seminar 06f - becoming a successful technology manager (separate registration required) (176464593)
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Becoming a SuccessfulTechnology Manager
Preconference 06F – October 15, 2013
Diane Graves and Gene Spencer
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AbstractBecoming a technology manager means more than "managingtechnology." As a manager, you now have responsibilities that includemanaging people, understanding and negotiating institutional policiesand politics, and communicating effectively with staff, faculty, and peermanagers. You must also know your technology area, keep up withconstant changes, and manage it all. Many managers are charged withdoing more with less. In short, you job is immensely more complicatedthan you might have imagined. Designed for new IT managers, thisinteractive seminar will introduce you to basic management
philosophy, give you a context for becoming a successful manager,guide you to EDUCAUSE resources that can help you grow andsucceed in your new role, and start you on a path toward increasedresponsibility and leadership.
Copyright
Copyright Diane Graves and Gene Spencer 2013. This work is theintellectual property of the authors. Permission is granted for thismaterial to be shared for non-commercial, educational purposes,provided that this copyright statement appears on the reproducedmaterials and notice is given that the copying is by permission of theauthors. To disseminate otherwise or to republish requires written
permission from the authors.
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Morning AGENDA
Introductions
How Thinking About Yourself as a Leader Can Help You
Be a Successful Manager
Managing with Emotional Intelligence
Group Discussion - The Issues We All Face!
Lunch
There is a morning break in here…
AFTERNOON AGENDA
After Lunch
Continuing Discussion - The Issues We All Face!
Leading the Engaged Organization
What’s Next for You?
A Final Exercise
Thanks!
There is an afternoon break in here…
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INTRODUCTIONS
Brief Introductions at Your Table
Name
Institution
Role
One brief challenge you are currently facing
Exchange Business Cards/Contact Information
How Thinking About Yourself as a LeaderCan Help You Be a Successful Manager
in Higher Education
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To be truly successful as a Manager , you
should also regularly reflect on the kind of
Leader you need/want to be!
– OR –
Two Views of “The Organization”
Worker Bees
Leader
Manager
Supervisor
T h e O r g a n i z a t i o n
The Organization
Project
Managers
Team Leaders
Technical
Specialists
Team
Members
Individual
Contributors
Management
Leadership Characteristics
Leadership Roles
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Management vs. LeadershipManager Role
Tactical
Accomplish Mission
Doing things right
Organizing people
Authority by position
Holding others accountable
Managing change
Different effects and they must work together
Leader Role
Strategic
Create a Vision
Doing the right things
Inspiring people
Authority by influence
Holding ourselves accountable
Leading change
Most of us learn leadership from…
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To be truly successful as a Manager , you
should also regularly reflect on the kind of
Leader you need/want to be!
– OR –
How do You do that?
There are many…
about very differentleaders!
Somebody’s “Secrets of Leadership”
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Some Guru’s View of Leadership
Personally, these Inspired Me!
While I recommend each of
these to you, they may not speak
to you as they spoke to me!
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Call your attention to one…
Primal Leadership: A transformational concept Based on
Emotional Intelligence
Helps us understand
Our relationships
How we work with others
How we can change our approach
Helps develop our leadership skills andcapabilities
Managing with Emotional Intelligence
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Goals for this conversation
Define “emotional intelligence”
Consider Gardner’s concept of “multiple intelligences”
Think about emotional intelligence in the workplace—
and apply it
Think about management responsibilities and hostile
colleagues
A short personal story…
The conductor on the 5:36
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Comparing IQ and EI
Intelligence Quotient Emotional Intelligence
Emotional Intelligence is…
“…a form of social intelligence that involves the
ability to monitor one’s own and others’ feelings
and emotions, to discriminate among them, and
to use this information to guide one’s thinking
and actions.”
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Contrasting EI & IQ
IQ Intelligence testing
Correlation with EI
“…a high IQ may assure you atop position, but it may not make
you a top person.”
Dalip Singh
Emotional Intelligence at Work
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What Emotional (or Personal)Intelligence Means: Identifying emotions
Using emotions
Understanding emotions
Managing emotions
Multiple Intelligences
Linguistic
Logical Mathematical
Musical
Bodily-kinesthetic
Spatial
Interpersonal
Intrapersonal
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Interpersonal Intelligence
Understanding other people
Examples:
Salespeople
Teachers
Clinicians
Religious leaders
Political leaders
Actors
Intrapersonal Intelligence
Self understanding
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Social Intelligence
Examples
Negative
Road Rage
• Positive
Texans!
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“One thing people often say is that if you don’t know
a Michael Scott, then you are a Michael Scott.
Food for thought.”
Actor Steve Carrell, Thursday, June 19, 2008 10 Questions for Steve Carell - TIME
Thinking about EI and Management
Think of a situation from the workplace where you feltyou were managed poorly:
What EI skills were missing? Were any present?
How & what can you learn from that person’s
mistakes?
(10 minutes) Identifying emotions
Using emotions
Understanding emotions
Managing emotions
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Share your stories at your table
Are there compelling examples to share?
Relationships Matter
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Attitudes Matter
Social Intelligence Makes a Difference
“Empathy is the primeinhibitor of human cruelty.”
--Daniel Goleman
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Emotional Intelligence at Work
Addressing EmployeeComplaints
http://vimeo.com/22575125
Thinking about EI and Management Now write about a time when a manager showed you
remarkable emotional intelligence and sensitivity – where you felt supported and understood.
What EI traits did your manager demonstrate? What can you learn from that experience?
(10 minutes)
Identifying emotions
Using emotions
Understanding emotions
Managing emotions
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Discuss at your Table
Who’s got the most compelling stories?
Please share with us!
Leadership and the Brain’s Design
“No creature can fly with just one wing. Gifted
leadership occurs where the heart and head – feeling
and thought – meet. These are two wings that allow a
leader to soar.”
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Creating Resonance
“Intellect alone will not make a leader; leaders execute a
vision by motivating, guiding, inspiring, listening,
persuading – and, most crucially, through creating
resonance.”
Revealing Dissonance
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Discordant Leaders at their worst
Tyrant, demagogue or dictator
Manipulative and/or abusive
Sociopathic and/or toxic
Insincere and/or shallow
Keep people continuously “off key”
“Dementors” – “drain peace, hope and happiness out of
the air around them” - Harry Potter
“the legacy of their tenure marks a telltale trail of demotivation and apathy, anger and resentment.”
But most of us are susceptible…
Even though we are well intentioned… it is still easy for us
to fall into activities, events, approaches and habits that
create dissonance!
Even the best of us need to
reflect on this often…
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Primal Leadership
“Great leaders move us. They
ignite our passion and inspire
the best in us. When we try to
explain why they are so
effective, we speak of strategy,
vision, or powerful ideas. Butthe reality is much more primal:
Great leadership works through
emotions.”
Primal Leadership
Self Awareness
Self Management
SocialAwareness
RelationshipManagement
The 4domains ofEmotionalIntelligence…
Each domainhas its ownset of skills.
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Primal Leadership
Emotional Self-Awareness
Reading one’s own emotions
Recognizing impact
Accurate Self-Assessment
Knowing strengths and limits
Self-Confidence
Sense of self-worth and
capabilities
Self Awareness
Primal LeadershipEmotional Self-Control
Controlling disruptive impulses
Transparency
Displaying honesty/integrity
Adaptability
Flexibility to changing situations
Overcoming obstaclesAchievement
Drive toward inner standards ofexcellence
Initiative
Readiness to act & seize opportunities
Optimism
Self Manage-
ment
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Primal Leadership
Empathy Sensing others’ emotions Understanding perspective
Organizational Awareness Reading the organization
(currents, decision networks andpolitics)
Service
Recognizing and meeting needs(follower, clients, customers)
SocialAwareness
Primal LeadershipInspirational Leadership
Motivating w/ compelling vision
Influence
Range of tactics to persuade
Developing Others
Change Catalyst
Initiating & leading new directionsConflict Management
Resolving disagreements
Building Bonds
Cultivating a web of relationships
Teamwork and Collaboration
RelationshipManage-
ment
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Primal Leadership
Self Awareness
Self Management
SocialAwareness
RelationshipManagement
The 4domains ofEmotionalIntelligence…
Each domainhas its ownset of skills.
Beyond being smart…
Intellect
Subject-Area Knowledge
Emotional Intelligence
A complete package in BALANCE
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Primal Leadership
Self Awareness
Self Management
SocialAwareness
RelationshipManagement
Primal Leadership
Self Awareness
Self Management
SocialAwareness
RelationshipManagement
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Primal Dysfunction!
How to spot an “Asshole”
Arrogant
Super star
Enemies vs. friends
Low patience, trust
High contempt
Very competitive—maybe
ruthless
Public humiliation
Temper
“I didn’t screw up—he did”
Sucks up (watch for this)
Make life miserable for
colleagues, co-workers,subordinates
High turnover
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Intent vs. Impact
Self-evaluation exercise Think about a time when you didn’t show appropriate
emotional intelligence to a colleague or employee.
Without blaming anyone else , identify (privately):
What you did
Why it was hurtful?
What you could have done instead? What you can learn from the experience?
Is there some unfinished business your need toattend to?
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THANK YOU