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WELCOME Complex Role of Organizational Leaders

WELCOME Complex Role of Organizational Leaders. OUTLINE. Get set! ID Core Values Assess Misalignment Mission Statements Alignment Plan Managing Yourself Well-Being The Road Ahead Reflection. THE ICEBERG. LIST ALL YOUR HATS. CORE VALUES. PAIR SHARE. Take 10 and examine your responses

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WELCOME Complex Role of Organizational Leaders

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  1. WELCOMEComplex Role of Organizational Leaders

  2. OUTLINE Get set! ID Core Values Assess Misalignment Mission Statements Alignment Plan Managing Yourself Well-Being The Road Ahead Reflection

  3. THE ICEBERG

  4. LIST ALL YOUR HATS

  5. CORE VALUES

  6. PAIR SHARE Take 10 and examine your responses How do all the hats and the many responsibilities linked to them relate to your values? Do you feel a sense of alignment with your core purpose in life? Any signs of discomfort or feeling of being disconnected? TIMED PAIR SHARE

  7. A personal mission statement provides clarity and gives you a sense of purpose. It defines who you are and how you will live. BEGIN WITH YOUR MISSION STATEMENT

  8. Does a professional mission statement differ from your personal statement? If so how? PROFESSIONAL MISSION STATEMENT “As an art educator I will conduct myself with a positive attitude as a motivated leader in my field. I will recognize the whole child in each of my students and motivate them to explore the world through art. My perfect world is a place where each individual uses the gifts God gave them in a positive way.” Elementary School Teacher

  9. BUILD A PERSONAL ALIGNMENT PLAN

  10. WHAT ABOUT BALANCE?

  11. What price do we pay when our values don’t align with our roles and responsibilities? THE PRICE OF MISALIGNMENT

  12. SYMPTOMS OF MISALIGNMENT

  13. The impact of misalignment may vary for each of us, but it should NOT be ignored by any of us. SIGNS OF MISALIGNMENT Video

  14. To understand your role as a leader, and to grow, you must first learn to manage yourself, before you can reasonably expect others to follow. WHO’S IN CHARGE?

  15. ON MANAGING YOURSELF Create a Strategy (MAP) Mission/Strengths/Constraints Allocate Resources Time Energy/Effort Create a Culture Social Support/Positive Environment Avoid “Marginal” Cost Mistakes Alternative choices (pros/cons) Choose the Right Yardstick Do you REALLY want to run a marathon? Clayton Christensen, Harvard Business Review, July 2010

  16. CRITICAL TO SUCCESS - TIME Is time your friend or enemy? Who’s in charge? Boss Kids Coworkers External Demands Internal Expectations

  17. COVEY ON TIME MANAGEMENT Organize for the week Consider roles and goals Focus on importance Schedule YOUR priorities Review/update daily Evaluate at week’s end The 7 Habits of Highly Effective People, Stephen Covey

  18. Managing time is both a personal and professional imperative. It relates to our ability to feel in control, to maintain wellness, build relationships, and to allocate energy most effectively and efficiently. TIME

  19. TIME MANAGEMENT GRAPH

  20. COVEY MATRIX (Covey, 1994)

  21. TAKE TEN AND REVIEW Share your quadrant with a partner. What activities are consuming MOST of your time? Are the demands on your time more internally or externally driven? Is the allocation of time consistent with your core purpose/mission/identity?

  22. Organizations are demanding ever-higher performance from their workforces. People are trying to comply, but the usual method - putting in more hours - has backfired. They’re getting exhausted, disengaged, and sick. And they’re defecting to healthier environments. MANAGE ENERGY NOT TIME

  23. Caused by brain overload, Attention Deficit Trait (ADT) is now an epidemic in organizations. Edward Hallowell, 2005 AVOID CIRCUIT OVERLOAD Promote positive emotions. Take care of your brain. Handle things once. Invest yourself in people and activities that foster a positive and productive atmosphere.

  24. RECLAIM YOUR JOB Prioritize Demands Liberate resources Exploit Alternatives

  25. ASSESS WELL-BEING Well-Being: "the combination of our love for what we do each day, the quality of our relationships, the security of our finances, the vibrancy of our physical health, and the pride we take in what we have contributed to our communities.  And most importantly, it’s about how these elements interact." Rath& Harter, 2010  Well Being: The Five Essential Elements VIDEO

  26. WELL-BEING FINDER Gallup's research: Well-being Finder Surveyed more than one million people Over 150 countries • Uncovered the universal elements of "what makes life worthwhile."

  27. FIVE MAJOR AREAS OF INTEREST Five broad categories essential to most people: Career Well-being Social Well-being Financial Well-being Physical Well-being Community Well-being

  28. WELL-BEING GLOBALLY Results are based on face-to-face and telephone interviews with approximately 1,000 adults, aged 15 and older, conducted between 2005 and 2009 in 155 countries.

  29. In a study of more than 300 business professionals (average age 35) satisfaction increased 20% at work and 28% at home when committed to a plan that dealt with their “whole” person. THE TOTAL LEADERSHIP PROCESS Be REAL: Act with authenticity, clarify what’s important. Be WHOLE: Act with integrity, respect the whole person. Be INNOVATIVE: Act, experiment with how to get things done that matter most.

  30. If you think you can, you can, if you think you can’t, you won’t. MINDSET FOR SUCCESS Howard Gardner, author of Extraordinary Mind, reports that exceptional individuals have “a special talent for identifying their strengths and weaknesses and figuring out how to leverage one and mitigate the other. These people have a “growth” mindset.

  31. BECOMING A LEADER “Clearly, to become a true leader, one must know the world as well as one knows self.” Warren Bennis Know Thyself You are your own best teacher. Accept responsibility, blame no one. You can learn anything you want to learn. True understanding comes from reflecting on your experience.

  32. ASK THE PERSON IN THE MIRROR Key questions to ask and reflect on include: Is my vision clear and present; something I can readily communicate to others? Does the way I spend my time match my priorities? Does my leadership style reflect who I really am? What do I need to get/stay on track? Who is available to help?

  33. FIRE What makes the fire burn is the space between the logs, a breathing space. Too many logs packed in too tight can souse the flames almost as surely as a pail of water would. So building fires requires attention to the spaces in between, as much as to the wood. When we are able to build open spaces in the same way we have learned to pile on the logs then we can come to see how it is fuel, and absence of the fuel together, that make fire possible. -Judy SorumBrown

  34. BUILDING MY ALIGNMENT PLAN (MAP)

  35. WRITING AND REFLECTION

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