Junior League


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Junior League

  1. 1. Putting Together the Pieces of Leadership Junior League of Toledo
  2. 2. WHY 360 WHAT DO WE HOPE TO ACCOMPLISH?  Reward my friends and punish my enemies  Learn how effective I am as a leader  Determine how I compare to my colleagues  Discover my weaknesses  Find out who’s been saying bad things about me
  3. 3. know the perils
  4. 4. why bother?
  5. 5. task vs. relationship
  6. 6. Task-focused leaders concentrate T A on end results and S K appraise their personal worth by the list of their achievements.
  7. 7. Relationship- centered leaders think about the people doing the work
  8. 8. Task vs. Relationship High on Execution High on People Results oriented Sincere and straightforward Are decisive Set a positive example Hold others accountable Encourage open dialog Demand excellence Open to criticism Follow through on their Recognize and reward commitments contributions of employees Understand the business Motivate and inspire others
  9. 9. FACT: While tasks and results are important, it’s the ability to form and nourish relationships that sets highly effective leaders apart from the rest
  10. 10. High Effective Task Master Leader Focus on Execution Disengaged Motivator Low High Focus on People
  11. 11. High Focus on Execution Disengaged: Going through the motions; indifferent and apathetic Low High Focus on People
  12. 12. High Task Master: Heavy emphasis on authority and compliance; people are simply an ends to a mean Focus on Execution Low High Focus on People
  13. 13. High Focus on Execution Motivator or “Country Club” Manager: Low concern for productivity; too worried about being liked Low High Focus on People
  14. 14. High Effective Manager: Strong emphasis on both tasks and relationships Focus on Execution Low High Focus on People
  16. 16. Lamar and Michael are on a seesaw. Michael is bigger than Lamar, so the seesaw is not balanced. How could the seesaw be balanced? Lamar Michael ! a. Lamar should move toward the center, while Michael stays where he is. ✓ b. Michael should move toward the center, while Lamar stays where he is. c. Michael should move toward the end, while Lamar should move toward the center.
  17. 17. Raw Scores An average of your feedback results on a five-point scale, with 1 being the lowest and 5 being the highest.
  18. 18. T-Scores show how your results compare to hundreds of managers and executives ! across a broad range of different organizations. Mean = 50 Standard Deviation = 10
  19. 19. Forget reality. Perception drives behavior.
  20. 20. 10 sure-fire ways of improving your 360 o evaluation results
  21. 21. 1. Be a risk seeker.
  22. 22. risk Verb: To do something despite danger; to incur the chance of harm or loss by taking an action.
  23. 23. Risk Takers Some people respond to challenges that are presented… Risk Seekers …while others seek out opportunities to lead.
  24. 24. Admitting Ignorance Leadership requires the courage to surround yourself with employees who are potentially better at their jobs than you are at yours.
  25. 25. Pushing for PRO Change ACT “In a time of constant change, one thing hasn’t IVE changed: Organizations are still resistant to change.” Robert Reich
  26. 26. challenging bad decisions “If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize them over a beer—‘My God, how could they be so dumb?’ Your time for participating is now.” Andrew Grove, CEO Intel
  27. 27. Blowing the Whistle Most workers are far too faint-hearted for whistle blowing. Too many exhibit an unquestioning, even fearful, reverence for authority.
  28. 28. Addressing Performance Issues If you’re like most managers, you tend to blame yourself for an employee’s disappointing performance.
  29. 29. first GO “Leadership is going first in a new direction— and being followed.” Andrew Grove
  30. 30. Trusting Your Employees Many managers find trusting their employees highly anxiety- provoking because of the risk involved. The urge to peek over their shoulders, or even do the work themselves, is great.
  31. 31. Risk Seeker
  32. 32. “Leadership matters most when it is least clear what course should be followed.” –Michael Useem
  33. 33. 2. Embrace the chaos.
  34. 34. Challenge is not an activity, it’s a state of mind.
  35. 35. psychological hardiness “Hardy” individuals are more likely to approach stressful events as opportunities from which to learn, rather than as threats to fear or avoid.
  36. 36. 2:1 Non-Hardy to Hardy
  37. 37. Our survival requires avoiding deadly outcomes; ignoring a potential danger could be fatal. “fight or flee”
  38. 38. the three attitudes of hardiness Commitment: Control: Challenge: the belief that the conviction that the perception stressful events are individuals can that change is both not threatening, but actively influence expected and interesting and life’s events. stimulating. meaningful. Source: Kobasa and Maddi, The Hardy Executive: Health Under Stress
  39. 39. Commitment People who are committed to and involved in their work are more apt to perceive chaos as interesting.
  40. 40. Control People adapt to change best when they understand the control they have over their environments.
  41. 41. Challenge When chaos is welcomed, we can perceive it as stimulating, if not a hidden opportunity for personal development.
  42. 42. “Crises are part of what makes work fun.” Robert Hayes
  43. 43. Be hardy!
  44. 44. 3. Speak english.
  45. 45. “ The biggest problem with leadership communication is the that it has occurred. ” —Boyd Clarke and Ron Crossland, The Leader’s Voice
  46. 46. “Yeah-uhhh! Yo, yo dude. What’s up dawg? How you feelin’? You feelin’ alright? Listen, man. I’ve got to give you props. You’re doin’ your thing and it was dope. I ain’t mad.”
  47. 47. “Let’s talk offline after the lateral-thinking quality circle.”
  48. 48. “With all this synergy, we should shift our paradigm and identify some best practices.”
  49. 49. “At the end of the day, we must tee up a seamless solution to our disconnect, per se.”
  50. 50. “What the…?”
  51. 51. J A R G O N
  52. 52. JARGON often includes euphemisms used to substitute inoffensive expressions for those considered offensive.
  53. 53. why jargon? Speakers sometimes invoke workplace jargon to impress others, or to establish their membership in an elite faction. Some use jargon to exclude or confuse others, or to mask their own inexperience or lack of knowledge.
  54. 54. Why Didn’t You Just Say So? Out of Pocket. When you used to say, “I’ll be unavailable.” Escalate. To tell someone more important than you that something very bad is about to happen. “I’ll Reach Out to You.” I’ll telephone, e-mail, text, or otherwise communicate with you later. “You Loop Back to Me.” You telephone, e-mail, text, or otherwise communicate with me later. Bandwidth. Computer term used to describe the capacity to handle a job (“I’m not sure we have the bandwidth to handle this many new clients”). Open the Kimono. Exposing the truth—revealing what you’ve been hiding all this time.
  55. 55. of employees are regularly confused about what their 20 percent colleagues are saying, but are too embarrassed to ask for clarification admitted using jargon deliberately—as a means More than a third of either demonstrating control or gaining credibility found the use of jargon in office meetings both 40 percent irritating and distracting One out of dismissed speakers using jargon as both pretentious and untrustworthy ten Source: Office Angels
  56. 56. A single voice. A candid voice. A genuine voice. Your voice.
  57. 57. 4. Tell stories.
  58. 58. Communication and intellectual is most effective areas of your when you speak listeners’ to both the minds. emotional
  59. 59. Stories create the emotional perspective listeners need to connect with your message.
  60. 60. “It is impossible even to think without a mental picture.” Aristotle On Memory and Recollection 358 B.C.
  61. 61. FIVE: Walk your talk.
  62. 62. “We aspire to be known as a company with the highest standards of moral and ethical conduct— working to earn client trust, day in and day out. Our word is our bond.” From Citigroup’s statement of values
  63. 63. “Our word is our bond.” Sanford “Sandy” Weill John Reed CEO Citigroup Citigroup co-CEO C. Michael Armstrong Jack Grubman AT&T CEO and Citigroup Salamon Smith Barney’s Board Member Top Telecom Analyst 92nd Street Y Exclusive NYC Preschool
  64. 64. “I used Sandy to get my kids into 92nd St. Y pre-school (which is harder than Harvard) and Sandy needed Armstrong’s vote on our board to nuke Reed in showdown. Once coast was clear for both of us (ie Sandy clear victor and my kids confirmed) I went back to my normal negative self on [AT&]T. Armstrong never knew that we both (Sandy and I) played him like a fiddle.” E-mail from Jack Grubman January 13, 2001
  65. 65. 49 PERCENT Less than half of all U.S. employees trust their senior leaders. Source: Watson Wyatt’s WorkUSA 2006/2007 Survey
  66. 66. “In corporate America, crime pays. Handsomely. Grotesquely, even.” Arianna Huffington Pigs at the Trough
  68. 68. “Credibility is the foundation on which leaders and constituents will build the grand dreams of the future.” Kouzes & Posner
  69. 69. DWYSYWD
  70. 70. The mission statement is “not a trophy that decorates office walls, but an organic body of beliefs and a foundation of guiding principles we hold in common.” Howard Schultz, founder of Starbucks
  71. 71. “Clearly, there is a link between core values and emotional commitment.” Gary Cohen President, CO2 Partners
  72. 72. Only 4 of 10 workers say their employer’s core values match their own Source: CO2 Partners
  73. 73. Employees need to know how aligning with the organization’s values will meet their personal interests and needs. Otherwise, their initiative diminishes and money becomes their primary motivator.
  74. 74. Employees are searching for leaders with integrity who prove their credibility continuously.
  75. 75. prove yours!
  76. 76. Give away your authority.
  77. 77. “Hierarchy is an organization with its face toward the CEO and its ass toward the customer.” -Kjell A. Nordström and Jonas Ridderstråle Funky Business
  78. 78. By its very nature, a top-down hierarchy places multiple restraints on its employees.
  79. 79. ONE-SIDED accountability Employees must produce results— though they have little influence on, or authority over, the process for producing those results.
  80. 80. EMPOWERMENT Unleashing your organization’s potential requires placing authority in the hands of those people who actually do the work.
  81. 81. Wally who?
  82. 82. Giving authority to workers on the front lines is a cornerstone to job enrichment.
  83. 83. “But my employees don’t want to be empowered!” Common Rebuttal
  84. 84. Gary Hamel “ The bottleneck is at the top of the bottle.”
  85. 85. Leaders who consider themselves effective are less apt to micromanage high and more likely to set expectations for their employees.
  86. 86. “ A basic function of leadership is to produce more leaders, not more ” followers. Ralph Nader
  87. 87. 7 Figure out what people do best–and then let them do it.
  88. 88. Gallup survey question: “At work do  Strongly Agree (20 percent) you have the opportunity to do what you do best every day?”
  89. 89.  Strongly Agree 38 percent more likely to work in business units with higher productivity 50 percent more likely to work in business units with lower turnover 44 percent more likely to work in business units with high customer satisfaction scores Source: Now, Discover Your Strengths Marcus Buckingham and Donald Clifton
  90. 90. What prevents our employees from doing what they do best? Usually, our emphasis on what they do worst.
  91. 91. strivingforimprovement, most of us do the same thing: we take our strengths for granted, and concentrate all our efforts on conquering our weaknesses
  92. 92. Not surprisingly, the vast majority of organizations appear to believe that the best way for individuals to grow is to eliminate their weaknesses.
  93. 93. Identifying each person’s strongest talents permits everyone the opportunity to contribute what they do BEST.
  94. 94. 8) Reward dissension.
  95. 95. COHESION A demonstrated tendency for a group to stay together and remain united in the pursuit of its goals and objectives.
  96. 96. Good Cohesion results in higher individual effort  More personal job satisfaction  Higher team tolerance for disruptions  Less turnover  Greater adherence to group norms
  97. 97. Cohesion can also have negative effects on group performance. And when it’s bad, it’s really, really bad.
  98. 98. “Because people value their membership in cohesive groups, they are willing to adjust their behavior to group standards.” SUSAN CAROL LOSH, Ph.D. FLORIDA STATE UNIVERSITY
  99. 99. GROUPTHINK occurs when the pressure to conform within a group interferes with the group’s decision making ability.
  100. 100. A B C Exhibit 1 Exhibit 2
  101. 101. Solomon Asch Subjects went along with the clearly erroneous majority 33 percent of the time 74 percent conformed to the majority at least once 28 percent conformed more than half the time
  102. 102. “The tendency to conformity in our society is so strong that reasonably intelligent and well-meaning young people are willing to call white black.” Solomon Asch 1951
  103. 103. Groupthink stops members from suggesting ideas that might deviate from the collective opinion, causing a deceptive appearance of group consensus when, in fact, only one approach is considered.
  104. 104. 9. Close the generation gap.
  105. 105. MILESTONE THE 21ST CENTURY marks the first time in history that members of four separate generations make up the U.S. workforce
  106. 106. Fact: The age gap between the oldest and youngest workers in America is wider than ever—and likely to continue growing.
  107. 107. Four Generations at Work Silent Generation 1925 - 1945 Baby Boomers 1946 - 1964 Generation X 1965 - 1980 Generation Y 1981 - 2000
  109. 109. Lacking Conviction* *or so it seemed
  110. 110. Having grown up in the wake of World War II, many people in this generation refrained from voicing unpopular beliefs for fear of being considered subversive.
  111. 111. Whether because they are leading longer, healthier lives or lacking the financial resources necessary to stop working, many older workers are putting off retirement.
  112. 112. The largest generation, BABY BOOMERS make up 50 percent of the U.S. workforce.
  113. 113. Unlike their “silent” parents, Baby Boomers were not afraid to challenge cultural norms.
  114. 114. “Change Agents”  Civil Rights bills passed  U.S. involvement in Vietnam War ended  Legislation enacted barring discrimination on the basis of race, gender, religion, national origin, sexual preference, physical ability, and age  Movements to stop polluting the earth and to start conserving it instead  Employee-focused policies, procedures, and regulations prevalent in most business organizations today
  115. 115. In the twenty years following the Boomers’ entrance in the workforce, the annualamount of time Americans spent at work increased an average of one full month.
  116. 116. Boomers may have traded marching on Washington for walking for a cure, but they’re still looking for ways to make a difference.
  117. 117. Wanted Generation Xers were born into a culture in which birth control and abortion became prevalent —and children were seen as avoidable or disposable.
  118. 118. it’s all about ME
  119. 119. 56 percent of Gen Xers are married, and 49 percent have children at home. In other words, the “me generation” is entrenched in the American Dream. Source: Randstad, 2008 World of Work Survey
  120. 120. The most ignored children of any generation.
  122. 122. The average Gen Xer changes jobs every eighteen months. Source: Appelbaum, S. H., Serena, M., & Shapiro, B. T. (2004) Generation X and the boomers: Organizational myths and literary realities. Management Research News, 27(11/12), 1-28.
  123. 123. MILLENNIAL =Gen Y
  124. 124. the e word
  125. 125.  Sheltered Other words used to describe  Spoiled Gen Yers  Impatient  Disrespectful  Blunt  Diverse  Thin-skinned  Wanted
  126. 126. Sol√ e f∅r why In 1968, 18 percent of American college freshman had achieved an A average in high school. By 2004, that figure was 48 percent. During that same period, SAT scores decreased. SOURCE: Twenge, J. M. (2006). Generation me: Why today’s young Americans are more confident, assertive, entitled—and more miserable than ever before. New York: Free Press.
  127. 127. Grade >> INFLATION
  128. 128. Self-Esteem First. Learning Second.
  129. 129. thx for the iview! i wud to work 4 u!! :)
  130. 130. reality: “The transfer of knowledge between retiring generations of veteran workers and newer entrants to the workforce is unlikely.” Randstad
  131. 131. 10. Tell them about the cathedral.
  132. 132. Old story: Two stonemasons are working on the same project. An observer asks, “What are you doing?” The first stonemason replies: “I’m cutting stone.” The second stonemason replies: “I’m building a great cathedral.”
  133. 133. Sixty percent of surveyed executives listed getting people to work together as the biggest hurdle they currently face. American Management Association Survey, October 2003
  134. 134. fortyninepercent Less than half of all employees understand the steps their organizations are taking to reach new business goals. Source: Watson Wyatt’s WorkUSA 2002 Survey
  135. 135. “I have a dream that onea dream that rise “I have day one this nationout the true up and live will day this nation will rise up hold theseliveto ‘We and truths meaning of its creed: out the are created equal.’” men true be self-evident: that all meaning of its Martin Luther King, Jr. Delivered on the steps of the Lincoln Memorial in creed: ‘We hold Washington D.C. on August 28, 1963
  136. 136. If you think that conveying ideas effectively is an innate ability—a talent reserved for naturally gifted orators— then you are probably neglecting your role as a communicator.
  137. 137. I N S P I R E
  138. 138. Without an inspiring vision from their leaders, employees will struggle to discern any link between their private ambitions and the company’s actual mission.
  139. 139. “The age-old secret to generating buy-in is to strategically design, target, and deliver a story that projects a positive future.” Mark S. Walton Generating Buy-In: Mastering the Language of Leadership
  140. 140. 10 sure-fire ways of improving your 360 o evaluation results
  141. 141. Endeavor for humility, not perfection.
  142. 142. Putting Together the Pieces of Leadership Junior League of Toledo