Leadership: Do you really wantto be out front?Linda Oestreich, STC PresidentJune 4, 2007STC Israel Convention
2Opening Questions• Why would anyone want to be led byyou?• Do you have, or can you get, what ittakes?
3Plan• Introductions• Definition• Myths and theories• Keys to leadership: trust and communication• Competencies of leadership• Leadership strategy cycle• Tips and lessons• Teamwork• Exercise• References
4What is leadership?• Leadership is a complex process by whicha person influences others to accomplish amission, task, or objective and directs theorganization in a way that makes it morecohesive and coherent.
5Leaders are…“People wholeave their footprintsin the areas oftheir passion”
6In other words…• Good leaders make people WANT toachieve high goals and objectives;bosses TELL people to accomplish atask or objective.• It is the followers, not the leader,who determine if a leader issuccessful.
7Myths of leadership• Leaders are charismatic.• Leaders are born, not made.• Leaders exist only at the top of anorganization.• Leaders control, direct, manipulate,and prod.• Leadership is a rare skill.
8Bass’ theories of leadership• Trait theory: Some personality traits leadpeople naturally into leadership roles.• Great event theory: A crisis or important eventmay cause a person to rise to the occasion,which brings out extraordinary leadershipqualities in an ordinary person.• Transformational leadership theory: People canchoose to become leaders and learn leadershipskills.
10TrustTrust, n.1. Firm reliance on the integrity, ability, orcharacter of a person or thing.2. Custody; care.3. Something committed into the care of another;charge.4.a. The condition and resulting obligation of havingconfidence placed in one: violated a public trust.b. One in which confidence is placed.5. Reliance on something in the future; hope.
11Communication• In 350 B.C., Aristotle said, “if communication is tochange behavior, it must be grounded in thedesires and interests of the receivers.”• Lead through 2-way communication.• Recognize and practice good nonverbalcommunication.• Set the example.• Don’t ask your team to do things you wouldn’t do.• What and how you communicate builds or harmsthe relationship you have with your team.
12Nonverbal communication• Eye contact• Facial expressions• Gestures• Posture and body position• Proximity• Vocal elements
13Barriers to communication• Culture, background, and bias• Noise (real and perceived)• Ourselves• Perception• Message• Environment• Stress
14Four competencies of leadership• Management of attention– A set of intentions or vision– A sense of outcome, goal or direction• Management of trust– Reliable, constant, focused, authentic• Management of meaning– Communicate your vision– Integrate facts, concepts, and anecdotes into meaning andfocus– Get people to understand and support goals in a variety ofways• Management of self– Know your own skills and deploy them– Know your strengths and nurture them– Accept risk– View failures as steps toward success
15Leadership strategy cycle• Intent– What are the key success factors?– What intended behavior do you hope toachieve?• Behavior– Actual behavior that resulted from work?• Effect– What reactions did you observe?• Adjustment– What behavioral change is needed to get backto original intent?
16Example• Intent– establish a resource of leadership to meetneeds of community leaders• Behavior– process driven, no ability to meet needs, lostvision in leadership changes• Effect– miscommunication; too much energy in wrongplaces; unhappy community leaders• Adjustment– reassign leadership; redefine vision; enhancecommunication; clarify results expected
17Twelve tips for leaders1. Know what is going on.2. Set the direction.3. Help them stay on course.4. Offer guidance.5. Open doors if you can.6. Assess their progress.7. Be smart; use their smarts.
18Twelve tips (continued)8. Help team maintain self-esteem.9. Offer an empathetic ear.10.Use their ideas, results, etc.11.Give them credit and thanks.12.Never take credit for their work.
19To work well, teams need• Direction (key result areas, goals,measurements)• Knowledge (skills, training, information,goals)• Resources (tools, materials, facilities,money)• Support (approval, coaching, feedback,encouragement)
24Team exercise• Count off into teams of three.• Examine your thesis statement. (1 min)• As a team, do you accept or reject it as anidea? (2 min)• Choose a recorder to record yourstatements.(5 min)• Develop 3 to 5 statements that supportyour team position. (3 min)• Choose someone on your team to presentyour case. (2 min)
25Thesis statements• Cartoon charactersshould wear pants.• Neighbors shouldmind their ownbusiness.• A journey of 1000miles is better thanstudying 1000books.• Lotteries areharmful.• Cats are worthlesscreatures.• Vegetable soupcures colds.• An old friend isbetter than twonew ones.
26Discussion• What did you notice?• Who took the lead?• Were decisions made as group, ordid someone take charge?• How did you arrive at conclusions?• Who chose the recorder? Thepresenter?
27References• Bass, Bernard, Stogdill’s Handbook of Leadership: A Survey of Theory andResearch, New York: Free Press, 1989• U.S. Army Handbook (1973). Military Leadership• Kouzes, James & Posner, Barry (1987). The Leadership Challenge. SanFrancisco: Jossey-Bass.• Pearson, J. (1983). Interpersonal Communication. Glenview, Illinois: Scott,Foreman and Company• Covey, Stephen R. (1989) Seven Habits of Highly Effective People. NewYork: Simon and Schuster.• Peterson, David B. & Hicks, Mary Dee (1996) Leader as Coach.Minneapolis, MN: PDI International• Big Dog’s Leadership Page;www.nwlink.com/~donclark/leader/leadcon.html• http://www.leader-values.com/Guests/Lead23.htm• Dean Carlo Brumat, from the Duxx Graduate School of BusinessLeadership• Symposium for Chief Elected and Chief Staff Officers; ASAE & the Centerfor association leadership; Feb 12-13, 2007, (Tecker Consultants, LLC,2006)