1 / 29

Downtown Denver Partnership

Downtown Denver Partnership. Leadership Development Program. Shane D. Stowell, Psy.D. RHR International, LLP. RHR International. Core Services Executive Development CEO Succession Executive Selection and Integration Management Due Diligence Senior Team Effectiveness

halle
Télécharger la présentation

Downtown Denver Partnership

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. Downtown Denver Partnership Leadership Development Program Shane D. Stowell, Psy.D. RHR International, LLP

  2. RHR International • Core Services • Executive Development • CEO Succession • Executive Selection and Integration • Management Due Diligence • Senior Team Effectiveness • Ph.D. level psychologists with business and leadership background • As Management Psychologists, we have a deep understanding of the complexities of human behavior in business settings. As experienced business people, we know how to translate that perspective into practical and strategic value.

  3. Session 1 Session 1

  4. “Common Denominator” Activity Take five (5) minutes to organize yourselves into groups of 5 -7 people who have something in common. The catch . . . You can’t speak to each other and you must all know why you are together as a group?

  5. True learning requires application “Learning is not a spectator sport. We do not learn much by just sitting and listening, memorizing prepackaged assignments, and spitting out answers. We must talk about what we are learning, write about it, relate it to past experiences, and apply it to our lives. We must make what we learn part of ourselves.” “Seven Principles for Good Practice,” AAHE Bulletin, 1987, p.3 A.W. Chickering and Z.F. Gamson

  6. Why are you here? Why did you choose to get involved with the Leadership Program?

  7. Table activity • What do you hope to personally get from this Leadership program? • What is one piece of advice you would share with the group that would enhance the learning here today? • What are you afraid others here in this group will discover about your leadership?

  8. Session 2 Session 2

  9. Follow-up • What stood out to you from the last session? • Any outstanding questions or lingering questions?

  10. Activity Instructions • On each table, you will find some implements to build a crossing. • Please take the next 10 minutes to work as a group and build something that will span the mock river. • The goal is to build a crossing that can hold a five pound weight. • I will be coming around to watch how you tackle this problem.

  11. Problem Solving Model

  12. Leading vs. Managing “What is it that makes a person a leader? Some would say it’s charisma, and you either have it or you don’t. Many leaders . . . couldn’t be described as particularly charismatic but nevertheless manage to inspire an enviable trust and loyalty among their followers. Through their abilities to get people on their side, they make changes in the culture of their organization and make their visions of the future real. How do they do it?” Managing People is Like Herding Cats: Warren Bennis on Leadership Warren Bennis, 1997, p. 107

  13. Necessary but not sufficient! What words or concepts would you use to describe the following? • Manager • Leader

  14. “Defining Moment” Exercise Think of an experience that has powerfully contributed to your development as a leader. • What were the features of the experience that gave it impact? (who, what, where, when?) • What were the critical features about yourself that gave it impact?

  15. Getting the most out of your Development Possible Questions to Honestly explore? • What do I want to get out of this program? • What can I get from others in the program? • What can I realistically commit to? • What kind of leader do I want to be? • Where do I want to be professionally? What does a career path look like for me? • How does this program impact my career/professional development? • Who do I need to involve to help me succeed? • How can I help develop others?

  16. Leaders often feel alone, but need not lead alone.

  17. Leadership Development Plans • Key Leadership Strengths: • List as many core strengths as you can! • Prioritize the top 5-7. • Personal Development Opportunities: • Identify a few things you need to do differently (Stop, Start, Continue) • Prioritize and only list the top (2-3) based on where you want to be long term. • Critical Next Steps to undertake in order to grow and develop in the direction you want: • What actions do you need to take? • What experiences do you need in order to practice the skill? • What is the timeline? • Who needs to be involved to help me succeed? • Who should I involve to help me check progress? • Who are the key stakeholders who can help me succeed?

  18. Homework • Please bring your personal Development plan next session? • You will need to bring it every session for the rest of the program?

  19. Session 3 Session 3

  20. Follow-Up • Any thoughts you want to share or discuss from last session? • Questions about development plans? • Take 5 minutes now to share your plan with someone next to you? • Ask for their feedback about how you could make it more behaviorally observable? • In essence, that means asking them if you didn’t know me and came to my work in 6 months what could you tell I was doing this? If not, what do I need to do differently to make it so you could see that I was doing this?

  21. How to Start a Movement • http://www.youtube.com/watch?v=V74AxCqOTvg

  22. Feedback How does what you just saw apply to giving and receiving Feedback?

  23. What makes for good Feedback? • Feedback should be balanced. • The intent must be help create behavioral change targeted toward a strategic organizational need. • It must be synthesized and focused on a core issue. • Trust has to dominate the experience. • You have to listen without judging

  24. Feedback Exercise • Write down two questions or concerns you have regarding the issues of Millennial’s integrating into your company specifically or the workplace in general? (5 Minutes) • Organize yourself into Triads (5 Minutes) • Swap Cards by Passing your questions to the right) • Gather Data (20-30 minutes) • Pair-up with someone else in the room. Capture their answers/ideas to the questions? • Rotate and Repeat two times! • Synthesize the Data by: (10 Minutes) • Key themes? • Why is it important to the person/organization? • Think about how you will lead the conversation to show respect and build trust? • Give Feedback (15 Minutes) • One person giving (Talking only) • One person receiving (Listening only) • One person taking notes (Capturing what is said) • Large Group Debrief (15 minutes)

  25. What did you Learn?

  26. What did you Learn (Continued)?

  27. Session 4 Session 4

  28. Follow-up • Is there anything from last session that you would like to discuss? • Note to self in session 4 (Do Bush fire Exercise) • In session 5 do the rope team activity

  29. Leadership resources www.rhrinternational.com http://hbr.org/ www.views.washingtonpost.com/leadership www.jimcollins.com http://www.smartbrief.com/leadership/ http://www.ccl.org/leadership/index.aspx

More Related