IKM AIA Build Pittsburgh "Building Next Generation Leadership"

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IKM principal architect, Mike McDonnell, AIA and associate achitect, Tami Greene, AIA, NCARB, presented "Building Next Generation Leadership" at the AIA Build Pittsburgh 2014 annual education conference and vendor show. For more information about having this presentation at your next event, contact: marketing@ikminc.com

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IKM AIA Build Pittsburgh "Building Next Generation Leadership"

  1. 1. AIA Pittsburgh Provider No. A217 Building Next Generation Leadership Michael P. McDonnell, AIA Tami P. Greene, AIA
  2. 2. Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request. This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. _______________________________________ ____ Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.
  3. 3. This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the speaker is prohibited. Copyright Materials
  4. 4. This course will focus on the key elements of talent identification, development, and training necessary to build the next group of firm and industry leaders. Participants will gain an understanding of where leaders come from and what it takes to become a leader, the tools available for those seeking leadership roles and those seeking future leaders, and the keys to succession planning. Course Description
  5. 5. Learning Objectives 1. Understand where leaders come from At the end of the this course, participants will be able to: 2. Identify the traits and attributes required to become a leader 3. Utilize the tools available for those seeking leadership roles and those seeking future leaders 4. Discuss the keys to succession planning
  6. 6. WHERE DO LEADERS COME FROM? First let’s look at the question are leaders BORN or TAUGHT?
  7. 7. WHERE DO LEADERS COME FROM? Are Leaders born? “Of course they are born. I have never met an unborn leader and I don’t think I want to!” - John C. Maxwell
  8. 8. ERIKA ANDERSON
  9. 9. BELL CURVE OF LEADERSHIP POTENTIAL BORN LEADERS WILL NEVER BE LEADERS VAST MAJORITY HAVE GREAT POTENTIAL TO BECOME LEADERS
  10. 10. BORN LEADERS
  11. 11. TAUGHT LEADERS
  12. 12. 1. WHERE DO LEADERS COME FROM? EVERYWHE RE
  13. 13. LEADERSHIP BEGINS WITH KNOWLEDGE •The First step on the path towards leadership is to gain knowledge relating to a particular field of interest.
  14. 14. LEADING SCHOOLS IN ARCHITECTURE DesignIntelligence ranked schools for Architecture, landscape architecture, interior design, and industrial design programs The Top 10 graduate Programs 1 Harvard University 2 Yale University 3 Columbia University 4 Massachusetts Institute of Technology 5 Cornell University 5 Rice University 7 University of Michigan 8 Kansas State University 9 University of California, Berkeley 10 University of Texas at Austin
  15. 15. LEADING SCHOOLS IN ENGINEERING The Top 10 Programs 1 Massachusetts Institute of Technology 2 Stanford University 3 University of California - Berkley 4 California Institute of Technology 5 Carnegie Mellon University 6 Georgia Institute of Technology 6 University of Illinois – Urbana-Champaign 8 Perdue University 9 University of Michigan-Ann Arbor 10 University of Texas at Austin (Cockrell)
  16. 16. LEADING SCHOOLS – CONSTRUCTION MANAGEMENT The Top 10 Programs www.findthebest.com 1 Yale University 2 Columbia University 3 Washington University in St. Louis 4 University of Pennsylvania 5 US Air Force Academy 6 University of California - Berkley 7 University of Michigan – Ann Arbor 8 University of North Carolina at Chapel Hill 9 University of Southern California 10 Carnegie Mellon University
  17. 17. ARCHITECTURAL GRADUATES AT IKM Carnegie Mellon University Penn State University Kent State University Syracuse University Virginia Tech University of Cincinnati
  18. 18. COLLEGE …………..THEN THE WORKPLACE College sets good technical foundation that will continue to grow after college. Where do the college graduates go next?
  19. 19. THE WORKPLACE Apply technical knowledge Develop new skills to provide professional services Develop communication skills DEVELOP LEADERSHIP SKILLS
  20. 20. WHERE DO LEADERS COME FROM? Your office!
  21. 21. TO GROW YOUR BUSINESS YOU MUST GROW YOUR PEOPLE Leadership ability is the lid that determines a person’s level of effectiveness. The greater the effective leadership, the more successful the company. - John C. Maxwell
  22. 22. NO LEADERS TO PICK FROM?
  23. 23. NO LEADERS TO PICK FROM? •DOES YOUR COMPANY PROVIDE AN ENVIRONMENT TO GROW LEADERS? •WHAT DOES YOUR COMPANY DO TO TEACH AND PROMOTE LEADERSHIP AT ALL LEVELS?
  24. 24. NO LEADERS TO PICK FROM? •Are you telling them how to lead or showing them ? “People don’t want to follow a finger, they want to follow you….your actions” – John C. Maxwell
  25. 25. IKM’S INTERN SUPPORT PROGRAM Opportunity to grow as young architect and leader Promotes a culture that supports an exceptional Intern Experience
  26. 26. SHAPING A NEW PROGRAM Go to the source to find what the Interns need •Study resources •Construction observation •Technical and material specification knowledge •A mentoring culture
  27. 27. SHAPING A NEW PROGRAM Monthly Tours of Construction Sites and Manufacturing Plants
  28. 28. INTERN DEVELOPMENT PROGRAM Intern Lesson Lunches Study Resource Library Bi-weekly staffing meetings where we discuss how to staff Interns to satisfy IDP requirements Reimbursement for passing all ARE Paid time off to take the ARE An office culture focused on providing an excellent intern experience
  29. 29. IKM’S INTERN SUPPORT PROGRAM
  30. 30. WHAT DOES YOUR COMPANY DO TO GROW LEADERS? You must build the right culture for leaders, where…. • People have an opportunity to be heard • Employees have freedom and responsibility, within a clear framework of rules. • Employees are clearly advised what they do well, and of areas that need improvement • Employees are challenged every day so that they continue to grow in the profession • The skills expected from future leaders and path of professional advancement is clearly defined. “Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.” - Tony Hsieh (Founder of Zappos.com)
  31. 31. 2. TRAITS & ATRIBUTES OF LEADERS
  32. 32. COMMON TRAITS OF LEADERS • Vision • Creativity / Flexibility • Intellectual Drive and Knowledge • Confidence and Humility • Good Communicator • Empathy • Positive Attitude
  33. 33. COMMON TRAITS OF LEADERS Vision • “Those who lead are those who inspire us. …, we follow those who lead, not because we have to, but because we want to. Not for them, but for ourselves… it’s those who start with why, who have the ability to inspire those around them.” How great leaders inspire action – the golden circle. - Simon Sinek
  34. 34. COMMON TRAITS OF LEADERS Vision
  35. 35. COMMON TRAITS OF LEADERS • Vision • Creativity / Flexibility • Intellectual Drive and Knowledge • Confidence and Humility • Communicator • Empathy • Positive Attitude
  36. 36. COMMON TRAITS OF LEADERS Empathy • Create a legitimate rapport with staff. • To be a valuable leader to others, you must understand and appreciate the values and concerns of your team members. “Leaders must be close enough to relate to others, but far enough ahead to motivate them.” – John C. Maxwell
  37. 37. COMMON TRAITS OF LEADERS • Vision • Creativity / Flexibility • Intellectual Drive and Knowledge • Confidence and Humility • Communicator • Empathy • Positive Attitude
  38. 38. COMMON TRAITS OF LEADERS Positive Attitude “Envision, create, and believe in your own universe, and the universe will form around you.” – Tony Hsieh “Our beliefs about what we are and what we can be precisely determine what we can be” ― Tony Robbins
  39. 39. HOW TO IDENTIFY LEADERS Take time to observe and note…. 1. Who communicates with respect and confidence to other staff and clients? 2. Who at your company shows initiative and looks to the future with a vision of what your company can be? 3. Who at your company speaks for a group, without assignment of this role? 4. Who do people consistently want on their team because of their positive attitude and dedication?
  40. 40. LOOKING TOWARDS A LEADERSHIP ROLE…. Things to consider: • Where do you fall on the bell curve of leadership? • Are you willing to truly commit to be the leader others will expect of you? • Time • Hard Work • Sacrifice • Daily tasks • Relationships with colleagues • Family Support
  41. 41. HOW TO DEVELOP LEADERSHIP SKILLS BREAK THROUGH EXPECTATIO NS FIND A CHAMPION CREATE YOUR VISION BE OPTIMISTI C TAKE INITIATIVE AND RISKS KNOW YOUR STRENGTHS & WEAKNESSE S
  42. 42. HOW TO DEVELOP LEADERSHIP SKILLS Most importantly….. Become truly self- aware Erika Anderson 1) Be a Fair Witness 2) Invite Feedback 3) Listen “People are anxious to change their circumstances, yet are unwilling to change themselves…so they are bound.” – James Allen (British Philosophical Writer)
  43. 43. HOW TO DEVELOP LEADERSHIP SKILLS LEADERSHIP SELF ASSESSMENT SURVEYS Strengths and Weaknesses in Leadership •Leadership Theory and Practice – Peter Northouse What Kind of Leader Am I? •Training in Interpersonal Skills: TIPS for Managing People at Work. 5th ed. (2009) -Robins, Stephen, R. and Phillip L. Hunsaker. Search Leadership Self Assessment on Internet •http://www.yourleadershiplegacy.com/ assessment.htm
  44. 44. 3. TOOLS TO BECOME A LEADER
  45. 45. 3. TOOLS TO BECOME A LEADER Do I need help becoming a leader? Do I need help finding future leaders?
  46. 46. YES YOU D0
  47. 47. TOOLS TO BECOME A LEADER Resources • The Leadership Challenge – 5th edition • The Leadership Challenge Mobile App • Leadership 101 – John C. Maxwell • Strengths Finder 2.0– Tom Rath • Good to Great – Max Hodgen • Growing Great new Managers – Erika Anderson • Leading So People will follow – Erika Anderson • How to Win Friends and Influence People – Dale Carnegie • Delivering Happiness: A Path to Profits, Passion and Purpose – Tony Hsieh • Leadership Theory and Practice - Peter G Northouse
  48. 48. Do I need help becoming a leader?
  49. 49. Important questions to ask: 1. What is leadership? 2. Do I want to lead? 3. How can I grow as a leader? Leadership 101 – John C. Maxwell
  50. 50. Leadership develops daily, not in a day. The Four Phases of Leadership Growth 1. I don’t know what I don’t know 2. I know what I don’t know 3. I grow and know and it starts to show 4. I simply go because of what I know Leadership 101 – John C. Maxwell
  51. 51. How do I develop trust? Trust is the foundation of leadership Three qualities that exemplify trust: 1. Competence 2. Connection 3. Character Leadership 101 – John C. Maxwell
  52. 52. “People will forgive occasional mistakes of ability, but they wont trust someone with slips in character.” 1. Character communicates consistency 2. Character communicates potential 3. Character communicates respect Leadership 101 – John C. Maxwell
  53. 53. Strength Finders – Tom Rath Stop focusing on your weaknesses and start concentrating on your strengths!
  54. 54. Strength Finders – Tom Rath Areas of personality and interest strengths Examples: -Achiever -Adaptability -Competition -Empathy -Includer -Relater -Strategic -Woo
  55. 55. Implement a Program of Leadership Do I need help finding future leaders?
  56. 56. The Leadership Challenge – Kouzes & Posner
  57. 57. The Leadership Challenge – Kouzes & Posner
  58. 58. The Leadership Challenge – Kouzes & Posner
  59. 59. The Leadership Challenge – Kouzes & Posner
  60. 60. The Leadership Challenge – Kouzes & Posner
  61. 61. The Leadership Challenge – Kouzes & Posner
  62. 62. Things All Leaders Need 1. The appropriate mentor – growing your mentors as you grow 2. A personal mission & vision statement with timelines – this is your career map 3. A personal board of directors – accountability, guidance, access to other skills and orbits 4. Know your story and use it to grow your network
  63. 63. Things All Leaders Need Personal Mission & Vision Statement Mission: A short written statement of your purpose Vision: A statement that captures the long term picture or goals you have. Categories of interest: • Personal needs • Family needs • Practice leader actions • Corporate leader needs • Professional achievement needs
  64. 64. 4. TOOLS TO SUCCESSION PLANNING
  65. 65. Know Your Business
  66. 66. Know Your Business You will need the right mix of people in leadership Finders – Those who bring in new clients and work Minders – Those who keep current clients happy and coming back Grinders – Those with deep technical skills and experience
  67. 67. Know Your Business Financial Resources What is your buy-in/buy-out strategy How do you value the organization What financial burden is acceptable to the firm and its current owners How much skin is in the game for new or emerging owners
  68. 68. Know Your Business What is your timeline and is it the same for all the current partners? How long will it take to find and grow the next group of firm leaders Will the transition be gradual or all at once How long will the financial commitments for transition last
  69. 69. Know Your Business Develop a plan to expose future leaders to the stresses of leadership before they lead Firm financials, the importance of cash flow and accounting Finding and keeping clients Firm operations and culture
  70. 70. The true measure of leadership is influence, nothing more, nothing less My Influence My life shall touch a dozen lives before this day is done. Leave countless marks of good or ill, e’er sets the evening sun. This, the wish I always wish, the prayer I always pray: may my life help other lives it touches by the way. John Maxwell, Leadership 101, P. 84
  71. 71. This concludes The American Institute of Architects Continuing Education Systems Course Session Provider: AIA Pittsburgh Contact Person: Rachael Kelley Assistant Director AIA Pittsburgh Email: rkelley@aiapgh.org

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