the leadership challenge how to make extraordinary things happen december 4, 2013

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The Leadership The Leadership Challenge Challenge How to make extraordinary things happen How to make extraordinary things happen December 4, 2013 December 4, 2013 Presented by: Presented by: Susan B. Wilkes, Ph.D. Susan B. Wilkes, Ph.D. Wilkes Consulting, LLC Wilkes Consulting, LLC

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The Leadership Challenge How to make extraordinary things happen December 4, 2013. Presented by: Susan B. Wilkes, Ph.D. Wilkes Consulting, LLC. Goals. Gain a working knowledge of the model in The Leadership Challenge and its component parts - PowerPoint PPT Presentation

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Page 1: The Leadership Challenge How to make extraordinary things happen December 4, 2013

The Leadership ChallengeThe Leadership ChallengeHow to make extraordinary things happenHow to make extraordinary things happen

December 4, 2013December 4, 2013

Presented by:Presented by:

Susan B. Wilkes, Ph.D.Susan B. Wilkes, Ph.D.

Wilkes Consulting, LLCWilkes Consulting, LLC

Page 2: The Leadership Challenge How to make extraordinary things happen December 4, 2013

GoalsGoals

1.1. Gain a working knowledge Gain a working knowledge of the model in of the model in The The Leadership ChallengeLeadership Challenge and and its component partsits component parts

2.2. Increase understanding of Increase understanding of your own leadership style your own leadership style

3.3. Strengthen your network of Strengthen your network of nonprofit colleaguesnonprofit colleagues

“The danger for most of us is not that our aim is too high and we miss it but that it is too low and we reach it.”

- Michelangelo

Page 3: The Leadership Challenge How to make extraordinary things happen December 4, 2013

OutlineOutline

I.I. Introductions & OverviewIntroductions & OverviewII.II. The Leadership Practices ModelThe Leadership Practices Model

A. Exemplary Leaders ActivityA. Exemplary Leaders ActivityB. The Five PracticesB. The Five Practices

BreakBreakIIIIII Self-Assessment on the PracticesSelf-Assessment on the PracticesLunchLunchIV.IV. Exploring the PracticesExploring the Practices

Page 4: The Leadership Challenge How to make extraordinary things happen December 4, 2013

IntroductionsIntroductions

Please introduce yourself to one other Please introduce yourself to one other person you haven’t met before.person you haven’t met before.

Find out these things:Find out these things:• NameName• Where they workWhere they work• An aspect of their work they feel An aspect of their work they feel

passionately aboutpassionately about• A dream they have for the future in their A dream they have for the future in their

nonprofitnonprofit• A vision for our community (greater A vision for our community (greater

Richmond metro area)Richmond metro area)

Be ready to introduce your partnerBe ready to introduce your partner

Page 5: The Leadership Challenge How to make extraordinary things happen December 4, 2013

What is Leadership?What is Leadership?

According to Kouzes and According to Kouzes and Posner, leadership is Posner, leadership is “the art “the art of mobilizing others to want to of mobilizing others to want to struggle for shared struggle for shared aspirations.”aspirations.”

What are the key aspects of What are the key aspects of this definition?this definition?

What happens to the meaning What happens to the meaning if we take out “want to?”if we take out “want to?”

Page 6: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Learning From our “Best Leaders”Learning From our “Best Leaders” Think of one of the best leaders you have known. Think of one of the best leaders you have known. Interview a partner:Interview a partner:

• What led you to select this person? What led you to select this person? • What words describe the experience of What words describe the experience of

working with him/her (the mood, quality, etc.)?working with him/her (the mood, quality, etc.)?• What seem to be their key pathways to What seem to be their key pathways to

success?success?• What did they do to get other people involved? What did they do to get other people involved?

to get others to stretch to reach goals?to get others to stretch to reach goals?• What key lessons about leadership did you What key lessons about leadership did you

learn from the experience?learn from the experience? Next, agree on about 5 characteristics or Next, agree on about 5 characteristics or

behaviors that are most important in these behaviors that are most important in these exemplary leaders. Write each on a separate exemplary leaders. Write each on a separate sticky note.sticky note.

Page 7: The Leadership Challenge How to make extraordinary things happen December 4, 2013

The Leadership Challenge ModelThe Leadership Challenge Model

Based on research regarding how Based on research regarding how ordinaryordinary people accomplished people accomplished extraordinary thingsextraordinary things

Gathered “personal best leadership Gathered “personal best leadership experiences” from more than 2000 experiences” from more than 2000 leaders.leaders.

Found that leadership is a pattern of Found that leadership is a pattern of behavior, a skill set, things that leaders behavior, a skill set, things that leaders do.do.

Affirmed through analysis of the LPI, Affirmed through analysis of the LPI, finding that leaders’ behavior explains finding that leaders’ behavior explains the majority of workplace engagementthe majority of workplace engagement

Page 8: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Practices of Exemplary LeadersPractices of Exemplary Leaders

Modeling the WayModeling the Way• Clarify values by Clarify values by

finding your voice finding your voice and affirming and affirming shared values.shared values.

• Set the example by Set the example by aligning actions aligning actions with shared values. with shared values.

Page 9: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Practices of Exemplary LeadersPractices of Exemplary Leaders

Inspiring a Shared VisionInspiring a Shared Vision• Envision the future by Envision the future by

imagining exciting and imagining exciting and ennobling possibilitiesennobling possibilities

• Enlist others in a Enlist others in a common vision by common vision by appealing to shared appealing to shared aspirationsaspirations

Page 10: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Practices of Exemplary LeadersPractices of Exemplary Leaders

Challenging the ProcessChallenging the Process• Search for opportunities Search for opportunities

by seizing the initiative by seizing the initiative and looking outward for and looking outward for innovative ways to innovative ways to improveimprove

• Experiment and take risks Experiment and take risks by constantly generating by constantly generating small wins and learning small wins and learning from experience from experience

Page 11: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Practices of Exemplary LeadersPractices of Exemplary Leaders

Enabling Others to ActEnabling Others to Act• Foster collaboration by Foster collaboration by

building trust and building trust and facilitating relationshipsfacilitating relationships

• Strengthen others by Strengthen others by increasing self-increasing self-determination and determination and developing competencedeveloping competence

Page 12: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Practices of Exemplary LeadersPractices of Exemplary Leaders

Encouraging the HeartEncouraging the Heart• Recognize Recognize

contributions by contributions by showing appreciation showing appreciation for individual for individual excellence excellence

• Celebrate the values Celebrate the values and victories by and victories by creating a spirit of creating a spirit of communitycommunity

Page 13: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Key Practices of Leaders at Their Best:Key Practices of Leaders at Their Best:How well does the model fit your How well does the model fit your

experience?experience?

With your partner, decide With your partner, decide if each sticky note fits into if each sticky note fits into one of the five areas.one of the five areas.

If so, place them on the If so, place them on the appropriate flipchart.appropriate flipchart.

If not, place the sticky If not, place the sticky note on the “other” note on the “other” flipchart.flipchart.

Page 14: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Exemplary Leadership in Exemplary Leadership in ActionAction

Which of the five leadership Which of the five leadership practices does Whoopi practices does Whoopi demonstrate? demonstrate?

Note specifics of what she Note specifics of what she does for each. What are the does for each. What are the effective behaviors she effective behaviors she displays?displays?

Comment on the impact she Comment on the impact she has on the team.has on the team.

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Page 15: The Leadership Challenge How to make extraordinary things happen December 4, 2013

BreakBreak

Please return in 10 minutes.Please return in 10 minutes.

Page 16: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Reflections on Reflections on youryour leadership leadership

Please rate yourself on a Please rate yourself on a scale of 1 to 10 (1 is low scale of 1 to 10 (1 is low and 10 is high) on well and 10 is high) on well

you personally you personally demonstrate each of the demonstrate each of the 10 commitments. Total 10 commitments. Total

your two ratings for each your two ratings for each of the five practices. of the five practices.

Then, circle what your Then, circle what your answers will be for the answers will be for the

next 4 slides.next 4 slides.

Page 17: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Audience Response:Audience Response:Which of the five practices is your strongest?Which of the five practices is your strongest?

1.1. Model the WayModel the Way

2.2. Inspire a Shared VisionInspire a Shared Vision

3.3. Challenge the ProcessChallenge the Process

4.4. Enable Others to ActEnable Others to Act

5.5. Encourage the HeartEncourage the Heart

Page 18: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Audience Response:Audience Response:Which of the five practices is your lowest right Which of the five practices is your lowest right

now?now?

1.1. Model the WayModel the Way

2.2. Inspire a Shared VisionInspire a Shared Vision

3.3. Challenge the ProcessChallenge the Process

4.4. Enable Others to ActEnable Others to Act

5.5. Encourage the HeartEncourage the Heart

Page 19: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Audience Response:Audience Response:Which of the five practices is most important for Which of the five practices is most important for

you to display in your role right now?you to display in your role right now?

1.1. Model the WayModel the Way

2.2. Inspire a Shared VisionInspire a Shared Vision

3.3. Challenge the ProcessChallenge the Process

4.4. Enable Others to ActEnable Others to Act

5.5. Encourage the HeartEncourage the Heart

Page 20: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Audience Response:Audience Response:Which of the five practices do you most want to Which of the five practices do you most want to

develop?develop?

1.1. Model the WayModel the Way

2.2. Inspire a Shared VisionInspire a Shared Vision

3.3. Challenge the ProcessChallenge the Process

4.4. Enable Others to ActEnable Others to Act

5.5. Encourage the HeartEncourage the Heart

Page 21: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Exploring the Leadership PracticesExploring the Leadership Practices

Please complete the Please complete the “Identifying Your “Identifying Your

Leadership Values” Leadership Values” worksheet. worksheet.

When ready, select When ready, select two to discuss with a two to discuss with a

partner.partner.

Page 22: The Leadership Challenge How to make extraordinary things happen December 4, 2013

LunchLunch

Please be ready to begin Please be ready to begin again in an hour.again in an hour.

Page 23: The Leadership Challenge How to make extraordinary things happen December 4, 2013

We need a We need a volunteer “leader” volunteer “leader”

and 16 participants. and 16 participants. Please help arrange Please help arrange 16 chairs in a circle 16 chairs in a circle

around the table around the table with chairs facing with chairs facing

out. out.

Exploring the Leadership PracticesExploring the Leadership Practices

Page 24: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Communicating Vision:Communicating Vision: “I Have a Dream” “I Have a Dream”

In what ways does Dr. In what ways does Dr. King both envision a King both envision a future and enlist others in future and enlist others in a common vision??a common vision??

Very specifically, what did Very specifically, what did you see him you see him do do that that makes the speech so makes the speech so effective? Please jot effective? Please jot down a few notes about down a few notes about the behaviors you notice.the behaviors you notice.

..\..\..\..\..\..\..\..\..\Videos\Martin Luther King 'I have a dream'.mov

Page 25: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Exploring the Leadership PracticesExploring the Leadership Practices

Looking outward for Looking outward for innovative ways to improveinnovative ways to improve

60 to 80 percent of important 60 to 80 percent of important innovations have been in response innovations have been in response to market demands and needsto market demands and needsHigh performing teams have High performing teams have more communication with people more communication with people outside their group; low outside their group; low performing teams cut themselves performing teams cut themselves off from external informationoff from external informationThe critical “OT” in “SWOT”The critical “OT” in “SWOT”

Page 26: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Challenging the Process:Challenging the Process:Involves change and movementInvolves change and movement

In the personal-best leadership experiences, In the personal-best leadership experiences, participants chose to talk about times of change.participants chose to talk about times of change.

The most frequently used words were: The most frequently used words were: challenging, rewarding, and exciting.challenging, rewarding, and exciting.

Words signifying passion (dedication, intensity, Words signifying passion (dedication, intensity, commitment, determination) and inspiration commitment, determination) and inspiration (inspiring, uplifting, motivating, energizing) also (inspiring, uplifting, motivating, energizing) also appeared regularly.appeared regularly.

95 percent of the cases were described in these 95 percent of the cases were described in these terms.terms.

Page 27: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Partner Discussion

With your partner, please discuss:

1) A single key strength, weakness, opportunity and threat you are aware of related to your organization

2) A “best practice” or innovative idea another similar agency uses

3) An idea for a change initiative you want to lead (an existing change or new idea, large scale shift in strategic direction or smaller programmatic change).

Page 28: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Exploring the Leadership PracticesExploring the Leadership Practices

Coaching Skills: A key Coaching Skills: A key way to strengthen way to strengthen othersothers

Using the skill of inquiry Using the skill of inquiry R = Q x C (Results = R = Q x C (Results =

Quality x Commitment)Quality x Commitment)

Page 29: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Three Types of QuestionsThree Types of Questions

1.1. Open-endedOpen-ended

a)a) Aim for 90%Aim for 90%

b)b) Use what or howUse what or how

c)c) Ask questions you don’t Ask questions you don’t know the answer toknow the answer to

2.2. Closed-endedClosed-ended

a)a) Watch leading questionsWatch leading questions

b)b) Good for checking Good for checking understandingunderstanding

3.3. Why questionsWhy questions

Page 30: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Open-ended Questions Open-ended Questions ContinuumContinuum

Page 31: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Asking Powerful QuestionsAsking Powerful Questions

Judith Wilson, coach and author of

Coaching Skills for Nonprofit

Managers and Leaders

..\..\..\..\..\..\..\..\..\Videos\Judith Wilson 'Simple Questions. Big Impact'.mp4

Page 32: The Leadership Challenge How to make extraordinary things happen December 4, 2013

The Skill of InquiryThe Skill of Inquiry

CClarify - what is larify - what is important?important?

PPossibilities – ossibilities – what are the what are the

options?options?AAction – what’s ction – what’s

the first step?the first step?

Practice Opportunity

First think about a colleague at work and an issue they

might want to discuss with you. With that

situation in mind, circle 3-4 questions from the worksheet that would

help your colleague move forward.

Page 33: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Practices of Exemplary LeadersPractices of Exemplary Leaders

1.1. Set clear standardsSet clear standards

2.2. Expect the bestExpect the best

3.3. Pay attentionPay attention

4.4. Tell the storyTell the story

5.5. Personalize recognitionPersonalize recognition

6.6. Celebrate togetherCelebrate together

7.7. Set the exampleSet the example

http://www.pfeiffer.com/WileyCDA/Section/id-301366.html

Page 34: The Leadership Challenge How to make extraordinary things happen December 4, 2013

In your organization….In your organization….

Who is someone who….Who is someone who….

• Lives out his or her values in a way you admire?Lives out his or her values in a way you admire?

• Reminds others of their sense of purpose or Reminds others of their sense of purpose or future possibilities at your nonprofit?future possibilities at your nonprofit?

• Comes up with great new ideas to improve Comes up with great new ideas to improve things?things?

• Is collaborative and/or trustworthy?Is collaborative and/or trustworthy?

• Offers encouragement and praise to others?Offers encouragement and praise to others? How might you recognize him or her for their How might you recognize him or her for their

inspiring leadership?inspiring leadership?

Page 35: The Leadership Challenge How to make extraordinary things happen December 4, 2013

Closing:Closing:A Game of HopeA Game of Hope

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