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DCE Leadership Retreat: Fri

DCE Leadership Retreat: Fri

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Ppt dce-pg - leadership retreat - oak brook 4-30-10 Presentation Transcript

  • 1. American Dietetic Association
    DIABETES CARE & EDUCATION PRACTICE GROUP
    LEADERSHIP RETREAT
    Written & Facilitated by:
    Michele C. Wierzgac“Helping People Build Business Skills”
    ©2010 Michele & Company® All Rights Reserved
  • 2.
    • Take phone calls and texting completely outside of our meeting space.
    • 3. Raise your hand to speak – you will be acknowledged – you will then speak in turn.
    • 4. Ask questions
    • 5. Feel free to brainstorm “what if….”
    RESPECT
    ©2010 Michele & Company® All Rights Reserved
  • 6.
    • Identify leadership characteristics of an executive committee liaison.
    • 7. Understand the DCE Practice Group Strategic Plan.
    • 8. Determine leadership roles, responsibilities, and expected results within the strategic plan.
    OBJECTIVES
    ©2010 Michele & Company® All Rights Reserved
  • 9.
    • Name, Organizations
    • 10. Title, Business
    • 11. # of year
    • 12. Leadership Roles
    • 13. Why are you volunteering?
    • 14. Something we don’t know!
    INTROUDCTIONS
    ©2010 Michele & Company® All Rights Reserved
  • 15. About You….
    • Why did you take this role?
    Believe in the Mission, Learn, Serve (Contribute, Give Back) Network, Asked
    • What do you want to obtain from your leadership role?
    Knowledge, Share, Leadership Skills, Job well-done
    • What do you think will be your most difficult responsibility?
    Time constraints, Accountability, Trust, Techno-phobic, Communicating Effectively, New Ideas
    SURVEY
    ©2010 Michele & Company® All Rights Reserved
  • 16. About The Organization….
    • How can we help you to fulfill your responsibilities?
    Clear Direction, Communication, Realistic Goals, Resources, Ideas, Leadership Training, Advanced Notice
    • How can we improve our technology?
    Expand website and social media, More Training, Field Testing Prior To Implementation, Easier List Serve,
    SURVEY
    ©2010 Michele & Company® All Rights Reserved
  • 17. About The Organization….
    • I believe our DCE-Practice Group does well in:
    Great Member Benefits, Mentoring, Newsletter, ListServe,
    Grooming Leaders, Engaging Members, Education Materials, Technology, Accomplishing Mission/Goals
    • Our greatest challenge(s):
    More Members, Member Benefits + Fiscally Responsible, Leadership Recruitment, More Collaboration With Healthcare Professionals, Competition, Technology Changes, Meeting Needs Of Younger Members
    SURVEY
    ©2010 Michele & Company® All Rights Reserved
  • 18. Ratings….
    DCE Practice Group has respect for diversity and cultural differences.
    Average Score: 4.6
     
    We are willing to take risks in an effort to improve.
    Average Score: 4.0
     
    Our Leadership learns from their mistakes and is open to constructive feedback.
    Average Score: 4.5
     
    Our leadership is committed to and values coaching and training.
    Average Score: 4.5
     
    I am receiving mentoring and coaching to assist me in my position.
    Average Score: 4.25
    SURVEY
    ©2010 Michele & Company® All Rights Reserved
  • 19. American Dietetic Association
    DIABETES CARE & EDUCATION PRACTICE GROUP
    LEADERSHIP DEVELOPMENT
    Written & Facilitated by:
    Michele C. Wierzgac“Helping People Build Business Skills”
    ©2010 Michele & Company® All Rights Reserved
  • 20. TRYING SOMETHING NEW
    FLEXIBILITY
    ACTION PLAN
    YOU’RE NOT ALONE
    FORMER PEERS
    ESTABLISHING CREDIBILITY
    RESPONSIBILITIES TO MANAGEMENT
    RESPONSIBILITIES OF LEADER
    TRANSITION
    PAST SUCCESS
    ©2010 Michele & Company® All Rights Reserved
  • 21.
    • How many of you knew?
    • 22. How many of you were surprised?
    PAST SUCCESS
    You must have done something right along the way.
    ©2010 Michele & Company® All Rights Reserved
  • 23.
    • List the jobs you have held in the past where you had no direct reports.
    • 24. What skills and talents did you acquire in these roles that enabled you to excel?
    PAST SUCCESS
    Common mistake is to continue performing
    as an individual contributor.
    ©2010 Michele & Company® All Rights Reserved
  • 25.
    • Why do you think a new leader would be tempted to continue doing the work as an individual contributor?
    TRANSITION
    • What signs would indicate a new leader has reverted back to individual contributor work?
    ©2010 Michele & Company® All Rights Reserved
  • 26.
    • What are some of the roles that you must play as a leader?
    • 27. Which of these roles is most important? Why?
    TRANSITION
    • What would contribute to a team wanting a leader to succeed?
    ©2010 Michele & Company® All Rights Reserved
  • 28.
    • Leaders take risks
    • 29. Leaders challenge systems
    • 30. Leaders are adventuresome
    TRYING SOMETHING NEW
    • Leaders try new directions and ideas
    • 31. Leaders learn from mistakes
    ©2010 Michele & Company® All Rights Reserved
  • 32. LEADERS
    THINK
    DIFFERENT(LY)
    TRYING SOMETHING NEW
    ©2010 Michele & Company® All Rights Reserved
  • 33. ©2010 Michele & Company® All Rights Reserved
  • 34. ACTIVITY
    • Walk up to a person and ask them “what is their ultimate dream.”
    • 35. Walk up to a person(s) and ask them what they are doing and how they like what they are doing.
    TRYING SOMETHING NEW
    ©2010 Michele & Company® All Rights Reserved
  • 36.
    • How did you feel and what did you think when I gave you the directions?
    • 37. What happened as you followed these directions?
    TRYING SOMETHING NEW
    • How did others respond to you?
    ©2010 Michele & Company® All Rights Reserved
  • 38. TAKES:
    • Practice
    • 39. Experience
    • 40. Accountability
    RESPONSIBILITIES OF A LEADER
    LEADERSHIP SKILLS:
    • People Management
    • 41. Staffing
    • 42. Hiring
    • 43. Selecting
    • 44. Coaching
    • 45. Strategic Thinking
    • 46. Vision
    • 47. Listening
    • 48. Managing change
    • 49. Conflict
    ©2010 Michele & Company® All Rights Reserved
  • 50. Take on additional responsibilities:
    • Set team goals
    • 51. Hold team members accountable
    • 52. Provide proper training for the team
    RESPONSIBILITIES OF A LEADER
    ©2010 Michele & Company® All Rights Reserved
  • 53. What other team responsibilities do you have as a leader?
    RESPONSIBILITIES OF A LEADER
    ©2010 Michele & Company® All Rights Reserved
  • 54. “Throw management under the bus....”
    • What does this mean?
    • 55. Have you ever thrown management under the bus as an individual contributor?
    RESPONSIBILITIES TO MANAGEMENT
    ©2010 Michele & Company® All Rights Reserved
  • 56.
    • Management decisions need to be supported by you.
    • 57. What can you do as a leader to support decisions made by the management team?
    RESPONSIBILITIES TO MANAGEMENT
    • What is the risk of not supporting management decisions?
    ©2010 Michele & Company® All Rights Reserved
  • 58.
    • Discuss a management decision you did not agree with when you had no direct reports.
    • 59. What was your response when you were an individual contributor?
    RESPONSIBILITIES TO MANAGEMENT
    • How would you respond differently to this same decision as a leader?
    • 60. What actions would you take to support this decision and help your team support this decision?
    ©2010 Michele & Company® All Rights Reserved
  • 61.
    • Expertise
    • 62. Energy
    • 63. Conviction
    • 64. Composure
    • 65. Trust
    • 66. Appearance
    • 67. Approachability
    • 68. Authenticity
    ESTABLISHING CREDIBILITY
    “You must earn credibility, not expect it.”
    ©2010 Michele & Company® All Rights Reserved
  • 69.
    • What are some techniques you can use to establish credibility with your team and the management team?
    • 70. What do you want to AVOID doing that might damage your credibility with your team?
    ESTABLISHING CREDIBILITY
    • What do you want to AVOID doing that might damage your credibility with the management team?
    ©2010 Michele & Company® All Rights Reserved
  • 71.
    • Flexible does not mean lenient
    • 72. Modify your leadership methods – situational leadership
    FLEXIBILITY
    • When might you have a flexible leadership style?
    ©2010 Michele & Company® All Rights Reserved
  • 73.
    • Discuss the challenges you face in leading volunteers with significant experience vs. little experience
    FLEXIBILITY
    ©2010 Michele & Company® All Rights Reserved
  • 74.
    • Brainstorm people or groups within or outside of your organization who can help you succeed.
    YOU’RE NOT ALONE
    • What other resources can you tap into that will help you succeed in your leadership role?
    ©2010 Michele & Company® All Rights Reserved
  • 75. TIPS
    • Apply a more professional approach.
    • 76. Never give a former peer special treatment.
    • 77. Give recognition to everyone who does a good job.
    • 78. Avoid group activities that may put you in jeopardy of crossing the line.
    FORMER PEERS
    ©2010 Michele & Company® All Rights Reserved
  • 79.
    • Establish your authority.
    • 80. Setup reasonable standards and limits for your team.
    • 81. Get results through your team.
    • 82. Make quality and productivity part of every project and decision.
    ACTION PLAN
    • Be confident.
    • 83. Be credible.
    Be an authentic person.
    ©2010 Michele & Company® All Rights Reserved
  • 84. TRYING SOMETHING NEW
    FLEXIBILITY
    ACTION PLAN
    YOU’RE NOT ALONE
    FORMER PEERS
    ESTABLISHING CREDIBILITY
    RESPONSIBILITIES TO MANAGEMENT
    RESPONSIBILITIES OF LEADER
    TRANSITION
    PAST SUCCESS
    ©2010 Michele & Company® All Rights Reserved
  • 85. THANK YOU!
    Michele C. Wierzgac“Helping People Build Business Skills”
    (708) 598-6600
    michele@micheleandco.com
  • 86.
    • Understand the DCE Practice Group Strategic Plan.
    • 87. Determine leadership roles, responsibilities, and expected results within the strategic plan.
    STRATEGIC PLAN
    ©2010 Michele & Company® All Rights Reserved
  • 88.
    • Customer Focus (Internal & External) - Meet the needs and exceed the expectations of all customers.
    • 89. Social Responsibility - Make decisions with consideration for inclusivity as well as public policy, cultural, economic, social, and environmental implications.
    • 90. Development - Advocate the development of expertise of the Registered Dietitian specializing in the field of Pre-Diabetes and Diabetes Self Management Education.
    VALUES
    ©2010 Michele & Company® All Rights Reserved
  • 91.
    • Innovation- Embrace change and lead the organization utilizing strategic thinking.
    • 92. Integrity - Act ethically with accountability for life-long learning and commitment to excellence.
    • 93. Collaboration & Collegiality - Seek opportunities to share expertise with our domestic & global stakeholders.
    VALUES
    ©2010 Michele & Company® All Rights Reserved
  • 94. Understand the DCE Practice Group Strategic Plan.
    • Goal #1 – Sustain and grow a high level of satisfaction and retention among members.
    • 95. Goal # 2 – Advance DCE’s unique position as the authority in nutrition and diabetes prevention, education, and management.
    Determine leadership roles
    Determine responsibilities
    Establish expected results
    STRATEGIC PLAN
    ©2010 Michele & Company® All Rights Reserved
  • 96. THANK YOU!
    Michele C. Wierzgac“Helping People Build Business Skills”
    (708) 598-6600
    michele@micheleandco.com