Prepared for the National Mentoring Summit Arlington, VA; January 2014

1. Leadership To Transform the Mentoring Movement Prepared for the National Mentoring Summit Arlington, VA; January 2014

2. "There are many people who think they want to be matadors, only to find themselves in the ring with two thousand pounds of bull bearing down on them, and then discover that what they really wanted was to wear tight pants and hear the crowd roar. Greg Owens, LMSW

3. Welcome • What You Should Walk Away With: • A framework for leadership work • A better understanding of yourself as a leader • An understanding of low and high performance • How to diagnose for leadership & high performance work • Leadership functions, tools and competencies • Ideas about where leaders spend their time Greg Owens, LMSW

4. Traditional Leadership Mindset New Collective Leadership Mindset Greg Owens, LMSW

5. Greg Owens, LMSW

6. The Role of Leaders According to businessman & author Max De Pree, whose leadership moved his company to the top of the Fortune 500: The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. Greg Owens, LMSW

7. What is Leadership? • Leadership is a body of work • Everybody has to do leadership work to get performance • It’s a journey; not a destination. Greg Owens, LMSW

8. Greg Owens, LMSW

9. What is the one thing that every leader must have? Greg Owens, LMSW

10. Followers! Greg Owens, LMSW

11. Greg Owens, LMSW

12. Outdated Models Where and When Did This Come From? Greg Owens, LMSW

13. A Brief History Lesson • Work Is Holistic – 1800s • Shoemaker • Work Is Compartmentalized – 1900s • Assembly Lines • Factories • Work Is Holistic Again – 2000s • More Access to Information and Knowledge • Global • Fast Greg Owens, LMSW

14. Why Do We Still Use It? Do We Still Believe in an “All Powerful Oz”? Greg Owens, LMSW

15. The Nature of Change Then Now __________ Greg Owens, LMSW

16. Sir Ernest Shakleton “Persons wanted for hazardous journey, small wages, bitter cold, long months of complete darkness. Safe return doubtful. Honour and Recognition in case of success.” [In London Newspaper, 1906] Greg Owens, LMSW

17. Would you go on this voyage? Do you think that anyone did? Greg Owens, LMSW

18. My New Hero – John Horse Greg Owens, LMSW

19. 1963 March on Washington – A Lesson in Leadership and High Performance Greg Owens, LMSW

20. Leadership orManagement? Greg Owens, LMSW

21. Manager vs. Leader Competencies A ManagerA Leader • Has short-range perspective. Has a long-range perspective • Plans how and when Asks What? and Why? • Eyes the bottom line Eyes the horizon • Imitates others. Originates. • Accepts the status quo. Challenges the status quo. • Does things correctly. Does the correct thing. • Seeks continuity. Seeks change. • Focuses on goals for improvement. Focuses on goals of innovation. • Power is based on position or authority. Power is based on personal influence. • Demonstrates skill in technical competence. Demonstrates skill in selling the vision • Demonstrates skill in administration. Demonstrates skill in dealing with ambiguity. Greg Owens, LMSW

22. 3 Kinds of Work Leadership workThinking long-termLooking beyond your unit, grasping the relationships to othersReaching and influencing constituentsPutting emphasis on vision or valuesManagement WorkFocusing on production and process, monitoring quality and quantityTechnical WorkDoing the actual work, performing the task, hands on Greg Owens, LMSW

23. Exercise – Where Do You Spend Your Leadership Time? • Think of a typical week • What kinds of activities did you do during the week, by the day part (morning, afternoon, after school, after work) • List the activities by indicating whether they were leadership, management or technical. (see chart on next slide) • Take one management or technical activity and think of how to turn it into a leadership activity. Greg Owens, LMSW

24. Activity T M L Greg Owens, LMSW

25. 1st LAST 2nd 3rd Leadership Work Gets Better Performance Where leaders spend their time Urgent Not Urgent In High Performance, work is concentrated in Quadrants I and II QI QII • Crises • Deadline driven projects • Pressing problems • Prevention • Capacity building • Relationship building More Important • Some meetings, some calls • Proximate, pressing matters • Some reports, mail • Trivia, busy work • Some phone calls • Time wasters Less Important QIII QIV Greg Owens, LMSW

26. Approaches to Leading and Teaching HIGH Level of commitment and understanding by all those involved Capacity for continuous generation of leaders Teach Them Sell them Amount of time required Tell Them Depth of Learning Command Them LOW Greg Owens, LMSW

27. What is “High Performance” The leadership work that is done to achieve targeted outcomes that improve the quality of life for our customers Greg Owens, LMSW

28. High Performance • Why we strive for high performance • A higher moral purpose • Customer’s lives, families, self sufficiency, and communities well being. • Create an organization that taps into the energy of its employees around the well-being of children and families. • High stakes for low performance: children, adults, and families at risk Greg Owens, LMSW

29. Markers of Performance Lower Performance Organizations Management Philosophy and Style Problem Driven Rule-bound; system focused Centralized control of information, resources, decision making Communication generally top down or not at all Few opportunities for participation or interactions with management Often win/lose or adversarial mindset internally and externally Ends and means often confused Authority and Responsibility Top knows “best” Little risk taking; territorial/isolated Parent/child interactions Fear and punishment are primary motivators Disagreement seen as disloyal No self or organizational renewal Competition in problem solving Short-term perspective Quality not integrated into process/work methods Higher Performance Organizations Management Philosophy and Style Vision and value driven; well articulated and shared throughout the organization Focus on customers Results based Communication, decision making dispersed throughout the organization Information used for problem-solving and self-guidance Win/win mindset internally and externally Authority and Responsibility Each individual takes responsibility for own actions; has a personal sense of efficacy Adult/adult interactions Self-expression, making a contribution are primary motivators Individual and organizational renewal Collaboration in problem solving Larger, longer-term perspective Continuous improvement mindset Greg Owens, LMSW

30. Exercise 4 • Take a minute of “I” time and review the markers • Briefly discuss/describe them • Select one marker from the “red” or low performing side and describe why it is a concern for the organization • Select one from the “purple” or high performing side, and discuss why it is a good thing or value add for the organization • Take one marker in the “red”, and discuss how to move it to the “purple” or high performance Greg Owens, LMSW

31. Ideas Set Direction Values Set Boundaries Create Alignment Energy/Edge High Performance Greg Owens, LMSW

32. Quick Quiz!! • What was the name of the star ship in the hit TV series Star Trek? • What was the mission of the captain & the crew? Greg Owens, LMSW

33. Space - the Final Frontier. These are the voyages of the starship Enterprise. Its five-year mission: To explore strange new worlds. To seek out new life and new civilizations. To boldly go where no man has gone before. Greg Owens, LMSW

34. Was this the original mission statement? Greg Owens, LMSW

35. This is Gene Roddenberry's’ initial mission statement… This is the adventure of the United Space Ship Enterprise. Assigned a five year galaxy patrol, the bold crew of the giant starship explores the excitement of strange new worlds, uncharted civilizations, and exotic people. These are its voyages and its adventures. Greg Owens, LMSW

36. Justin Black’s contribution… Space, the final frontier. Endless. Silent. Waiting. This is the story of the United Space Ship Enterprise. Its mission: a five year patrol of the galaxy. To seek out and contact all alien life. To explore. To travel the vast galaxy, where no man has gone before. A Star Trek. Greg Owens, LMSW

37. What Do You Know About Your Organization? What is the vision of your work here? What are the Core Values of the organization? How do you know this? Greg Owens, LMSW

38. Leadership Exercise • Think of someone that you followed. • Why did you follow them? • What did they demonstrate or show you? • What did they believe? • What would they not tolerate? Greg Owens, LMSW

39. Big Ideas Values Edge Energy Greg Owens, LMSW

40. Big Ideas • Encompassing, metaphorical; sets direction and keeps people focused on the same goals; something everyone in the organization can contribute to • We won’t have any nursing home that I wouldn’t put my mother in • Every child will enter school ready to learn • Every child has a right to a childhood Greg Owens, LMSW

41. Big Ideas • “I am the Greatest” • “Let’s put a man on the moon” • “Let us develop a kind of dangerous unselfishness.” • “Each One Teach One” Greg Owens, LMSW

42. What is my best hope for the mentoring movement in America/the World? Greg Owens, LMSW

43. Big Ideas Must Be… • Clear • Concise • Consistent • Compelling Greg Owens, LMSW

44. The Paradox of Ideas Quantum Ideas (aka BIG IDEAS) Trans-formation Incremental Ideas (aka little ideas) ContinuousImprovement Evolutionary Change Revolutionary Change Greg Owens, LMSW

45. Values Core values are traits or qualities that you consider not just worthwhile, they represent an individual's or organization's highest priorities, deeply held beliefs, and core, fundamental driving forces. Core values define what your organization believes and how you want your organization resonating with and appealing to employees and the external world. Greg Owens, LMSW

46. Big Idea Exercise - Values Its 10 – 15 years in the future, and you encounter someone you or your program mentored. What do you want them to say about the experience? Greg Owens, LMSW

47. Edge-Exercise If those statements or comments are your values statements, and your belief about the people who came to you for help, then what won’t you tolerate? Greg Owens, LMSW

48. Edge • What is your “line in the sand” about mentoring? • What won’t you tolerate? • What will cause you to take action to stop something from happening? • How will people know what your “edge” decisions are? Greg Owens, LMSW

49. Energy • The thing that makes you go “Yea Baby”! • The reason that you come to work. • The reason that you got into this business. • What energizes you? • What energizes others around you? (team/division/agency) • What de-energizes you and others? • What will you do to stop the energy leaks? Greg Owens, LMSW

50. Energy-Exercise What are the things about this work that energize you? How do you create, maintain and contribute to an environment where people want to perform at their best? Greg Owens, LMSW