1 / 52

“Embracing the Leadership Challenge”

“Embracing the Leadership Challenge”. An interactive seminar Barry Wright, Goodman School. My Background. Agenda: Developing your Leadership S kills. Thinking / Reflecting about Leadership Five Fundamental Practices Focus on Change. Leadership Lessons Learned. Who are you now ?

adena-william
Télécharger la présentation

“Embracing the Leadership Challenge”

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. “Embracing the Leadership Challenge” An interactive seminar Barry Wright, Goodman School

  2. My Background

  3. Agenda: Developing your Leadership Skills • Thinking / Reflecting about Leadership • Five Fundamental Practices • Focus on Change

  4. Leadership Lessons Learned • Who are you now? • Objective for today: Three LLLs

  5. Task Individual - Pick a leader that you admire Small Group - Discuss why Group - Common threads?

  6. Traits“Leaders are born not made” • Intelligent • EQ • Initiative • Self-assured • Good health • Above/below average height • Upper Socio-economic level

  7. Traits - Problems • Implied - elite officer corps who have inherited characteristics • Ideal is impossible • Traits so ill-defined that they are almost useless • So many exceptions to the rule

  8. Task:Where does leadership reside?Position or Person • Individual Reflection • Small Group Discussion • Group - Common threads?

  9. Power (leadership) • Personal Leadership • Expert • Referent (influence) • Positional Leadership • Legitimate (formal) • Reward / Coercive (carrots / sticks)

  10. Leadership is a process (practice), not a position Leadership Leader Followers Situation

  11. Kouzes & Posner Define Leadership • “The art of mobilizing others to want to struggle for shared aspirations.” • Task: What do these words mean to you?

  12. Fundamental practices • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable others to Act • Encourage the heart CEI – ME lead

  13. Leadership Lesson 1Model the Way “I would never ask anyone else to do anything that I was unwilling to do first.” Gayle Hamilton – Director, Pacific Gas and Electric Company People first follow the person Then, they follow the plan Credibility is key

  14. The Credibility Factor: What do followers want? • Honest - consistency • Forward Looking - vision • Inspiring - cheerleader, excited, passion • Competent- record of achievement • Credible - trustworthy

  15. Credibility Insight First Law of Leadership “If we don’t believe in the messenger, we won’t believe the message • Task: What does this mean to you? • Personal experience?

  16. How do you know when you see a credible leader? • They practice what they preach • They walk the talk • They put their money where their mouth is • They follow through on their promises • Their actions are consistent with their words LLL - They do what they say they will do

  17. Leadership Development • Task: Opportunity for working as a team. • Practice the new “handclap” • Do it all at the same time • What was this about!?

  18. Model the Way Be Honest, Forward Thinking, Inspiring, Competent DWYSYWD Titles are given but what you do wins respect. Words and deeds must be consistent Leaders go first

  19. Task: Reflection Time • You are driving and as you turn the corner you drive into fog – what do you do?

  20. Leadership Lesson 2Inspire a Shared Vision • You first need to develop a clear vision of the future • Then share it with others to “enlist them”

  21. Vision – on a clear day you can see forever • Visions are about possibilities, about desired futures. • Learning Points • Discover the Theme – what are you passionate about? • Imagine the ideal – what is the best that could happen • Janusian Thinking – examine the past / future • “Tactical vs. Strategic” – short and long term • “Intuition” – trust yourself

  22. Cheering About …Visions and Values • Aircraft Carrier • “the lost wrench” • What did the Captain do? • What does this story reinforce?

  23. Strategic Visioning • Henry Mintzberg (1994) strategy should involve intuitive glimpses of possibility: The anticipatory principle -ongoing projection of a future image (vision) • What are we doing? Where are we going? • Saving lives – today and tomorrow (Niagara Regional Health) • Making life-long customers (Canadian Tire Financial) • Taking back theRED by doing the right things (RCMP) by: • Building the Right atmosphere • Putting the Right people in the Right jobs • Providing the Right recognition and training

  24. Enlist OthersDevelop a shared sense of destiny • Listen deeply to others- what excites them? • Find the common ground • Discover and appeal to a common purpose • A chance to be tested, take part in a social experiment, to do something well, do something positive, a chance to change the way things are • Give life to vision by communicating expressively • Use powerful language – use the three peat, speak from the heart, image-analogy-feel,

  25. Dr. King • Let’s read (out loud) the “I have a Dream” speech • Then we will deconstruct it

  26. Language of Leadership Jay Conger • How things are framed makes a difference • Focus on intrinsically appealing goals and values • Accent the positive • Highlight the significance of the project • Who are the key antagonists • Highlight why it will succeed • Use analogies, stories, metaphors to make your point • Allow your own emotions to surface when you speak

  27. Inspire a Shared Vision • Develop a vision of the future (shared) • Enlist others

  28. Step 3 - Challenge the Process Picasso Manet Pollock VVG

  29. Treat every job as an adventure (Paul House) Question the status quo Search for Opportunities Make something happen (be proactive) Balancing Routines – routine work drives out non-routine Using Outsight/ Insight – look outside for ideas but take time to think Add fun Challenge the Process Nouveux realism

  30. To Challenge the ProcessExperiment and Take Risks Set up little experiments • Make it safe for others to experiment • Accept that failure will happen – learn from it • Eliminate firehosing • Work with ideas that sound strange • Encourage possibility thinking

  31. 3) Challenge the Process • Do things differently (better) • Experiment (take risks)

  32. CommercialLeadership Wisdom Covey – Seven Habits of Highly Effective People (1989) • Be proactive – make things happen • Begin with the end in mind – know where you are going. • Put first things first – urgent and important • Think “win-win” – mutual benefits • Seek to understand , and then to be understood – listen first and often • Synergize – value and exploit differences • Sharpen the Saw – physical, mental, social, spiritual

  33. Lesson 4: Enable Others to Act Smaller themes: • Foster Collaboration a) Develop cooperative goals b) Seek integrative solutions c) Build trusting relationships • Strengthen Others d) Small Wins

  34. Competition Positive points Greater heights Increased productivity (sometimes) Negative points Frustrated Hostile Poor productivity (sometimes) Cooperation / Collaboration Positive points Friendliness Cohesion Good Morale Negative Points Too comfortable Non productive (sometimes) Competition vs Collaboration

  35. Collaboration Secrets • a) Develop cooperative goals • Win / Win / Win • Mary Parker Follet

  36. Collaboration Secrets a) Develop cooperative goals b) Seek integrative solutions 1) Focus on Gainsvs Losses 2) Share information and resources 3) Enlarge people’s sphere of influence 4) Assign critical jobs c) Build trusting relationships d) Small Wins

  37. c) Build trusting relationships • Words of Warren Bennis on TRUST What makes you trust others … 1) Competence - good 2) Constancy - principled 3) Caring - compassionate 4) Candor - speak the truth 5) Character - “backbone”

  38. Task: Exercise Time • Partner up • Male/Male • Female/Female

  39. Knight - Show something is happening (Ravenswood School District) One hop at a time d. Seek Small Wins Melissa Poe AA Wt Watchers - Incremental Change (but visible to others)

  40. Small Wins Kids F.A.C.E. started in 1989, in Nashville by Melissa Poe a fourth grader. The first club had six members. 2000 clubs in 15 countries. 300,000 members; planted 1 M trees.

  41. 4) Enable Others to Act (summary) • Foster Collaboration a) Develop cooperative goals (WWW) b) Seek integrative solutions (gains) c) Build trusting relationships (CCCCC) • Strengthen Others d) Small Wins (one hop at a time)

  42. Commercial • Leadership Niagara • http://www.leadershipniagara.ca/ • Next Niagara • http://www.greaterniagarachamber.com/COUNCILS/NEXTNiagara/

  43. 5 - Encourage the Heart • Recognize Contributions • Build Self-confidence through high expectations • Coach for Performance • Make Ceremonies Public • Celebrate Accomplishments

  44. Reflective Process • Task: Think about a time where your contributions were recognized. • How did it make you feel? • Share those experiences with your colleagues. • Were there some commonalties?

  45. Build Self-confidence through high expectations • Self-fulfilling prophecy • The “exceptional” class

  46. Build Self-confidence through high expectations • The judgement we pass on ourselves is the most important • Example - the movie “A wonderful life” • With belief all things are possible

  47. Making Ceremonies Public • Big Brothers/Big Sisters organization • What does this do for the organization? goals and priorities

  48. Celebrating Accomplishments • Valuing the Victories • Think back to some good celebrations you have had ...

  49. The secret to success is … Love • General John Stanford • Vince Lombardi • Leadership is an affair of the heart, not the head.

  50. Fundamental practices • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable others to Act • Encourage the Heart CEI – ME lead

More Related