Leadership in your facility

1. Leadership in your facility Jodi Krause, University of Wisconsin – Madison Green Clean Schools Leadership Council Member

2. Leading the way • 6 leadership styles • Authoritarian • Paternalistic • Democratic • Laissez-faire • Transactional • Transformational

3. leadership styles • Authoritarian • Distinction between leader & staff, direct supervision • Leader Focus on efficiency • Communication is downward • Goals set individually by leader • paternalistic • Parental relationship, extremely solid • Leader provides complete concern, staff provide trust & loyalty • Family dynamic – go to each other with any problem, personal or professional • Can create ‘favorites’

4. leadership styles • Democratic • Shared decision making • Promote interests of group members • Practices social equality • Often most effective style – increases productivity • Laissez-faire • Power to make decisions belong to staff • Leader provides materials necessary to accomplish the goal, no direct hand in decision making unless requested • Effective when: staff are highly skilled, experienced, take pride in work, consultants are used

5. leadership styles • Transactional • Motivate through reward & punishment • Identifies needs of staff, gives rewards based on performance • Focus on increasing efficiency of established routines • Leaders effected by emotional levels • Transformational • Leader not limited by self or staff perception • Leaders challenge and inspire staff, provide sense of purpose • Create a vision and share it with staff

6. Your leadership style • Why did you become a leader • Style is going to change • Being a leader is a choice • Leaders aren’t born • An overwhelming majority of people are unhappy or unfulfilled at work. • Their relationship with their direct supervisor. • The corporate culture. • Of people who say they are dissatisfied with their direct supervisor 80% are disengaged with their work.

7. servant leadership Good Leaders Must First Become Good Servants. - Robert Greenleaf The phrase “servant leadership” was coined by Robert K. Greenleaf in an essay he first published in 1970.

8. The Servant as Leader • The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature. • “The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?”

9. The Servant as Leader • A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

10. The servant as leader • 10 Characteristics of a Servant Leader • Listening – staff ideas, what they want or need, creativity • Empathy - you think you can empathize, but unless you’ve been there . . . doesn’t mean you shouldn’t try • Healing - offer to listen, ask if there’s anything you can do, be sincere & support them in ways that you can • Awareness - able Leaders are sharply awake and reasonably disturbed • Persuasion - talk about the why, offer compelling reasons when making requests, • Conceptualization - encourage them to dream big, nurture an environment that makes people want to be innovative • Foresight - Do others have confidence in your ability to anticipate the future and its consequences • Stewardship - we are talking about people, the group, community or organization • Building Community - servant leader instills and supports a sense of community spirit in the workplace. • Commitment to Growth of Others - all people have something to offer beyond their tangible contributions; spiritually, professionally, personally

11. The servant as leader • Servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world • Servant Leadership isn’t a place, or a destination, or a certification. There aren’t club dues you have to pay, you don’t have to call yourself a servant leader, and there’s not a secret handshake (unless someone hasn’t told me because it’s secret) • It’s a mindset that when you choose to live a life to serve others first, tremendous things happen • It’s trait. It’s a conscious decision that you put people first in everything you do. • In an ORGANIZATION… Servant Leadership - it’s still very personal. Everybody is their own somebody. It’s an understanding that no two people are the same. • It’s a very personal journey that’s different for every person. • Because it’s so simple, you have to care about people, and want the best for them.

12. Companies using servant leadership

13. Building leaders – developing staff • Employees in the united states (gallup poll) • 33% are engaged • 50% are not engaged • 17% are actively disengaged

14. Building leaders – developing staff • Structure of your facility • Core values • intergrity • stewardship • Optimism • care • creativity • excellence • Respect

15. Building leaders – developing staff • How do you engage employees? • Build trust (leaders) • Empower employees • Involve staff in decisions • Recognition • Training • Professional development

16. Building leaders – developing staff • Build trust • Approachable • Actively listen • Follow through • Empower employees • share ideas • Develop plan • Implement • Audit

17. Building leaders – developing staff • Involve employees • Product, equipment, testing committee (PET) • Demonstrating new products or equipment • Collecting feedback on new products • Decisions on purchasing • Communication • Ask what works for them • mentoring • Peer partners

18. Building leaders – developing staff • recognition • Team building • Pot lucks • Anniversary tokens • pins • Monetary

19. Building leaders – developing staff • Training • Centralized training for all staff • Training program – lead custodians • Inspections (summer and AY) • Writing and giving reviews • Review and updating of Run Sheets

20. Building leaders – developing staff • Professional Development • Communication • Building Relationships • HR Policies • Habitudes • Fully Prepared to Lead (OHRD) Sessions • Coaching and Developing Others • Time and Self-Management • Influencing Teams from Within

21. Questions ?