vce: setting and reaching goals
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This was part four in a webinar series on "Leadership Development: A Balanced Approach." The webinar series was designed for professionals in Virginia Cooperative Extension.TRANSCRIPT
Leadership Development: A balanced approach
Part IV: Setting and Reaching Your Goals
Presented by Eric Kaufman, Extension Specialist
October 24, 2014
VCE Webinar Series Presents
Setting the Stage
Facilitator: Eric Kaufman Where We’ve Been
• Leadership in balance (Sept. 12th)
• Leader development across the lifespan (Sept. 26th)
• The truth about leadership (Oct. 10th)
Plans for Today’s Webinar
Objectives
• Examine goals as part of a bigger picture
• Identify effective approaches to goal setting
• Outline strategies for goal achievement
Agenda
• Leadership context• What goals matter• Values Alignment• Taking action
– Seeking opportunities– Continuing to develop
Leadership Defined
“Leadership is the art of mobilizing others to want to struggle for shared
aspirations.”– James Kouzes & Barry Posner, researchers and
authors of The Leadership Challenge
Leadership Defined
“If your actions inspire others to dream more, learn more, do more
and become more, you are a leader.”
- John Quincy Adams
The Leadership Development Equation
MADE
BORN
• Made: Experiences, learning, and skills that contribute to effective and efficient leadership
• Born: One’s genetic composition that contributes the foundation for leadership development
The Life Stream
“The life stream represents events you
accumulate from birth to the present that shape
how you choose to influence others and
yourself.” (Avolio, 2005, p. 12)
Multi-Level View of Leadership Development (Avolio, 2005)
Life Experiences
Talents & Capacities
Self Aware Self-Regulate Self-Develop
Triggers
Culture
Vision
How am I Supported?
What am I Experiencing?
How do I develop and behave?
Where do I come from?
Who am I?What am I becoming?
Personal SWOT Analysis
Strengths•What do you do well?•What do others see as your strengths?
Weaknesses•What could you improve?•What are others likely to see as weaknesses?
Opportunities•What trends could you take advantage of?
•How can you turn your strengths into opportunities?
Threats•What trends could harm you?•What threats do your weaknesses expose you to?
Why Goals Fail (Sternbergh & Weitzel, 2001)
• The goal isn’t valued: You haven’t committed your mind and heart to the goal.
• The goal isn’t specific: Your goal is too broad and overwhelming.
• The goal isn’t supported: You don’t have someone to be your coach, cheerleader, or mentor.
The Truth About Leadership
1. Individuals make a difference.2. Credibility is the foundation of leadership.3. Values drive commitment.4. Focusing on the future sets leaders apart.5. Leaders cannot do it alone.6. Trust rules.7. Challenge is the crucible for greatness.8. Leaders either lead by example or they do not lead at all.9. The best leaders are the best learners.10. Leadership is an affair of the heart.
Truth 3: Values Drive Commitment
• Listen to your Inner Self• Values represent the core of who you are.
• Discover what matters• You have to decide what matters to you.
What is your framework for living?
• It’s not just your values• “Leading others is definitely not about getting others
to conform to your point of view” (p. 41).
Goal-Values Alignment
Goal Value
Career
Self
Family
Community
SpiritDiverse Representation Shared Leadership
ExerciseHealthy Family
The Science of Success (Halvorson, 2012)
“Well over 100 studies, on everything from diet and exercise to negotiation and time management, have shown that deciding in advance when and where you will take steps to reach your goal can double or triple your chances for success.”
• Replacement plans do just what the name suggests — replace a bad habit with a good one.
• Ignore if-then plans are focused on blocking out unwanted feelings
• Negation if-then plans involve spelling out the actions you won't be taking in the future
Goal-Setting Guidelines
• Start small• Be persistent• Don’t be afraid to fail• Balance isn’t equality
Goal Core:SpecificityDifficulty
Mechanisms:Choice/DirectionEffortPersistenceStrategies
Moderators:Goal CommitmentGoal ImportanceSelf-EfficacyFeedbackTask Complexity
PerformanceSatisfaction with Performance and
Rewards
Willingness to Commit to New
Challenges
Goal Setting Theory & High Performance Cycle (Locke & Latham, 2002)
How to Reach Your Goals (McCauley & Martineau, 1998)
There are three strategies that need to be fully utilized in any intentional effort to learn, grow, and change:• Seek challenging
assignments• Seek training for
targeted skills• Seek developmental
relationships
The Truth About Leadership1. Individuals make a difference.
2. Credibility is the foundation of leadership.
3. Values drive commitment.
4. Focusing on the future sets leaders apart.
5. Leaders cannot do it alone.
6. Trust rules.
7. Challenge is the crucible for greatness.
8. Leaders either lead by example or they do not lead at all.
9. The best leaders are the best learners.
10. Leadership is an affair of the heart.
Using New Challenges
Ex. Developmental Goal
• Be more effective at influencing peers
Potential Assignments
• Serve on a VCE programming team
• Play an advisory role on a colleague’s project
• Write an Ideas at Work article for JOE
• Volunteer for a role with a professional organization
Using Current Challenges
Ex. Developmental Goal
• Act more decisively
Potential Challenges
• Give yourself a deadline of one week to make two major decisions now in your Inbox
• Identify two issues you have ignored in the last few months and act on them
Seeking Training for Targeted Skills
Drs. John and Shirley Gerken Professional Development Award• $1,500 award to be used for professional
development opportunities. • Any faculty member on- or off-campus
with an Extension appointment eligible
(Due Nov. 7, 2014)
Seek Developmental Relationships
• Assessment Roles: Feedback Provider, Sounding Board, Comparison, Point, Feedback Interpreter
• Challenge Roles: Dialogue Partner, Assignment Broker, Accountant, Role Model
• Support Roles: Counselor, Cheerleader, Reinforcer, Cohort
Insights on Developmental Roles
• A single person will likely play multiple roles in your developmental journey.
• A single person cannot play all the roles for you.
• Different people will excel in different developmental roles.
• Different development goals will call for different developmental roles.
Questions for Exploring Potential Developmental Relationships • Who is observing me?• Who do I trust to be straightforward?• Who has faced the same sorts of choices?• Who will share their progress with me?• Who can identify stretch opportunities?• Who has been an inspiration to me?• Who are my peers in this situation?
Leader Development Across the Lifespan
Continuing to Develop:
• Get Ongoing Feedback
• Reflect on Your Progress
• Use Reinforcement