Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertAssociation Executives...
Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertFrom Insight to Action...
Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertUsing Powerful Questio...
Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckert360-Degree ThinkingThr...
Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertUnderstanding ChangeCa...
Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertDynamic Decision Makin...
Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertFrom Insight to Action...
Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertGabriel Eckert, CAEGab...
Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertSave 10% with discount...
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2014 aenc from insight to action handout

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This is the handout from Gabriel Eckert's Session on Insights to Action at the 2013 AENC Annual Meeting.

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2014 aenc from insight to action handout

  1. 1. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertAssociation Executives of North CarolinaAnnual MeetingJune 9-10, 2013From Insight to Action: 6 New Ways to Think, Lead & AchieveImplementation Tool KitDesigned by Gabriel Eckert, CAE
  2. 2. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertFrom Insight to Action: 6 New Ways to Think, Lead and AchieveTake a fresh look at leadership. Be a more effective staff or volunteer leader by embracing six emergingcompetencies. The cornerstones of From Insight to Action are: Powerful Questions, 360-DegreeThinking, Understanding Change, Heightened Intuition, Dynamic Decision Making, and Diversity ofThought ... From Insight to Action offers insights to help you lead and sustain success in the face ofconstant change.6 Emerging Leadership CompetenciesPowerful Questions – Asking open-ended, non-leading questions, to which the leader does not seek apredetermined answer or outcome, and actively listening and using follow-up questions to fullyunderstand the answer.360 Thinking – Understanding the fundamental interconnections between systems, structures,processes, culture and ideas, and understanding the impact that changes in one have on another.Understanding Change – Understanding the underlying drivers and barriers of change in individuals andorganizations.Heightened Intuition – Recognizing and understanding your internal response or sense regarding anissue.Dynamic Decision Making – Blending and balancing data and intuition when making a decision.Diversity of Thought – Using both right- and left-brain thinking; recognizing and valuing difference ofopinion; and creating work teams that include diverse ways of thinking.Powerful Questions Based on leader’s role as facilitator Powerful questions are open-ended and sincere Leaders should actively listen, ask follow-up questions and look for patterns It is important to know the difference between learner mode and judger mode How we ask a question impacts the answerPowerful Questions help organizations determine what to do, what not to do, and what to stop doing.
  3. 3. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertUsing Powerful Questions to Evaluate New Programs and ServicesVision – the following questions will determine if the request supports the association’s defined vision Does the request support/advance one of our strategic initiatives? If so, which one(s) and how? Does the request create value for members and/or stakeholders? If so, how? Is the request in line with the association’s core purpose? Is there currently a similar program in the marketplace?Resources – the following questions will determine if the association has the resources necessary toimplement the request Do we have adequate financial resources to implement the request? Are there adequate resources among members (committees, task force, etc.) to implement therequest? Are there adequate staff resources to implement the request? (to be answered by the ExecutiveDirector) How would approving the request impact staff resources? How would approving the request impact the committee’s ability to meet its already establishedcharges for the year? If the request is approved, when is the best time to begin implementation? (Is it now, or later?) What do we need to give up or stop doing to implement the request?Consequences – the following questions will determine the consequences of approving and denying therequest Are there any liability concerns? If so, what are they, and how can they be addressed? How do we feel about the request? What would happen if we chose not to approve the request? (both positive and negativeconsequences) What would happen if we chose to approve the request? (both positive and negativeconsequences) Have we tried this idea in the past, and if so, what were the results? What did we learn? Andwhat is different now?
  4. 4. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckert360-Degree ThinkingThree things leaders need: New sources of information Challenge their way of thinking Identify and understand connectionsWhole-brain thinking creates well-rounded teamsLeaders also need to identify and understand connections between people, processes and outcomes.360 Degree Thinking – ToolsHerrmann Brain Dominance Indicator (HBDI) www.hbdi.comDiSC analysis www.discprofile.com
  5. 5. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertUnderstanding ChangeCan we really manage change? … Leaders need to understand their own internal response to changeand perceive that of others. What do I know about my level of resistance to change? What do I know about others’ level of resistance to change? How can I gain a better understanding of my own barriers to change and those of others?There are 2 types of change: Technical and AdaptiveTechnical challenges are problems that can be clearly defined and often addressed with knownsolutions, skills, and behaviors. Organizations leverage existing structures and procedures to addressthese challenges. As a result, no real change is required. It is often more a matter of training oradaptation of existing solutions and procedures.Adaptive challenges are far more complex. They represent forces requiring significant shifts in individualhabits, status, role, identity, or way of thinking. As a result, organizational leaders who initiatesubstantial change must help people to make these shifts.Heightened IntuitionThere is an overabundance of data. Intuition integrates information from all the senses.Leaders need to: Know themselves Leverage experiences Recognize patterns Understand connectionsWays to heighten your intuition: Listen more effectively Reflect on a decision before implementation Examine underlying assumptions Consult others Communicate Learn to recognize and interpret your emotions Increase experiences … try new things Create the right learning environment and culture
  6. 6. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertDynamic Decision MakingDynamic decision making allows for blending of data and intuition. This results in decisions that arefact-based and feel right.Diversity of ThoughtAssociations need entry points for new leaders to emerge and also need to examine board selectionprocesses to ensure the organization’s leadership is truly diverse.
  7. 7. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertFrom Insight to Action: Six New Ways to Think, Lead and Achieve, is available from ASAE atwww.asaecenter.org/bookstore or by calling 888-950-2723. Bulk-order discounts available.SAVE 10% with discount code GE2013
  8. 8. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertGabriel Eckert, CAEGabriel serves as executive director of the Building Owners and Managers Association of Georgia (BOMAGeorgia). He has previously served as director of communications and marketing for BOMA-Atlanta, anddirector of communications for the Georgia Cattlemen’s Association and Georgia Beef Board.He earned a Bachelor of Science degree from Kansas State University and also earned a Master ofBusiness Administration degree from Kennesaw State University, where he was recognized as the topstudent in the Executive MBA class of 2011.Gabriel is a Certified Association Executive and currently serves as past chair of the Georgia Society ofAssociation Executives Foundation. He was selected as one of the Top 40 Under 40 in Metro Atlanta bythe Atlanta Business Chronicle, and has been named by the publication three times as one of MetroAtlanta’s Top 100 Who’s Who in Commercial Real Estate. And in 2012, he also received the nationalyoung professional award from Association Trends.In addition to his full-time job as an association executive, Gabriel is a consultant, speaker and author ofa new book published by the American Society of Association Executives, “From Insight to Action: 6 NewWays to Think, Lead and Achieve.”For additional information, go to www.gabrieleckert.com
  9. 9. Copyright 2013 | Gabriel Eckert, CAE | www.gabrieleckert.com | 404-731-4017 | Twitter @gabrieleckertSave 10% with discount code GE2013

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