Nhrma Presentation


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SHRM regional conference 2008

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Nhrma Presentation

  1. 1. NHRMA LEADERSHIP DEVELOPMENT 101 Presenters: Dr. James Neblett, Dr. Deborah Schaff Johnson
  2. 2. Presenter Bio <ul><li>10 years of HR Leadership experience in Telecommunications and Retail industries </li></ul><ul><li>5 years as a Professor and Department Chair for HR </li></ul><ul><li>Author </li></ul><ul><li>HR Trainer </li></ul><ul><li>Mentor </li></ul>
  3. 3. Presenter Bio <ul><li>25 years of sales/marketing, leading, managing & creating programs, coaching/consulting and seminars </li></ul><ul><li>10 years as University Instructor, Curriculum Developer & Dissertation Coach/Mentor </li></ul><ul><li>HR coach/trainer </li></ul><ul><li>Systems Scientist </li></ul><ul><li>Futurist </li></ul><ul><li>Author </li></ul>
  4. 4. Today’s Agenda: <ul><li>Presenter Introductions </li></ul><ul><li>Quantum Leadership/HR </li></ul><ul><li>HR Applications </li></ul><ul><li>Questions/Comments </li></ul>
  5. 5. At the end of the workshop you should… <ul><li>1. Be able to identify and determine different leadership strategies. 2. Be able to develop a strategy to promote and build teams. 3. Develop an action plan to apply leadership concepts. 4. Discuss the impact of leadership style on motivation. </li></ul>
  6. 6. Quantum (Phd) Leadership/Learning Principles <ul><li>Mind -Universal creative energy/intelligence </li></ul><ul><li>Thought -capacity to draw on this energy to create our experience of reality </li></ul><ul><li>Consciousness -ability to be aware of this power & to understand how experience is created </li></ul><ul><li>(Spittle, 2005, p. 11) </li></ul>
  7. 7. Thinking/Learning System--Capacity Range <ul><li>Wisdom Insight CommonSense Creativity Perspective Analysis Processing Memory </li></ul><ul><li>(Adapted and used with permission from Mills & Spittle, 2001, p. 56 in Schaff Johnson, 2002) </li></ul>
  8. 8. QD Model: Emergent People Skills The Zone Place of Clarity* Place of Clarity Rapport Respect, Trust, Listening Adapted from Mills & Spittle, 2001 *Term coined by Stacey, 1996 Behavior Vision, Humor, Compassion
  9. 9. Quantum state of mind… more on quantum learning <ul><li>Relaxed, yet wake, alert </li></ul><ul><li>Nothing on your mind </li></ul><ul><li>Open </li></ul><ul><li>Curious </li></ul><ul><li>Reflective </li></ul><ul><li>Willing/Able to change your mind </li></ul><ul><li>O.K. with not knowing/uncertainty </li></ul><ul><li>Quiet mind </li></ul><ul><li>Deep listening </li></ul><ul><li>Quality of state of mind reflects our quality of experience </li></ul><ul><li>Unleashing genius/creativity </li></ul><ul><li>(Schaff Johnson, 2002) </li></ul>
  10. 10. Unleashing genius/creativity <ul><li>… something no one has thought of before. …reality is not fixed in predictable patterns….instead creative new possibilities can emerge …(Moss Kanter in Hesselbein, Goldsmith & Somerville, 2002, p. 73 </li></ul>
  11. 11. Quantum learning vs. Memory based learning <ul><li>Quantum </li></ul><ul><li>Higher range </li></ul><ul><li>Creative, useful for full range of events, simple to complex/chaotic… </li></ul><ul><li>Accesses inner wisdom & common sense </li></ul><ul><li>Always available to quiet mind </li></ul><ul><li>Primary/natural: May be used in concert with… </li></ul><ul><li>Instantaneous </li></ul><ul><li>Memory </li></ul><ul><li>Lowest learning level </li></ul><ul><li>Useful for memorizing facts: phone number, SS, spouse, where we live </li></ul><ul><li>Only has what we stored there </li></ul><ul><li>Slow; faulty connection as we get older </li></ul><ul><li>Rational: Limited use; most useful in concert with… </li></ul><ul><li>Incremental (Justice & Schaff Johnson, 2007) </li></ul>
  12. 12. Org Results/Applications/ Effectiveness <ul><li>Personal renewal </li></ul><ul><li>Exec team renewal </li></ul><ul><li>Team renewal & team building </li></ul><ul><li>Corporate learning </li></ul><ul><li>EAP’s </li></ul><ul><li>Leadership development </li></ul><ul><li>General employee development </li></ul><ul><li>Future, future directions </li></ul><ul><li>Global Expansion </li></ul><ul><li>Strategic mgt </li></ul><ul><li>HR, leadership development </li></ul><ul><li>Financial, impacts bottom line </li></ul><ul><li>Corporate resilience & sustainability </li></ul>
  13. 13. High Wire Teams <ul><li>Conventional: Force Fit </li></ul><ul><li>Unilateral decisions </li></ul><ul><li>Resources pre-set </li></ul><ul><li>Members miss feeling of personal accomplishment, using power to control behavior of others </li></ul><ul><li>Defining freedom …to pursue indiv happiness or goals </li></ul><ul><li>Step-Up: Graceful Effectiveness </li></ul><ul><li>Robust dialogues: Early & often to keep adjusting course </li></ul><ul><li>Allocations respond to requests from those doing work </li></ul><ul><li>Each member values own share of outcomes, unleashing power to allow complement of talents to emerge & further larger purpose </li></ul><ul><li>Fostering freedom …to choose creativity in shaping a role that works in concert w/others (Gunn & Gullickson, 2005, p. 84) </li></ul>
  14. 14. High Wire Shift in Thinking Teams <ul><li>Conventional: ‘Lip Service’ </li></ul><ul><li>“ I’m the only one who gets it </li></ul><ul><li>Resent distraction from “real job” </li></ul><ul><li>Disrupt meetings </li></ul><ul><li>Fret over every glitch </li></ul><ul><li>Chafe in harness </li></ul><ul><li>Vie for personal recognition </li></ul><ul><li>Defining freedom …to pursue indiv happiness or goals </li></ul><ul><li>Step-Up: Genuine Connection </li></ul><ul><li>Trust in other’s common sense </li></ul><ul><li>Appreciate larger purpose </li></ul><ul><li>Stimulate conversations centered on task </li></ul><ul><li>Sustain confidence that solutions will emerge for even most complex issues </li></ul><ul><li>Open to affinity for others Share in abundance: Plenty of good stuff” to go around (Gunn & Gullickson, 2005, p. 88) </li></ul>
  15. 15. Putting this all together <ul><li>Now that we have reviewed the theory, how do you apply these in the workplace? </li></ul><ul><li>Develop an Action Plan </li></ul><ul><li>Develop a Peer Contract </li></ul>
  16. 16. Develop an Action Plan <ul><li>1.Action Plan to apply principles </li></ul><ul><li>List three actions you would like to undertake as a result of this workshop: </li></ul><ul><li>a. </li></ul><ul><li>b. </li></ul><ul><li>c. </li></ul><ul><li>2. Choose the action that you would like to plan to do first and enter it below: </li></ul><ul><li>3. List the potential roadblocks to implementing this action: </li></ul><ul><li>4. Discuss with your seat partner how you would overcome these roadblocks. </li></ul><ul><li>5. Describe in detail the action you will undertake and the steps you will take to ensure that it will happen. </li></ul>
  17. 17. Peer Contract <ul><li>As a result of our workshop on Leadership skills 101, I want to incorporate the following ideas in the workplace: </li></ul><ul><li>1. </li></ul><ul><li>2. </li></ul><ul><li>3. </li></ul><ul><li>4. </li></ul><ul><li>Name ____________________ Email___________ </li></ul><ul><li>Signed_____________________________________ </li></ul><ul><li>I will follow up with the above person in one month. </li></ul><ul><li>Name______________________ Email____________ </li></ul><ul><li>Signed______________________________________ </li></ul><ul><li>Date____________________________ </li></ul>
  18. 18. Thank you! :^) <ul><li> Summation </li></ul><ul><li>Foundation of Leadership 101 </li></ul><ul><li>HR Applications </li></ul>
  19. 19. References for further reading <ul><li>Gunn, R. W., & Gullickson, B.R. (2005). On the high wire . Westport, CT: Praeger. </li></ul><ul><li>Hesselbein, F., Goldsmith, M., & Somerville, I. (2005). Leading for innovation: And organizing for results . San Francisco: Jossey-Bass. </li></ul><ul><li>Mills, R., & Spittle, E.B. (2001). The wisdom within . Edmonton, AB: Lone Pine Publishing. </li></ul><ul><li>Nakai, P. & Schultz, R. 2000. The mindful corporation: Liberating the human spirit at work . Long Beach, CA: Leadership Press. </li></ul><ul><li>Schaff Johnson, D., & Justice, I.S. (2007). Organizational future sustainability: Quantum leadership. Futurics 31 :1&2, 49-52. </li></ul><ul><li>Schaff Johnson, D. (2002). Quantum learning: Leadership for learning organizations. Futurics 26 :3&4, 89-92. </li></ul><ul><li>Senge, P. (2006). Fifth discipline: The art and practice of a learning organization (rev. ed.) . New York: Doubleday Currency. </li></ul><ul><li>Spittle, E. (2005). Wisdom for life . Edmonton, AB: Lone Pine Publishing. </li></ul><ul><li>Stacey, R. (1996). Complexity and creativity in organizations . London: Routledge & Kegan Paul. </li></ul>