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Leading & Team Building

Leading & Team Building

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Leading & Team Building

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  1. Leading & Team Building PROMISE Consulting Joyce J. Perrone 412-599-1112 joyce@fyi.net

  2. What do I hope to give you? • Insight on Leadership Skills – • Tools to get your Brain thinking new • An entertaining way to look at Leadership & Team Building • Exciting Conversation and Group Information Sharing!

  3. LeadershipTraits Integrity Confidence Curiosity Honesty Assertiveness Enthusiasm Self-awareness Extroversion Risk takers Initiative Tolerance Decisiveness …Optimism

  4. Great Leader’s I Know List • Honest and ethical • In control of their attitude • Publicly modest • Aware of their style • Willing to admit mistakes • Fighters for their people • Inquisitive • Competitive • Tenacious • Flexible • A tad theatrical • Funny

  5. More Leadership Traits Joyce Likes • Trustworthy (re-stated) • Critical Thinker • Patience/ Lack of Patience • “You can accomplish anything in life, provided that you do not mind who gets the credit” – Harry S. Truman • Level 5 Traits

  6. Gandhi “Know thyself, control thyself, give thyself” – Greek Wisdom Gandhi was a person of weakness and pride who…developed humility, courage, integrity, discipline and vision – “The 8th Habit” – Steven R. Covey

  7. Discussion on Film Clip • What characteristics does Gandhi exemplify? • Gandhi was never elected and had no formal authority- how did he influence without them?? • How does this clip teaches us how to find your own voice and allow others to find theirs

  8. TRUST “The Speed of Trust” – Stephen M.R. Covey The Principle of Credibility 4 Cores of Credibility • Integrity- More than honesty – walk the talk • Intent – motives, agendas • Capabilities – abilities: talents, skills, attitudes, knowledge, style. The means to produce results. Are you relevant?? • Results – our track record, performance, getting the right things done.

  9. Trust takes time to establish, but seconds to destroy Building it back can be SLOW How much does LOW TRUST cost YOU?? How do you Build it Back? TRUST is about RELATIONSHIPS

  10. Some of the most successful turn-arounds of failing companies have been achieved by new management encouraging trust within the company. Most companies used to have large books of policies, rules and regulations governing what employees could and couldn't do. In many cases these have been replaced with much simpler statements and principles. These say "use your judgment, and we'll trust you do to the right thing."

  11. Trust Building Characteristics Competence Reliability Openness/ Transparency Warren Bennis describes trust as the emotional glue of all institutions This prompts the thought that in using glue one cannot avoid potentially sticky situations - trust involves personal risk, but by taking these risks, we move to a deeper level of trust. --from www.teal.org.uk

  12. Integrity • What is it and Why is it Important in Leadership? • From Covey – “being true to one’s highest values, convictions and conscience” • Making and keeping promises • Clear communications when and why you can’t keep a promise • Know what are your PRINCIPLES • “Putting your VALUES into ACTION”

  13. What Is Critical Thinking? The disciplined act of ensuring that you use the best thinking you are capable of in any set of circumstances.

  14. 10 Dimes = One Dollar FACT? Don’t answer yet!!

  15. Critical Thinking Overview • Most of our thinking left to itself is: ~Biased ~ Distorted ~Partial ~Uninformed ~Prejudiced ~Emotional

  16. Mindset – The “Closed Mind” • Chernobyl • Operators believed no accident could occur at their plant. • Constant reminders about How Safe they were • Result: • They shut off the safety systems in effort to push testing to it’s limits

  17. The Twisted Mind • Challenger Space Shuttle • What was the Twisted thinking that caused this terrible accident?

  18. Jumping to Conclusions • Case of Willie Jones –impoverished janitor – New York City He was sneaking thru the subway entrance to avoid paying and got caught by the subway guard Fit description of Willie Jones – Drug Dealer At the final point of being convicted, someone ran DNA test – Totally different “Willie Jones”

  19. Intellectual Standards for Thinking • Assess thinking by examining the parts based on • Clarity • Relevance • Logicalness • Accuracy • Depth • Significance • Precision • Breadth • Fairness

  20. False Analogies • Fishermen chopping up Starfish to “SAVE” the mussels they were fishing

  21. Questions for Clarity • Could you elaborate on that point • Could you give me an illustration • Could you give me an example

  22. Accuracy • Is that really true • How can we check it • What are the references

  23. Precision • Could you give me more details • More specifics

  24. Relevance • How is this connected to the question • How does that relate to the issue

  25. Depth • How does your answer address the complexities in the question • How are you taking into account the problems in the question • How are you dealing with the most significant factors in the problem

  26. Breadth • Do we need to consider another point of view • Is there another way to look at this question • What would this look like from the point of view of….?

  27. Logicalness • Does all of this fit together logically • Does this really make sense • Does that follow from what you said

  28. Significance • What is the most significant information we need to address this issue • How is that fact important in context • Which of these ideas or concepts is the most important

  29. Fairness • Is my thinking justified given the evidence • Am I taking into account the weight of the evidence that others might advance in the situation • Are these assumptions justified • Is my purpose fair given the implications of my behavior

  30. The Well Cultivated Thinker • Raises vital question & problems • Formulates clearly & precisely • Gathers & assesses relevant Information • Comes to well-reasoned conclusion & solutions • Tests them against relevant criteria & standards • Thinks open-mindedly • Communicates effectively with others in figuring out solutions to complex problems

  31. Checklist for Reasoning • What is the PURPOSE? • Take time to state purpose clearly • Distinguish your purpose from related purposes • Check periodically to be sure you are still on target • Choose significant & realistic purposes

  32. Take TIME to state clearly & precisely the question at hand • Express question in ways to clarify the meaning and scope • Break question into sub-questions • Identify if the question has one right answer, is a matter of mere opinion, or requires reasoning from more than one point of view

  33. Assumptions • Are they justifiable • How are they shaping your point of view • What IS your point of view • What are OTHERS points of view • Strive to be fair-minded in evaluating ALL points of view

  34. DATA, INFORMATION & EVIDENCE • Restrict the argument to claims supported by the data you have • Search for information that opposes your position as well as supports it • Be sure all information is clear, accurate, and relevant • Did you gather enough information?

  35. Question Yourself • Purpose: • What am I trying to accomplish? • What is my central aim? • What is my purpose? • Information • What info am I using in coming to this conclusion? • What experience have I had to support this claim? • What info do I need to settle the question • Inferences/Conclusions: • How did I reach this conclusion? • Is there another way to interpret the information?

  36. Concepts: • What is the main idea here? • Could I explain this idea? • Assumptions: • What am I taking for granted? • What assumption has led me to this conclusion? • Implications & Consequences: • If someone accepted my position, what would be the implications? • What am I implying?

  37. Points of View • From what point of view am I looking at this issue? • Is there another point of view I should consider? • Questions: • What question am I raising? • What question am I addressing?

  38. “The mind is its own place and in itself can make a hell of heaven or a heaven of hell” Milton – Paradise Lost

  39. Level 5 Leader – “Good to Great” – Jim Collins • Level 1 – Highly capable individual – Makes productive contributions through talent, knowledge, skills, and good work habits • Level 2-Contributing Team Member – Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting • Level 3 – Competent Manager- Organizes people and resources toward the effective and efficient pursuit of pre-determined objectives • Level 4 – Effective Leader – Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards • Level 5 – Executive – Builds enduring greatness through a paradoxical blend of personal humility and professional will

  40. Level 5 Leader • “Channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredible ambitious – but their ambition is first and foremost for the institution, not themselves”

  41. Who is Darwin Smith?? • “I never stopped trying to become qualified for the job” • During his 20 years of leadership, the company's annual sales grew from $1 billion to $7 billion • Without question, he accelerated the transformation of K-C from paper maker to international consumer products giant.

  42. Smith shunned any attempt to shine the spotlight on him, preferring instead to direct attention to the company and its people.

  43. Tomorrow at 5pm! Developing Exceptional Teams

  44. Leading & Team Building PROMISE Consulting Joyce J. Perrone 412-599-1112 joyce@fyi.net

  45. Discussion What happened in this scene? Is Sobel a good Leader? What did Winters do? How did these experiences impact the team?

  46. Learn to Develop the TEAM • Constant Event – you CAN’T let up! • Once Pressure is off, goes back to the “way it was” • Review, review, review • Accountability • Trend Tracking • Build “SPECIALISTS”

  47. Why Teams Fail? • Not taking time in the beginning for understanding of role in team • Believing EVERYTHING has to be done as a team • Lack of accountability • Not enough needed resources (esp. Time!) • Leaders not letting go- and Followers not taking the lead

  48. Lack of focus on excellence & creativity • Lack of Planning • Lack of management support • Inability to deal w/ conflict • Lack of training– Learn by *fire*