6. Assess their progress.7. Be smart; use their smarts.
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Twelve tips (continued)
8. Help team maintain self-esteem.9. Offer an empathetic ear.10.Use their ideas, results, etc.11.Give them credit and thanks.12.Never take credit for their work.
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To work well, teams need• Direction (key result areas, goals,
measurements)• Knowledge (skills, training, information,
goals)• Resources (tools, materials, facilities,
money)• Support (approval, coaching, feedback,
encouragement)
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Set preferences for
• Communicating• Planning and/or problem solving• Resolving conflict• Deciding
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Team incentives
• Let them decide
– who works on what– how to handle nonperformers– how to strengthen their weaknesses– who their own team leader is– ways to improve their performance
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Bottom line
• Tell people what you expect of them.• Make the work valuable.• Make the work doable.• Give feedback.• Reward successful performance.• Be enthusiastic!
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Individual exercises• Leadership style
– Authoritarian– Participative– Delegative
• Leadership matrix– Friend– Leader– Bankrupt– Boss
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Team exercise• Count off into teams of three.• Examine your thesis statement. (1 min)• As a team, do you accept or reject it as an
idea? (2 min)• Choose a recorder to record your
statements.(5 min)• Develop 3 to 5 statements that support
your team position. (3 min)• Choose someone on your team to present
your case. (2 min)
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Thesis statements• Cartoon characters
should wear pants.• Neighbors should
mind their own business.
• A journey of 1000 miles is better than studying 1000 books.
• Lotteries are harmful.
• Cats are worthless creatures.
• Vegetable soup cures colds.
• An old friend is better than two new ones.
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Discussion
• What did you notice?• Who took the lead?• Were decisions made as group, or
did someone take charge?• How did you arrive at conclusions?• Who chose the recorder? The
presenter?
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References• Bass, Bernard, Stogdill’s Handbook of Leadership: A Survey of Theory and
Research, New York: Free Press, 1989• U.S. Army Handbook (1973). Military Leadership• Kouzes, James & Posner, Barry (1987). The Leadership Challenge. San
Francisco: Jossey-Bass.• Pearson, J. (1983). Interpersonal Communication. Glenview, Illinois: Scott,
Foreman and Company• Covey, Stephen R. (1989) Seven Habits of Highly Effective People. New
York: Simon and Schuster.• Peterson, David B. & Hicks, Mary Dee (1996) Leader as Coach. Minneapolis,
MN: PDI International• Big Dog’s Leadership Page;
www.nwlink.com/~donclark/leader/leadcon.html• http://www.leader-values.com/Guests/Lead23.htm• Dean Carlo Brumat, from the Duxx Graduate School of Business Leadership• Symposium for Chief Elected and Chief Staff Officers; ASAE & the Center
for association leadership; Feb 12-13, 2007, (Tecker Consultants, LLC, 2006)
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Questions and Wrap-up?
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Contacting me
• Linda L. Oestreich• STC President (2007-2008)• day: +1 858-655-3878• eve: +1 619-303-6277• cell: +1 619-518-1186• [email protected]