Tidewater Community College Presentation 09.26.08

TIDEWATER COMMUNITY COLLEGE

09.26.08

THINK

What are you THINKING…

Maybe you should RETHINK that.

I don’t THINK so.

THINK

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 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.

THE 360° LEADER

Developing your influence from anywhere in the organization

360°

JOHN MAXWELL IS AN INTERNATIONALLY RECOGNIZED LEADERSHIP EXPERT, SPEAKER AND AUTHOR. HIS ORGANIZATIONS HAVE TRAINED MORE THAN ONE MILLION LEADERS WORLDWIDE.

350-Degree Leadership

LIST 3 LEADERS WHO HAVE HAD A GREAT IMPACT ON THEIR ORGANIZATION OR ENVIRONMENT:

1

2

3

Reality is that 99 percent of all leadership occurs not from the top but from the middle of an organization.

Only 360-Degree Leaders influence people at every level of the organization.

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)

My position within the organization limits my ability to lead others. ____

The opportunity to lead will come only when I’m at the top of my organization. ___

My influence with others is directly related to my title. ____

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. ____

LEADERSHIP MYTHS

I can’t lead if I am not at the top.

When I get to the top, then I’ll learn to lead.

If I were on top, then people would follow me.

When I get to the top, I’ll be in control.

When I get to the top, I’ll no longer be limited.

I can’t reach my potential if I’m not the top leader.

If I can’t get to the top, then I won’t try to lead.

TRUTH

Building relationships with others on a team to gain influence naturally has a greater impact than possessing a title.

THE FIVE LEVELS OF LEADERSHIP

Personhood

People Development

Production

Permission

Position

POSITION

Rights

People follow because they have to.

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.

PERMISSION

Relationships

People follow because they want to.

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.

PRODUCTION

Results

People follow because of what you have done for the organization.

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.

PEOPLE DEVELOPMENT

Reproduction

People follow because of what you have done for them.

NOTE: This is where long-range growth occurs. Your commitment to developing leaders will ensure ongoing growth to the organization and

to people. Do whatever you can to achieve an stay on this level.

PERSONHOOD

Respect

People follow because of who you are and what you represent.

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.

THE DESTINATION MYTH

True or False

To learn leadership skills I must first be in a position of leadership. ___

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. ___

There is no need to prepare for a leadership position that I may never reach. ___

I’ll have time to learn about leadership when I’m placed in a position of leadership. ___

TRENCHES

CP

Lifelong Learning Process

“ When opportunity comes, it’s too late to prepare.” John Wooden

THE INFLUENCE MYTH

“ If I were on the top, then people would follow me.”

People who have no leadership experience have tendency to overestimate the importance of a leadership title. A position gives you a chance.

Influence must be earned.

A position gives you a chance.

You may be able to grant someone a position, but you cannot grant him real leadership. Influence must be earned.

A position doesn’t make a leader, but a leader can make the position. Knights of the Roundtable

THE INEXPERIENCE MYTH:

“ When I get to the top, I’ll be in control.”

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.

Position does not give you total control—or protect you. Many factors control the organization.

Are you seeing the big picture?

THE FREEDOM MYTH

“ When I get to the top, I’ll no longer be limited.”

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.

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.

CEO LEADER WORKER CUSTOMER Rights Responsibilities

THE POTENTIAL MYTH

“ I can’t reach my potential if I’m not the top leader.”

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.

THE ALL-OR-NOTHING MYTH

“ If I can’t get to the top, then I won’t try to lead.”

If I can’t be the captain of the team, then I’ll take my ball and go home.

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.

360-DEGREE LEADERS PRACTICE TO:

Lead Up

Lead Across

Lead Down

TO LEAD UP

Lead yourself exceptionally well

Lighten your leader’s load

Be willing to do what others won’t

Do more than manage—LEAD

Invest in relational chemistry

Be prepared every time you take your leader’s time

Know when to push and when to back off

Become a go-to-player

Be better tomorrow than you are today

TO LEAD ACROSS

Understand, practice, an complete the leadership loop

Put completing fellow leaders ahead of competing with them

Be a friend

Avoid office politics

Expand your circle of acquaintances

Let the best idea win

Don’t pretend you’re perfect

TO LEAD DOWN

Walk slowly through the halls

See everyone as a “10”

Develop each team member as a person

Place people in their strength zones

Model the behavior you desire

Transfer the vision

Reward for results

THE TENSION CHALLENGE

Empowerment

Initiative-boundaries

Environment-culture

Job parameters

Appreciation

The middle is ok

Know when to hold and when to fold them

Never violate trust

Relieve the stress

FRUSTRATION CHALLENGE

Your job isn’t to fix a leader; it’s to add value.

THE MULTI-HAT CHALLENGE

Knowing what hat to put on and then enjoying the challenge.

Each hat has its own responsibilities and objectives.

Remain flexible.

RECOGNITION

“ One compliment can keep me going for a whole month.”

Mark Twain

THE INFLUENCE CHALLENGE

Integrity

Nurturing

Faith

Listening

Understanding

Enlarging

Navigating

Connecting

Empowering

360° LEADERSHIP

Only 360-Degree Leaders influence people at every organization. By helping others, they help themselves.

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