Talk about the economy, Turnover, Improving ProductionAs David S. Pottruck, once noted, “People will work hard for money, but they will devote their lives to meaning.” Marriage is less about finding the right person and more about being the right personWould you like to work for an incredible boss? Then start by treating you boss like an incredible person.
Laissez-Fair-Laid back boss; Not a lot of work gets done due to low expectations for workersDemocratic: Very inclusive Production stays the same whether the boss is there or notDictator: Work gets done only when they are present
Ingroups: Have similar beliefs to the leader. Get rewarded with more information. Given more responsibilities which can lead to extra stress.Outgroups: Rely on rules and policies since they are not in the in crowd. They get stressed from feeling left out.
Country Club Management-People first. They believe that taking care of people will get the most out of them. Team Management-Interdepedence, This is the optimal levelImpoverished Management-Least amount of effort from people and resources to get the job done. Usually people on their way out.
Structure of organization determines how work gets done. Heirarchy is favored by men. Web of Inclusion by women. With advances in information technology organizations should be moving away from hieracrchies and more webs.Baseball-Individuals work together but are responsible for their own area. Football-More teamwork. If one area goes wrong we all lose. Basketball-we use our own individual talents to help the team and we have to respond more rapidly. Theory X- Boss believes Subordinates are passive and lazy, have little ambition, prefer to be led, and resist change. It is “I” that makes this company successful by telling others what to do.Why Theory X won’t change- Fear of losing control and it takes too much timeTheory Y-the Essential task of management is to arrange conditions so that people can achieve their own goals best by directing efforts toward organizational rewards. “My people are not successful because they don’t have the proper tools and resources provided by me.”
Depth of Learning is low for command and high for teachingLevel of Commitment is low for command and high for teachingAmount of Time Required is low for command and high for teachingCapacity of Continuous Learning is low for command and high for teachingVery few companies reach the teaching level. The higher the education level the better chance it has for reaching the top. Service Master has a 4 step process: Prepare the Learner, Show the Learner, Have the Learner show you, Coach
Blind obedience to open revolt
Physiological Needs: Need to satisfy hunger and thirstSafety Needs: Need to feel that the world is organized and predictable; need to feel safe, secure, and stableBelongingness and Love Needs: Need to love and be loved, to belong and be accepted; need to avoid loneliness and alienationEsteem Needs: Need for Self-esteem, achievement, competence, and independence, need for recognition and respect from othersSelf-Actualization Needs: Need to live up to one’s fullest and unique potential
Thirst and HungerBusiness Literacy, Alumni RelationsIf you want creativity then have a creative environmentTime and Money-Your managers most scarcest resources. The boss only spends it on things that they value.
Among the trust breakers are: Treat your people discourteously; ridicule them behind their backs; play favorites; never admit a mistake; break promises. The trust builders include: Offer understanding and support in times of stress; give people a chance to talk while you actively listen; care about each person’s family, interests outside of work, and values. Trust equals safety and safety equals trust. Communication is the key to all of this.1) People follow the person and then the plan.2) DWYSYWD-Do what you say you will do. Be credible.Knowing the rules is not enough. Anyone who can memorize the Pledge of Allegiance can learn a set of rules. The important thing is to know why the rules exist and how they came to be there. If followers do not see that everyone is playing by the same rules they will become anxious. They will spend more time wondering if they are doing something right than actually doing it. Incremental-Little goals to get you to the big Goal. Quantum-The big goal on the horizon to strive for. Level 5 leadership- When things go good, leaders look out the window to give credit. When things go bad they look in the mirror to figure out why. Transformational change, Transitional MaintainValues guide everything
Scale 1-7Studies show that we are willing to pay more for a product if they identify with the company and its cause.
Gallup’s Poll shows that having a friend at work ranks higher than payLove vs Fear “It takes guts to lead with love and trust rather than power and fear. For too many people, it is easy to be hard, and hard to be soft.”Love is a choice as well as an emotion. It has less to do with how you feel and more to do with how you behave.
They Tyranny of “or”: Most people don’t believe that you can have fun and get work done. So they do one “or” the other. Never make a decision yourself that can be reasonably delegated to a lieutenantNever Make a decision today that can be reasonably be put off to tomorrow. The Timing of a decision is as important as the decision itself.
How you communicate-People have been talking face to face for hundreds of thousands of years, the written word for only the last hundred. The more important the decision the closer you need to be to that person. Temporizing Response- Validating without agreeing. Prisoners of your organizational Vocabulary-Your title should not control where ideas come from. Be specific-No enjoys predictable or blanket rewards
Abraham Lincoln, “And in the end, it’s not the years in your life that count. It’s the life in your years.” Martin Luther King Jr. said, “A life without purpose is a life not worth living.” Identity Stories-Howard Gardner- Who am I? What do I want to be? Where am I going?
Self Serving BiasWhen you cease to make a contribution you begin to die
Owners vs Non Owners
Maslow’s Leaders<br />Looking into your<br /> Worker’s Hierarchy of Needs<br />Presented by:<br /> Jairo McMican<br />North Carolina Central University<br />
Dedication<br />This Presentation is dedicated to Dr. Bruce Moore who continually pushes me to excel.<br />
Topics to be covered<br />Would your subordinates elect you to your present position?<br />Leadership Models and Theory<br />The Three Pyramids<br />What your constituents need<br />What your constituents want<br />
The Boys Club Experiment<br /> Laissez-Fair, Democratic, Dictator<br /> If you knew someone was coming around to check up on you, how would you behave? Conventional wisdom holds that as soon as they spot the boss coming people put on their best behavior. Wrong. They may put on different behavior, but it’s not their best. <br />
Leader-Member Exchange Theory<br />In groups-<br />Similar to the Leader.<br />Given more…<br />Additional Responsibilities<br />Out Groups-<br />Managed by Formal Rules and Policies<br />Feeling Left Out<br />
Other Theories<br />Hierarchy vs. Web of Inclusion<br />Baseball, Football, Basketball<br />Theory X vs. Theory Y<br />
Situational Leadership Theory by Hersey and Blanchard<br />Relationship Behavior vs. Task Behavior<br />Telling, Selling, Participating, Delegating<br />Follower Readiness<br />-R1-Unable and unwilling<br />-R2-Unable but willing or confident<br />-R3-Able but unwilling or insecure<br />-R4-Able and willing or confident<br />8<br />
Command, Tell, Sell, Teach<br />Command and Control-Leaders give mandates and directives to followers<br />Tell-Leaders instruct the followers on their teachable point of view; followers are expected to adopt this. Action is based on this common point of view<br />Sell-Leaders provide their teachable point of view; they persuade followers that this is correct. <br />Teach-Leaders instruct others to develop their own teachable point of view and how to develop others. Mutual learning takes place and becomes the source for confident action. <br />
Resources<br />Tools and Information<br />History<br />Work Environment<br />
Knowledge of Organization & Leader<br />Honesty, Fair, Forward Looking, Knowledgeable<br />Kouzes & Posner Two Laws of Leadership<br /> People don’t care how much you know until they know how much you care.<br /> DWYSYWD<br />Rules<br />Incremental vs. Quantum Goals<br />Windows and Mirrors<br />Transformational vs. Transactional<br />Values<br /> If you don’t know where you want to go, it doesn’t matter how you get there. ~Lewis Carroll<br />
How are workers rewarded<br /> If you create a transparent organization, it will be difficult for others to delve into lies. If your rewards and promotions are based on this principle those who go against it will lose any credibility that they have. <br />Rituals and Ceremonies<br />
To Be Loved and Accepted<br />Openly criticizing subordinates is a counterproductive activity since they will not want to perform for a critic.<br />I vs. We<br />Peer Pressure<br />Bill Russell said, “The most important measure of how good of a game I played was how much better I made my teammates play.” <br />Interdependence<br />Servant Leadership<br />Love vs. Fear<br />Give away power-Turner said, “I’ve learned that…when you push power away, you have more…because it empowers everyone else.” <br />
More Love<br />The Tyranny of “or”<br />Oliver Wendell Holmes said, “People do not quit playing because they grow old, they grow old because they quit playing.” <br />Managers who create distrustful environments often take self-protective postures. They’re directive and hold tight to the reins of power. Those who work for such managers are likely to pass the distrust on by withholding and distorting information. <br />
Esteem and Recognition<br />Keeping secrets sends the message that a follower is not good enough to know certain things. When an organization keeps secrets, your followers will mentally check out because they feel unwanted. <br />Researchers working with Neural Networks have found that when people feel rebuffed or left out, the brain activates a site for registering physical pain.<br />Temporizing Response<br />Good Morale leads to success, and success leads to better morale.<br />Prisoners of your Organizational Vocabulary<br />“Compensation is a right, recognition is a gift”<br />However you decide to share recognition make sure you are specific<br />
More Esteem and Recognition<br /> Just giving information without taking any is just as degrading. If you are told to take care of your own area, this can sting your pride as a worker. Let the higher ups worry about the company as a whole. This attitude is sends the message that your ideas are not good enough.<br />There is nothing more disempowering than to be held responsible for something you did not help create.<br /> “There are no unimportant jobs, just people who feel unimportant doing their jobs.” <br /> Reassigning<br /> Allow Mistakes<br />
Purpose and Meaning<br />If you work toward a truly heroic goal, your achievements will outlive you. You will be able to look back on your life and know that you made a lasting contribution that, without you, would not exist. <br />“While working at what they enjoy and believe in, they will place more stringent demands on themselves than any authority figure could.” <br />Future and Identity Stories<br />
More Purpose and Meaning<br />If a leader can produce positive experiences that warrant a connection to the values of an organization, the followers won’t have to be told what to do. <br /> “Owners cater to the organization’s mission, vision, and values; non-owners cater to the boss. Owners focus on the business results of their actions, no matter who is watching; non-owners focus on how they’re perceived by the chain of command.” <br />The Metaphor for war is the strongest tool to get people to rally. We are under attack from outside forces. <br />
Sources<br />Bolman, L. G., & Deal, T. E. (2008). Reframing Organizations. San Francisco: Jossey-Bass.<br />Freiberg, K., & Frieberg, J. (2004). Guts! New York: Double Day.<br />Gardner, J. W. (1990). On Leadership. New York: The Free Press.<br />Grint, K., Nelson, D., & Bratton, J. (2008). The Art and Science of Leadership. Mason: Cengage Learning.<br />Kouzes, J. M., & Posner, B. Z. (2007). The Leadership Challenge, 4th Edition. San Fransisco: Jossey-Bass.<br />Myers, D. G. (1996). Exploring Psychology. New York: Worth Publishers.<br />Sanborn, M. (2004). The Fred Factor. New York: Double Day.<br />Tichy, N. M., & Cohen, E. (2007). The Leadership Engine. New York: HarperCollins Publishers.<br />
Thank You For Listening<br />For any comments are suggestions <br />please contact me:<br />Jairo McMican<br />firstname.lastname@example.org<br />