Bret L Simmons, Ph.D.<br />Assistant Professor of Management, UNR<br />www.bretlsimmons.com<br />Bret L. Simmons, Ph.D.<br...
What are we going to do today? <br />Turn ALL cell phones OFF<br />Relax!<br />Keep an open mind<br />Ask questions<br />I...
Agenda<br />Breaks 1.5 to 2 hours<br />Lunch 11:30<br />Bret L. Simmons, Ph.D.<br />3<br />
Bret L. Simmons, Ph.D.<br />4<br />Creative Tension<br />Goal/Ideal<br />“the way things could be”<br />Current State<br /...
Topics Today<br />Leadership<br />Purpose<br />Change<br />Followership<br />Assertive Communication<br />Bret L. Simmons,...
Leadership<br /><ul><li>What makes a good leader?
What makes a good follower?
Is there a crisis in leadership today?  If so, what is it?</li></ul>6<br />Bret L. Simmons, Ph.D.<br />
Management vs. Leadership<br />Managers<br />Do things right<br />Masters of existing routines<br />Efficiency <br />7<br ...
Management vs. Leadership<br />Leaders<br />Do the right thing<br />Vision and judgment<br />Effectiveness<br />8<br />Bre...
Leadership vs. Management<br />To do the right thing, a leader needs to understand what it takes to do things right <br />...
Action Memo <br /><ul><li>Leadership is an everyday way of acting and thinkingthat has little to do with a title or formal...
Recognize the opportunities for leadership all around you and act like a leader to influence others and bring about change...
Leadership<br />An influence relationship among leaders and followers who intend real changes that reflect their shared pu...
Exercise: Purpose<br /><ul><li>What is your organization’s mission?
What is your organization’s vision?
WHY do you do these things?</li></ul>12<br />Bret L. Simmons, Ph.D.<br />
Purpose: The Missing Factor<br /><ul><li>Mission– who, when, how we will get there
Vision– where we are going
Values– rules of engagement and norms of behavior
Purpose – why we do what we do</li></ul>13<br />Bret L. Simmons, Ph.D.<br />
Examples of Purpose<br /><ul><li>University of Texas Austin: </li></ul>To transform lives for the benefit of society<br />...
Purpose<br /><ul><li>Never changes
Short and easy for all to remember
Serve as a guide for everyone’s daily behavior
When reasonable people disagree on the “right thing to do”, purpose should be the guiding principle</li></ul>15<br />Bret ...
Purpose<br />Followers and leaders both orbit around thepurpose, followers do not orbit around the leader.  But if the pur...
Leadership and Change<br /><ul><li>Change requires leadership
Leadership necessitates change
Successful leadership requires continuous personal change</li></ul>17<br />Bret L. Simmons, Ph.D.<br />
Sacred Cows<br /><ul><li>The barriers to change that everybody knows about but that nobody talks about.  They are the poli...
What are the biggest sacred cows in your organization?
What is it that keeps people from leading these sacred cows to pasture?  What are the barriers to change in your organizat...
Driving out fear during hard times<br /><ul><li>Prediction: Give people as much information as possible about what will ha...
Understanding: Give people detailed information about why actions, especially actions that upset and harm them, were taken...
Driving out fear during hard times<br /><ul><li>Control: Give people as much influence as possible over what happens, when...
Compassion: Convey sympathy and concern for the disruption, emotional distress, and financial burdens that people face</li...
Exercise: Fear<br /><ul><li>How pervasive is the climate of fear in your organization and how damaging are the effects?
Why does the climate of fear exist?  What is driving and sustaining fear?
What can you do about it?</li></li></ul><li>How to spot an asshole (Sutton, 2007)<br />After talking to the alleged asshol...
Sutton’s “Things I believe” (some)<br /><ul><li>Getting a little power can turn you into an insensitive, self-centered jerk
Avoid pompous jerks whenever possible.  They not only can make you feel bad about yourself, chances are you will eventuall...
The best test of a person’s character is how he or she treats those with less power
The best single question for testing an organization’s character is: What happens when people make mistakes?</li></li></ul...
An influence relationship among leaders and followers who intend real changes that reflect their shared purpose. </li></li...
What do you think?<br /><ul><li>Leaders usually lead as they are led.
You will probably lead the way that you follow.</li></ul>26<br />
Bret L. Simmons, Ph.D.<br />Effective Followers<br />Effective followers are active, responsible, autonomous in their beha...
Bret L. Simmons, Ph.D.<br />28<br />Effective Followers<br /><ul><li>Practice self-management and self-responsibility.  Do...
Other-centered, committed to the organization and its purpose.  Not self-centered or self-aggrandizing.
Invest in competence and professionalism (they assume the responsibility to develop themselves)
Courageous, honest, credible</li></li></ul><li>Bret L. Simmons, Ph.D.<br />29<br />Effective Followers<br />As a follower,...
30<br />Effective Followers<br />What about loyalty?<br />Bret L. Simmons, Ph.D.<br />
Bret L. Simmons, Ph.D.<br />31<br />Loyalty <br />Both leaders and followers are entering into a contract to pursue the co...
Bret L. Simmons, Ph.D.<br />32<br />At its best, leadership is shared among leaders and followers, with everyone fully eng...
Courageous Followership<br />Courage: The ability to step forward through fear<br />Accepting responsibility<br />Nonconfo...
Bret L. Simmons, Ph.D.<br />34<br />Courage of the follower<br /><ul><li>An individual who is not afraid to speak and act ...
Because courage implies risk, you should develop contingency plans
“Courage muscle” develops to the degree that we exercise it.</li></li></ul><li>Courageous Followership<br /><ul><li>Effect...
To assume responsibility
To serve
To challenge
To participate in transformation
To take moral action, and possibly even leave
Effective leadership requires the courage to listen to followers</li></ul>Bret L. Simmons, Ph.D.<br />35<br />
Bret L. Simmons, Ph.D.<br />36<br />Courage to assume responsibility(look inside yourself first)<br /><ul><li>Assume respo...
Do not hold a paternalistic image of the leader or the organization
Initiate values-based, purposeful action to improve processes
The “authority” to initiate comes from the courageous follower’s understanding and ownership of the common purpose, and fr...
Courage to assume responsibility for yourself<br />Interdependent relationships:  when every one assumes responsibility fo...
Do your people come to you with complaints or suggestions that they then expect you to resolve?<br />Or do your people com...
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  1. 1. Bret L Simmons, Ph.D.<br />Assistant Professor of Management, UNR<br />www.bretlsimmons.com<br />Bret L. Simmons, Ph.D.<br />1<br />www.slideshare.net/bretlsimmons<br />
  2. 2. What are we going to do today? <br />Turn ALL cell phones OFF<br />Relax!<br />Keep an open mind<br />Ask questions<br />Interact with me and your colleagues<br />Bret L. Simmons, Ph.D.<br />2<br />
  3. 3. Agenda<br />Breaks 1.5 to 2 hours<br />Lunch 11:30<br />Bret L. Simmons, Ph.D.<br />3<br />
  4. 4. Bret L. Simmons, Ph.D.<br />4<br />Creative Tension<br />Goal/Ideal<br />“the way things could be”<br />Current State<br />“the way things are”<br />Gap<br />Delay<br />
  5. 5. Topics Today<br />Leadership<br />Purpose<br />Change<br />Followership<br />Assertive Communication<br />Bret L. Simmons, Ph.D.<br />5<br />
  6. 6. Leadership<br /><ul><li>What makes a good leader?
  7. 7. What makes a good follower?
  8. 8. Is there a crisis in leadership today? If so, what is it?</li></ul>6<br />Bret L. Simmons, Ph.D.<br />
  9. 9. Management vs. Leadership<br />Managers<br />Do things right<br />Masters of existing routines<br />Efficiency <br />7<br />Bret L. Simmons, Ph.D.<br />
  10. 10. Management vs. Leadership<br />Leaders<br />Do the right thing<br />Vision and judgment<br />Effectiveness<br />8<br />Bret L. Simmons, Ph.D.<br />
  11. 11. Leadership vs. Management<br />To do the right thing, a leader needs to understand what it takes to do things right <br />(Bob Sutton)<br />9<br />Bret L. Simmons, Ph.D.<br />
  12. 12. Action Memo <br /><ul><li>Leadership is an everyday way of acting and thinkingthat has little to do with a title or formal position in an organization.
  13. 13. Recognize the opportunities for leadership all around you and act like a leader to influence others and bring about changes for a better future.</li></ul>10<br />Bret L. Simmons, Ph.D.<br />
  14. 14. Leadership<br />An influence relationship among leaders and followers who intend real changes that reflect their shared purpose. <br />(Daft, 2002)<br />11<br />Bret L. Simmons, Ph.D.<br />
  15. 15. Exercise: Purpose<br /><ul><li>What is your organization’s mission?
  16. 16. What is your organization’s vision?
  17. 17. WHY do you do these things?</li></ul>12<br />Bret L. Simmons, Ph.D.<br />
  18. 18. Purpose: The Missing Factor<br /><ul><li>Mission– who, when, how we will get there
  19. 19. Vision– where we are going
  20. 20. Values– rules of engagement and norms of behavior
  21. 21. Purpose – why we do what we do</li></ul>13<br />Bret L. Simmons, Ph.D.<br />
  22. 22. Examples of Purpose<br /><ul><li>University of Texas Austin: </li></ul>To transform lives for the benefit of society<br /><ul><li>Mary Kay Cosmetics: </li></ul>Enhancing the lives of women around the world<br />14<br />Bret L. Simmons, Ph.D.<br />
  23. 23. Purpose<br /><ul><li>Never changes
  24. 24. Short and easy for all to remember
  25. 25. Serve as a guide for everyone’s daily behavior
  26. 26. When reasonable people disagree on the “right thing to do”, purpose should be the guiding principle</li></ul>15<br />Bret L. Simmons, Ph.D.<br />
  27. 27. Purpose<br />Followers and leaders both orbit around thepurpose, followers do not orbit around the leader. But if the purpose is not clear and motivating, leaders and followers can only pursue their perceived self-interest, not their common interest.<br />16<br />Bret L. Simmons, Ph.D.<br />
  28. 28. Leadership and Change<br /><ul><li>Change requires leadership
  29. 29. Leadership necessitates change
  30. 30. Successful leadership requires continuous personal change</li></ul>17<br />Bret L. Simmons, Ph.D.<br />
  31. 31. Sacred Cows<br /><ul><li>The barriers to change that everybody knows about but that nobody talks about. They are the policies and procedures that have outlived their usefulness – but that no one dares touch
  32. 32. What are the biggest sacred cows in your organization?
  33. 33. What is it that keeps people from leading these sacred cows to pasture? What are the barriers to change in your organization?</li></ul>Bret L. Simmons, Ph.D.<br />18<br />
  34. 34. Driving out fear during hard times<br /><ul><li>Prediction: Give people as much information as possible about what will happen to them and when it will happen
  35. 35. Understanding: Give people detailed information about why actions, especially actions that upset and harm them, were taken</li></ul>19<br />
  36. 36. Driving out fear during hard times<br /><ul><li>Control: Give people as much influence as possible over what happens, when things happen, and the way things happen to them; let them make as many decisions about their own fate as possible
  37. 37. Compassion: Convey sympathy and concern for the disruption, emotional distress, and financial burdens that people face</li></ul>20<br />
  38. 38. Exercise: Fear<br /><ul><li>How pervasive is the climate of fear in your organization and how damaging are the effects?
  39. 39. Why does the climate of fear exist? What is driving and sustaining fear?
  40. 40. What can you do about it?</li></li></ul><li>How to spot an asshole (Sutton, 2007)<br />After talking to the alleged asshole, does the ‘target” feel oppressed, humiliated, de-energized, or belittled by the person? In particular, does the target feel worse about him or herself?<br />Does the alleged asshole aim his or her venom at people who are less powerful rather than at those people who are more powerful? (Kiss up, kick down)<br />
  41. 41. Sutton’s “Things I believe” (some)<br /><ul><li>Getting a little power can turn you into an insensitive, self-centered jerk
  42. 42. Avoid pompous jerks whenever possible. They not only can make you feel bad about yourself, chances are you will eventually start acting like them
  43. 43. The best test of a person’s character is how he or she treats those with less power
  44. 44. The best single question for testing an organization’s character is: What happens when people make mistakes?</li></li></ul><li>Bret L. Simmons, Ph.D.<br />24<br />Leadership: once again<br /><ul><li>Do the right thing
  45. 45. An influence relationship among leaders and followers who intend real changes that reflect their shared purpose. </li></li></ul><li>Exercise<br />Individually, then in groups:<br />What is the biggest opportunity for improvement that you see in your organization?<br />What is your suggestion to your chief for how to address that opportunity?<br />Pick a leader to role play with me<br />Bret L. Simmons, Ph.D.<br />25<br />
  46. 46. What do you think?<br /><ul><li>Leaders usually lead as they are led.
  47. 47. You will probably lead the way that you follow.</li></ul>26<br />
  48. 48. Bret L. Simmons, Ph.D.<br />Effective Followers<br />Effective followers are active, responsible, autonomous in their behavior, and critical in thinking without being disrespectful (?) or insubordinate (?).<br />27<br />
  49. 49. Bret L. Simmons, Ph.D.<br />28<br />Effective Followers<br /><ul><li>Practice self-management and self-responsibility. Do not require close supervision.
  50. 50. Other-centered, committed to the organization and its purpose. Not self-centered or self-aggrandizing.
  51. 51. Invest in competence and professionalism (they assume the responsibility to develop themselves)
  52. 52. Courageous, honest, credible</li></li></ul><li>Bret L. Simmons, Ph.D.<br />29<br />Effective Followers<br />As a follower, you are responsible for your behavior, not the reaction of your leaders and peers. Do the right thing.<br />
  53. 53. 30<br />Effective Followers<br />What about loyalty?<br />Bret L. Simmons, Ph.D.<br />
  54. 54. Bret L. Simmons, Ph.D.<br />31<br />Loyalty <br />Both leaders and followers are entering into a contract to pursue the common purpose within the context of their values. The loyalty of each is to the purpose and to helping each other stay true to that purpose.<br />
  55. 55. Bret L. Simmons, Ph.D.<br />32<br />At its best, leadership is shared among leaders and followers, with everyone fully engaged and accepting higher levels of responsibility and accountability to each other (Daft, 2002)<br />
  56. 56. Courageous Followership<br />Courage: The ability to step forward through fear<br />Accepting responsibility<br />Nonconformity<br />Push beyond your comfort zone<br />Ask for what you want and say what you think<br />Fight for what you believe<br />Whether leading or following, strive to encourage, not discourage those around you<br />Bret L. Simmons, Ph.D.<br />33<br />
  57. 57. Bret L. Simmons, Ph.D.<br />34<br />Courage of the follower<br /><ul><li>An individual who is not afraid to speak and act on the truth as she perceives it, despite external inequities, is a force to be reckoned with.
  58. 58. Because courage implies risk, you should develop contingency plans
  59. 59. “Courage muscle” develops to the degree that we exercise it.</li></li></ul><li>Courageous Followership<br /><ul><li>Effective followership requires the courage (Chaleff, 1998):
  60. 60. To assume responsibility
  61. 61. To serve
  62. 62. To challenge
  63. 63. To participate in transformation
  64. 64. To take moral action, and possibly even leave
  65. 65. Effective leadership requires the courage to listen to followers</li></ul>Bret L. Simmons, Ph.D.<br />35<br />
  66. 66. Bret L. Simmons, Ph.D.<br />36<br />Courage to assume responsibility(look inside yourself first)<br /><ul><li>Assume responsibility for themselves and the organization
  67. 67. Do not hold a paternalistic image of the leader or the organization
  68. 68. Initiate values-based, purposeful action to improve processes
  69. 69. The “authority” to initiate comes from the courageous follower’s understanding and ownership of the common purpose, and from the needs of those the organization serves.</li></li></ul><li>Bret L. Simmons, Ph.D.<br />37<br /><ul><li>“By assuming responsibility for our organization and its activities, we can develop a true partnership with our leader and sense of community with our group. This is how we maximize our own contribution to the common purpose. Assuming responsibility requires courage because we then become responsible for the outcomes – we can’t lay the blame for our action or inaction elsewhere. But before we can assume responsibility for the organization, we must assume responsibility for ourselves” </li></li></ul><li>Bret L. Simmons, Ph.D.<br />38<br />Unless and until you assume full responsibility for yourself, you force others to assume responsibility for you<br />
  70. 70. Courage to assume responsibility for yourself<br />Interdependent relationships: when every one assumes responsibility for themselves<br />Dependent relationships: follower does not assumer responsibility for himself or the leader does not acknowledge the follower’s responsible behavior<br />Bret L. Simmons, Ph.D.<br />39<br />
  71. 71. Do your people come to you with complaints or suggestions that they then expect you to resolve?<br />Or do your people come to you with suggestions for improvement that they are willing to take some leadership in implementing?<br />Bret L. Simmons, Ph.D.<br />40<br />Courage to assume responsibility for yourself<br />
  72. 72. Exercise<br />Is your relationship with your supervisor dependent or interdependent? Why?<br />Are your relationships with your followers mostly dependent or interdependent? Why?<br />What could you do to improve?<br />Bret L. Simmons, Ph.D.<br />41<br />
  73. 73. Bret L. Simmons, Ph.D.<br />42<br />Followership style<br /><ul><li>Partner: high support, high challenge
  74. 74. Risk taker, purpose driven, holds self and others accountable, confronts sensitive issues, peer relations with authority
  75. 75. Implementer: high support, low challenge
  76. 76. Dependable, supportive, defender, team oriented, compliant, respectful of authority
  77. 77. Individualist: low support, high challenge
  78. 78. Confrontational, self-assured, independent thinker, self-marginalizing, unintimidated by authority
  79. 79. Resource: low support, low challenge
  80. 80. Present, uncommitted, executes minimum requirements, makes complaints to third parties, avoids the attention of authority.</li></li></ul><li>Rhetoric of Partnership<br />Bret L. Simmons, Ph.D.<br />43<br /><ul><li>Partner followers don’t “dump” on leaders
  81. 81. “This sucks (and so do you) and YOU need to fix it. What’s wrong with you?”
  82. 82. Partner followers challenge the leader, but also try to share responsibility with the leader for correcting the situation
  83. 83. “This does not seem to be working and I think we can do better. Have you considered these alternatives/options? Here is what I would be willing to do to help.”</li></li></ul><li>Paradox of Partnership<br />The only way to develop your partnership skills is to practice them, and you may not be (probably won’t be) invited to be a partner.<br />Your responsibility to practice partnership is independent of your invitation to do so.<br />You won’t encourage partnership as a leader unless you have practiced partnership as a follower.<br />Bret L. Simmons, Ph.D.<br />44<br />
  84. 84. Exercise<br />When was the last time your challenged your supervisor’s behavior or policies? Why did you do it? What were the results?<br />Do you have any partner followers? Share a specific example with the group. <br />If you don’t have any partner followers, why not? Discuss the implications with your group<br />If you do have partners, why do they behave like that? Again, what are the implications of having these folks?<br />Bret L. Simmons, Ph.D.<br />45<br />
  85. 85. Improving the Process<br />Stop thinking its not your problem. Realize it is your responsibility.<br />Courageous followers don’t just tell the leader “something should be done about this,” adding to the burden of leadership, but present ideas for improving the process that the leader can consider and they offer to help with the implementation. <br />Bret L. Simmons, Ph.D.<br />46<br />
  86. 86. Eliciting Feedback<br />Focus on performance and behavior – things that you can control and change<br />Bret L. Simmons, Ph.D.<br />47<br />
  87. 87. Courage to Serve the Purposeful Leader (Look outside yourself)<br />Assume new or additional responsibilities to unburden the leader and serve the organization<br />Stand up for the leader and the tough decisions a leader must make for the org. to achieve its purpose<br />Are as passionate as the leader in pursuing the common purpose<br />Stay alert for areas in which their strengths complement the leader’s and assert themselves in these areas.<br />Bret L. Simmons, Ph.D.<br />48<br />
  88. 88. Courage to Serve the Purposeful Leader<br />Show care and concern for the leader. Find ways to meet her expectations and reduce her stress levels. <br />Defending the leader (inside the organization)<br />Encourage yourself and others to be constructive<br />Focus on the leader’s strengths<br />Defending a leader publicly (outside the organization) <br />Don’t expect perfection<br />Expect leaders to live up to their publicly stated values<br />Bret L. Simmons, Ph.D.<br />49<br />
  89. 89. Courage to Serve the Purposeful Leader<br />Avoiding insularity<br />Lose perspective and fresh ideas<br />Takes courage to welcome others, who may dilute our power, into the inner circle<br />Diversity is a primary source of the balance needed to use power wisely.<br />Bret L. Simmons, Ph.D.<br />50<br />
  90. 90. Bret L. Simmons, Ph.D.<br />51<br />Courage to challenge (the leader that has wandered off purpose)<br /><ul><li>Give voice to the discomfort they feel when the behaviors or policies of the leader or group conflict with their sense of what is right with respect to the purpose
  91. 91. Willing to stand up, stand out, to risk rejection, to initiate conflict in order to examine the actions of the leader and group when appropriate
  92. 92. Willing to deal with the emotions their challenge evokes in the leader and group
  93. 93. Value organizational harmony, but not at the expense of the common purpose and their integrity</li></li></ul><li>Courage to Challenge<br />Conditioned for others to be responsible for our behavior but we are not held responsible for theirs.<br />Immature leaders surround themselves with followers that kowtow to them.<br />Skillful followers confront a leader in a way that simultaneously respects the accomplished adult, preserves the adult’s self-esteem, and challenges the immature behavior.<br />Bret L. Simmons, Ph.D.<br />52<br />
  94. 94. Courage to Challenge<br />Should be willing to challenge a leader’s behavior and policies – behavior is the most difficult<br />Bret L. Simmons, Ph.D.<br />53<br />
  95. 95. Bret L. Simmons, Ph.D.<br />54<br />Assertive Communication<br /><ul><li>The ability to communicate clearly and directly what you need or want from another person in a way that does not deny or infringe upon the other’s rights.
  96. 96. Use I-statements rather than you-statements; produce dialogue rather than defensiveness.</li></li></ul><li>Bret L. Simmons, Ph.D.<br />55<br />Assertive vs. Aggressive<br />
  97. 97. Bret L. Simmons, Ph.D.<br />56<br />I-statements: Three components<br />A specific and nonblaming description of the behavior exhibited by the other person<br />The concrete effects of that behavior<br />The speaker’s feelings about the behavior<br />
  98. 98. Bret L. Simmons, Ph.D.<br />57<br />I-statement examples<br />
  99. 99. Bret L. Simmons, Ph.D.<br />58<br />Assertive communication<br /><ul><li>In addition to using I-statements:
  100. 100. Empathize with the other person’s position in the situation
  101. 101. Specify what changes you would like to see in the situation or in another’s behavior, and offer to negotiate those changes with the other person
  102. 102. Indicate, in a nonthreatening way, the possible consequences that will follow if change does not occur.</li></li></ul><li>Bret L. Simmons, Ph.D.<br />59<br />Assertive Communication: <br />An example<br /><ul><li>“When you are late to meetings, I get angry because I think it is wasting the time of all the other team members and we are never able to get through our agenda items. I would like you to consider finding some way of planning your schedule that lets you get to these meetings on time. That way, we can be more productive at the meetings and we can all keep to our tight schedules.”</li></li></ul><li>Challenging indirectly<br />Find ways to engage rather than alarm the leader.<br />Questions to shift perspective: “Is there another way we can look at this situation?”<br />Anticipating questions others might ask of the leader about her policy: “How would we respond to the concern that….”<br />Bret L. Simmons, Ph.D.<br />60<br />
  103. 103. Courage to Challenge<br />Bret L. Simmons, Ph.D.<br />61<br /><ul><li>Avoiding knee-jerk rejection
  104. 104. Don’t ask for and don’t expect an immediate action or decision – allow time for the leader to “think about it”
  105. 105. Keep the door open for the leader to reflect
  106. 106. The duty to obey
  107. 107. If we choose to continue being a follower of this leader and if the policies are not morally repugnant to us, we have the responsibility to implement the policies.
  108. 108. We have the right to challenge policies, but do not have the right to sabotage implementation.</li></li></ul><li>Courage to Challenge<br />Challenge abuse early<br />Challenging the use of language<br />Arrogance – leaders believe they are qualitatively different from their followers<br />Leaders who scream<br />Personal issues (e.g. infidelities, sexual harassment, substance abuse)<br />Leaders who won’t challenge their leaders<br />Challenge thyself, too – BEFORE challenging the leader.<br />Bret L. Simmons, Ph.D.<br />62<br />
  109. 109. Bret L. Simmons, Ph.D.<br />63<br />The courage to listen to followers<br /><ul><li>Do you really want courageous followers?
  110. 110. May say one thing, but behavior and polices encourage other behaviors from followers
  111. 111. Acid test: do followers actually come to you with tough issues about corporate issues or your own behavior and policies?
  112. 112. What messages are number twos sending?
  113. 113. Responsible not only for the cultural and moral tone you set personally, but also for the tone set by those with whom you surround yourself. (example)</li></li></ul><li>Courage to Listen to Followers<br />Appreciating constructive challenge more<br />Do you really appreciate staff who challenge the way in which you are leading?<br />Create a climate in which you hear and pay attention to tough feedback.<br />Examine your own beliefs about authority, what is and is not appropriate to say to those in authority<br />Reflect on your comfort with criticism<br />Bret L. Simmons, Ph.D.<br />64<br />
  114. 114. Courage to Listen to Followers<br />If you react defensively when criticized, you are unlikely to hear further about the matter or to hear further from the individual.<br />A requisite of good leadership is to override naturally defensive feelings, statements, and behaviors, and display genuine interest in what sources of critical feedback are telling you.<br />Demonstrate responsiveness to feedback<br />Bret L. Simmons, Ph.D.<br />65<br />
  115. 115. Courage to Listen to Followers<br />Inviting creative challenge<br />Proactive vs. reactive<br />Distinguish between challenge to your authority and challenge to your ideas<br />Bret L. Simmons, Ph.D.<br />66<br />
  116. 116. Courage to Listen to Followers<br /><ul><li>When leaders present their own ideas for action before giving their team a chance to generate a range of options, they inhibit further dialogue.</li></ul>Bret L. Simmons, Ph.D.<br />67<br />
  117. 117. A culture of communication, not complaints<br />Complaints should be taken to the person or persons who need to be addressed for it to be resolved.<br />Are there complaints about you that you are not hearing?<br />Leaders that listen to complaints are colluding with the dysfunctional culture.<br />If you listen to complaints, you are creating dependent, not interdependent relationships<br />Bret L. Simmons, Ph.D.<br />68<br />
  118. 118. Courage to Listen to Followers<br />Creating protected communication channels<br />Provide your staff with a low-risk way of raising issues that concern them.<br />Discernment: what is the right action?<br />Purpose driven vs. ego driven<br />True motives: better for me, or better for everyone<br />Bret L. Simmons, Ph.D.<br />69<br />
  119. 119. Open Discussion<br />What does your group see as the biggest “gaps” between where you are and where you need to be?<br />How can you help each other “hold creative tension” as you work to close these gaps?<br />Any questions of me?<br />Bret L. Simmons, Ph.D.<br />70<br />
  120. 120. www.slideshare.net/bretlsimmons<br />Thanks!<br />simmonsb@unr.edu<br />Bret L. Simmons, Ph.D.<br />71<br />
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