TIDEWATER COMMUNITY COLLEGE <ul><li>09.26.08 </li></ul>
THINK
<ul><li>What are you THINKING… </li></ul><ul><li>Maybe you should RETHINK that. </li></ul><ul><li>I don’t THINK so. </li><...
We all have a lot to  THINK  about.
POWERPOINT
DEATH
PEOPLESOFT
Economy
Funding
ENROLLMENT
THINK TANKS
CHANGE
THINK DIFFERENTLY
RISK
CHOICE
FORCED
DINOSAUR
ATTITUDE
SUCCESS
1997
APPLE
T H I N K   D I F F E R E N T
Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see...
 
THE 360° LEADER <ul><li>Developing your influence from anywhere in the organization </li></ul>360°
JOHN MAXWELL IS AN INTERNATIONALLY RECOGNIZED LEADERSHIP EXPERT, SPEAKER AND AUTHOR.  HIS ORGANIZATIONS HAVE  TRAINED MORE...
LIST 3 LEADERS WHO HAVE HAD A GREAT IMPACT ON THEIR ORGANIZATION OR ENVIRONMENT: <ul><li>1 </li></ul><ul><li>2 </li></ul><...
People I Report  To People on the  Same Level People on the  Same Level People who Work for Me
ANSWER THE FOLLOWING QUESTIONS AS TRUE OR FALSE (4) <ul><li>My position within the organization limits my ability to lead ...
LEADERSHIP MYTHS <ul><li>I can’t lead if I am not at the top. </li></ul><ul><li>When I get to the top, then I’ll learn to ...
TRUTH <ul><li>Building relationships with others on a team to gain influence naturally has a greater impact than possessin...
THE FIVE LEVELS OF LEADERSHIP <ul><li>Personhood </li></ul><ul><li>People Development </li></ul><ul><li>Production </li></...
POSITION <ul><li>Rights </li></ul><ul><li>People follow because they have to. </li></ul><ul><li>NOTES:  Your influence wil...
PERMISSION <ul><li>Relationships </li></ul><ul><li>People follow because they want to.  </li></ul><ul><li>NOTE : People wi...
PRODUCTION <ul><li>Results </li></ul><ul><li>People follow because of what you have done for the organization. </li></ul><...
PEOPLE DEVELOPMENT <ul><li>Reproduction </li></ul><ul><li>People follow because of what you have done for them. </li></ul>...
PERSONHOOD <ul><li>Respect </li></ul><ul><li>People follow because of who you are and what you represent.  </li></ul><ul><...
THE DESTINATION MYTH <ul><li>True or False </li></ul><ul><li>To learn leadership skills I must first be in a position of l...
 
<ul><li>TRENCHES </li></ul><ul><li>CP </li></ul><ul><li>Lifelong Learning Process </li></ul>
“ When opportunity comes, it’s too late to prepare.” John Wooden
THE INFLUENCE MYTH <ul><li>“ If I were on the top, then people would follow me.” </li></ul><ul><li>People who have no lead...
<ul><li>Influence must be earned.  </li></ul><ul><li>A position gives you a chance. </li></ul><ul><li>You may be able to g...
THE INEXPERIENCE MYTH: <ul><li>“ When I get to the top, I’ll be in control.” </li></ul><ul><li>Ok, be honest.  Have you ev...
THE FREEDOM MYTH <ul><li>“ When I get to the top, I’ll no longer be limited.” </li></ul><ul><li>When you move up in an org...
CEO LEADER WORKER CUSTOMER Rights Responsibilities
THE POTENTIAL MYTH <ul><li>“ I can’t reach my potential if I’m not the top leader.” </li></ul><ul><li>People should strive...
THE ALL-OR-NOTHING MYTH <ul><li>“ If I can’t get to the top, then I won’t try to lead.” </li></ul><ul><li>If I can’t be th...
360-DEGREE LEADERS PRACTICE TO: <ul><li>Lead Up </li></ul><ul><li>Lead Across </li></ul><ul><li>Lead Down </li></ul>
TO LEAD UP <ul><li>Lead yourself exceptionally well </li></ul><ul><li>Lighten your leader’s load </li></ul><ul><li>Be will...
TO LEAD ACROSS <ul><li>Understand, practice, an complete the leadership loop </li></ul><ul><li>Put completing fellow leade...
TO LEAD DOWN <ul><li>Walk slowly through the halls </li></ul><ul><li>See everyone as a “10” </li></ul><ul><li>Develop each...
THE TENSION CHALLENGE <ul><li>Empowerment </li></ul><ul><li>Initiative-boundaries </li></ul><ul><li>Environment-culture </...
FRUSTRATION CHALLENGE <ul><li>Your job isn’t to fix a leader; it’s to add value. </li></ul>
THE MULTI-HAT CHALLENGE <ul><li>Knowing what hat to put on and then enjoying the challenge.  </li></ul><ul><li>Each hat ha...
RECOGNITION <ul><li>“ One compliment can keep me going for a whole month.”  </li></ul><ul><li>  Mark Twain </li></ul>
THE INFLUENCE CHALLENGE <ul><li>Integrity </li></ul><ul><li>Nurturing </li></ul><ul><li>Faith </li></ul><ul><li>Listening ...
360° LEADERSHIP <ul><li>Only 360-Degree Leaders influence people at every organization.  By helping others, they help them...
I went on a search to become a leader. I searched high and low. I spoke with authority. People listened. But alas, there w...
 
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  • Tidewater Community College Presentation 09.26.08

    1. 1. TIDEWATER COMMUNITY COLLEGE <ul><li>09.26.08 </li></ul>
    2. 2. THINK
    3. 3. <ul><li>What are you THINKING… </li></ul><ul><li>Maybe you should RETHINK that. </li></ul><ul><li>I don’t THINK so. </li></ul>THINK
    4. 4. We all have a lot to THINK about.
    5. 5. POWERPOINT
    6. 6. DEATH
    7. 7. PEOPLESOFT
    8. 8. Economy
    9. 9. Funding
    10. 10. ENROLLMENT
    11. 11. THINK TANKS
    12. 12. CHANGE
    13. 13. THINK DIFFERENTLY
    14. 14. RISK
    15. 15. CHOICE
    16. 16. FORCED
    17. 17. DINOSAUR
    18. 18. ATTITUDE
    19. 19. SUCCESS
    20. 20. 1997
    21. 21. APPLE
    22. 22. T H I N K D I F F E R E N T
    23. 23. Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, We see genius. Because the people who are crazy enough to think they can change the world, Are the ones who do.
    24. 25. THE 360° LEADER <ul><li>Developing your influence from anywhere in the organization </li></ul>360°
    25. 26. JOHN MAXWELL IS AN INTERNATIONALLY RECOGNIZED LEADERSHIP EXPERT, SPEAKER AND AUTHOR. HIS ORGANIZATIONS HAVE TRAINED MORE THAN ONE MILLION LEADERS WORLDWIDE. <ul><li>350-Degree Leadership </li></ul>
    26. 27. LIST 3 LEADERS WHO HAVE HAD A GREAT IMPACT ON THEIR ORGANIZATION OR ENVIRONMENT: <ul><li>1 </li></ul><ul><li>2 </li></ul><ul><li>3 </li></ul><ul><li>Reality is that 99 percent of all leadership occurs not from the top but from the middle of an organization. </li></ul><ul><li>Only 360-Degree Leaders influence people at every level of the organization. </li></ul>
    27. 28. People I Report To People on the Same Level People on the Same Level People who Work for Me
    28. 29. ANSWER THE FOLLOWING QUESTIONS AS TRUE OR FALSE (4) <ul><li>My position within the organization limits my ability to lead others. ____ </li></ul><ul><li>The opportunity to lead will come only when I’m at the top of my organization. ___ </li></ul><ul><li>My influence with others is directly related to my title. ____ </li></ul><ul><li>It is “out-of-line” to try to influence those above me, and I resent it when someone who reports to me tries to influence me. ____ </li></ul>
    29. 30. LEADERSHIP MYTHS <ul><li>I can’t lead if I am not at the top. </li></ul><ul><li>When I get to the top, then I’ll learn to lead. </li></ul><ul><li>If I were on top, then people would follow me. </li></ul><ul><li>When I get to the top, I’ll be in control. </li></ul><ul><li>When I get to the top, I’ll no longer be limited. </li></ul><ul><li>I can’t reach my potential if I’m not the top leader. </li></ul><ul><li>If I can’t get to the top, then I won’t try to lead. </li></ul>
    30. 31. TRUTH <ul><li>Building relationships with others on a team to gain influence naturally has a greater impact than possessing a title. </li></ul>
    31. 32. THE FIVE LEVELS OF LEADERSHIP <ul><li>Personhood </li></ul><ul><li>People Development </li></ul><ul><li>Production </li></ul><ul><li>Permission </li></ul><ul><li>Position </li></ul>
    32. 33. POSITION <ul><li>Rights </li></ul><ul><li>People follow because they have to. </li></ul><ul><li>NOTES: Your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and lower the morale. </li></ul>
    33. 34. PERMISSION <ul><li>Relationships </li></ul><ul><li>People follow because they want to. </li></ul><ul><li>NOTE : People will follow you beyond your stated authority. This level allows work to be fun. Caution: Staying at this level without rising will cause highly motivated people to become restless. </li></ul>
    34. 35. PRODUCTION <ul><li>Results </li></ul><ul><li>People follow because of what you have done for the organization. </li></ul><ul><li>NOTE: This is where success is sensed by most people. They like you and what you are doing. Problems are fixed with very little effort because of momentum. </li></ul>
    35. 36. PEOPLE DEVELOPMENT <ul><li>Reproduction </li></ul><ul><li>People follow because of what you have done for them. </li></ul><ul><li>NOTE: This is where long-range growth occurs. Your commitment to developing leaders will ensure ongoing growth to the organization and </li></ul><ul><li>to people. Do whatever you can to achieve an stay on this level. </li></ul>
    36. 37. PERSONHOOD <ul><li>Respect </li></ul><ul><li>People follow because of who you are and what you represent. </li></ul><ul><li>NOTE : This step is reserved for leaders who have spent years growing people and organizations. Few make it. Those who do are bigger than life. </li></ul>
    37. 38. THE DESTINATION MYTH <ul><li>True or False </li></ul><ul><li>To learn leadership skills I must first be in a position of leadership. ___ </li></ul><ul><li>It’s too risky to emerge as a midlevel leader. If I make mistakes at my current level, I’ll never be given the opportunity to move up in the organization. ___ </li></ul><ul><li>There is no need to prepare for a leadership position that I may never reach. ___ </li></ul><ul><li>I’ll have time to learn about leadership when I’m placed in a position of leadership. ___ </li></ul>
    38. 40. <ul><li>TRENCHES </li></ul><ul><li>CP </li></ul><ul><li>Lifelong Learning Process </li></ul>
    39. 41. “ When opportunity comes, it’s too late to prepare.” John Wooden
    40. 42. THE INFLUENCE MYTH <ul><li>“ If I were on the top, then people would follow me.” </li></ul><ul><li>People who have no leadership experience have tendency to overestimate the importance of a leadership title. A position gives you a chance. </li></ul>
    41. 43. <ul><li>Influence must be earned. </li></ul><ul><li>A position gives you a chance. </li></ul><ul><li>You may be able to grant someone a position, but you cannot grant him real leadership. Influence must be earned. </li></ul><ul><li>A position doesn’t make a leader, but a leader can make the position. Knights of the Roundtable </li></ul>
    42. 44. THE INEXPERIENCE MYTH: <ul><li>“ When I get to the top, I’ll be in control.” </li></ul><ul><li>Ok, be honest. Have you ever found yourself saying something like: “You know, if I were in charge, we wouldn’t have done this, and we wouldn’t have done that. </li></ul><ul><li>Position does not give you total control—or protect you. Many factors control the organization. </li></ul><ul><li>Are you seeing the big picture? </li></ul>
    43. 45. THE FREEDOM MYTH <ul><li>“ When I get to the top, I’ll no longer be limited.” </li></ul><ul><li>When you move up in an organization, the weight of your responsibility increases. The amount of responsibility you take on increases faster than the amount of authority you receive. </li></ul><ul><li>Good leaders go to their people, connect, find common ground, and empower them to succeed. So in some ways, leaders have less freedom as they move up, not more. </li></ul>
    44. 46. CEO LEADER WORKER CUSTOMER Rights Responsibilities
    45. 47. THE POTENTIAL MYTH <ul><li>“ I can’t reach my potential if I’m not the top leader.” </li></ul><ul><li>People should strive for the top of their game, not the top of the organization. Each of us should work to reach our potential, not necessarily the main office in administration. Sometimes you can make the greatest impact from somewhere other than first place. </li></ul>
    46. 48. THE ALL-OR-NOTHING MYTH <ul><li>“ If I can’t get to the top, then I won’t try to lead.” </li></ul><ul><li>If I can’t be the captain of the team, then I’ll take my ball and go home. </li></ul><ul><li>Start believing that you can become a better leader wherever you are. Be improving your leadership, you can impact your organization, and you can change people’s lives. You can be someone who adds value. Look for someone to whom you can add value this week. </li></ul>
    47. 49. 360-DEGREE LEADERS PRACTICE TO: <ul><li>Lead Up </li></ul><ul><li>Lead Across </li></ul><ul><li>Lead Down </li></ul>
    48. 50. TO LEAD UP <ul><li>Lead yourself exceptionally well </li></ul><ul><li>Lighten your leader’s load </li></ul><ul><li>Be willing to do what others won’t </li></ul><ul><li>Do more than manage—LEAD </li></ul><ul><li>Invest in relational chemistry </li></ul><ul><li>Be prepared every time you take your leader’s time </li></ul><ul><li>Know when to push and when to back off </li></ul><ul><li>Become a go-to-player </li></ul><ul><li>Be better tomorrow than you are today </li></ul>
    49. 51. TO LEAD ACROSS <ul><li>Understand, practice, an complete the leadership loop </li></ul><ul><li>Put completing fellow leaders ahead of competing with them </li></ul><ul><li>Be a friend </li></ul><ul><li>Avoid office politics </li></ul><ul><li>Expand your circle of acquaintances </li></ul><ul><li>Let the best idea win </li></ul><ul><li>Don’t pretend you’re perfect </li></ul>
    50. 52. TO LEAD DOWN <ul><li>Walk slowly through the halls </li></ul><ul><li>See everyone as a “10” </li></ul><ul><li>Develop each team member as a person </li></ul><ul><li>Place people in their strength zones </li></ul><ul><li>Model the behavior you desire </li></ul><ul><li>Transfer the vision </li></ul><ul><li>Reward for results </li></ul>
    51. 53. THE TENSION CHALLENGE <ul><li>Empowerment </li></ul><ul><li>Initiative-boundaries </li></ul><ul><li>Environment-culture </li></ul><ul><li>Job parameters </li></ul><ul><li>Appreciation </li></ul><ul><li>The middle is ok </li></ul><ul><li>Know when to hold and when to fold them </li></ul><ul><li>Never violate trust </li></ul><ul><li>Relieve the stress </li></ul>
    52. 54. FRUSTRATION CHALLENGE <ul><li>Your job isn’t to fix a leader; it’s to add value. </li></ul>
    53. 55. THE MULTI-HAT CHALLENGE <ul><li>Knowing what hat to put on and then enjoying the challenge. </li></ul><ul><li>Each hat has its own responsibilities and objectives. </li></ul><ul><li>Remain flexible. </li></ul>
    54. 56. RECOGNITION <ul><li>“ One compliment can keep me going for a whole month.” </li></ul><ul><li> Mark Twain </li></ul>
    55. 57. THE INFLUENCE CHALLENGE <ul><li>Integrity </li></ul><ul><li>Nurturing </li></ul><ul><li>Faith </li></ul><ul><li>Listening </li></ul><ul><li>Understanding </li></ul><ul><li>Enlarging </li></ul><ul><li>Navigating </li></ul><ul><li>Connecting </li></ul><ul><li>Empowering </li></ul>
    56. 58. 360° LEADERSHIP <ul><li>Only 360-Degree Leaders influence people at every organization. By helping others, they help themselves. </li></ul>
    57. 59. I went on a search to become a leader. I searched high and low. I spoke with authority. People listened. But alas, there was one who was wiser than I, and they followed that individual.          I sought to inspire confidence, but the crowd responded, “ Why should I trust you? ”         I postured, and I assumed the look of leadership with a countenance that flowed with confidence and pride. But many passed me by and never noticed my air of elegance. I ran ahead of the others, pointed the way to new heights. I demonstrated that I knew the route to greatness. And then I looked back, and I was alone.          “ What shall I do? ” I queried. “ I ’ ve tried hard and used all that I know. ” And I sat down and pondered long. And then I listened to the voices around me. And I heard what the group was trying to accomplish. I rolled up my sleeves and joined in the work. As we worked, I asked, “ Are we all together in what we want to do and how to get the job done? ”         And we thought together, and fought together, and we struggled towards our goal.          I found myself encouraging the fainthearted. I sought the ideas of those too shy to speak out. I taught those who had little skill. I praised those who worked hard. When our task was completed, one of the group turned to me and said, “ This would not have been done but for your leadership. ” At first, I said, “ I didn ’ t lead. I just worked with the rest. ” And then I understood, leadership is not a goal. It ’ s a way to reaching a goal. I lead best when I help others to go where we ’ ve decided to go. I lead best when I help others to use themselves creatively. I lead best when I forget about myself as leader and focus on my group … their needs and their goals. To lead is to serve … to give … to achieve together.                                                  - Anonymous  

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