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Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
Leadership By Example   Notes
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Leadership By Example Notes

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How to create trust, integrity by leading by example.

How to create trust, integrity by leading by example.

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  • Ask if anyone was not in the right class Introduction of self and getting others to introduce themselves. Announce where rest room locations, breaks and take attendance
  • Transcript

    • 1. Leadership & Motivation by Example Victoria Wors July 24 th & 31 st , 2008 St. Louis Community College Meramec Campus 6:00 PM -9:00 PM
    • 2. Supporting Texts <ul><li>The Manager’s Book of Decencies by Steve Harrison copyright 2007 </li></ul><ul><li>The Heart of a Leader, Insights on the Art of Influence, by Ken Blanchard copyright 1999 and 2007 </li></ul><ul><li>The Speed of Trust, The One Thing That Changes Everything , by Stephen M.R. Covey, copyright 2006 </li></ul><ul><li>Love’em or Lose’em, Getting Good People to Stay, Beverly Kaye and Sharon Jordan-Evans, copyright 2008 </li></ul><ul><li>Servant Leadership, Ken Blanchard, copyright 2003 </li></ul>
    • 3. What do we mean when we say “Leadership &amp; Motivation by Example”?
    • 4. Leadership by Example Defined <ul><li>Showing the way </li></ul><ul><li>Displaying Integrity </li></ul><ul><li>Stewardship </li></ul><ul><li>Being accountable </li></ul><ul><li>Has credibility </li></ul><ul><li>Energizes others </li></ul><ul><li>Galvanizes diverse talent </li></ul>
    • 5. So what is Leadership &amp; Motivation by Example? <ul><li>Leadership is active; Motivation is active </li></ul><ul><li>Leadership is NOT something you do TO people nor is Motivation </li></ul><ul><li>Leadership is something you DO WITH people; you Motivate TOGETHER </li></ul><ul><li>Thus Leadership &amp; Motivation by Example is actively displaying traits that inspire, energize and support people and business </li></ul>
    • 6. What are some types of leadership? <ul><li>In Ken Blanchard’s book, Servant Leader , Robert Greenleaf defines two kinds of leaders: </li></ul><ul><ul><li>Strong Natural Leaders </li></ul></ul><ul><ul><li>Strong Servant Leaders </li></ul></ul>
    • 7. Strong Natural Leaders <ul><li>Are described as those who try to take control, make decisions and give orders in any situation </li></ul><ul><li>Exercise #1 </li></ul>
    • 8. Exercise #1 <ul><li>Break into groups </li></ul><ul><li>Each member will present a brief description of a situation where their immediate supervisor would be considered a Strong Natural Leader </li></ul><ul><li>After each group member has presented their situation, the group will select the most representative of the situations to present to the class </li></ul><ul><li>Provide reasons for the selection </li></ul><ul><li>Time allotted for discussion: 30 minutes </li></ul>
    • 9. Strong Servant Leaders <ul><li>Are described as those who will assume leadership only if they are given a chance to serve </li></ul><ul><li>Exercise #2 </li></ul>
    • 10. Exercise #2 <ul><li>Break into groups </li></ul><ul><li>Each member will present a brief description of a situation where an immediate supervisor would be considered a Strong Servant Leader </li></ul><ul><li>After each group member has presented their situation, the group will select a representative of the situations, but this time compare with the situation selected in Exercise #1 </li></ul><ul><li>Present the comparisons to the class </li></ul><ul><li>Time allotted for discussion: 30 minutes </li></ul>
    • 11. Ask yourself, “Am I a servant leader or a self serving leader”? <ul><li>You can tell the difference between a servant leader and a self serving leader by the way they respond to “feedback” </li></ul><ul><li>A Self Serving Leader is afraid of losing position and spends most of their time protecting “status” </li></ul>
    • 12. Consider this statement: <ul><li>What you think you do is not really what you are doing… </li></ul>Have you ever thought you were doing something right only to see a video of your actions which reveals how wrong your thoughts actually were?
    • 13. The One Thing That Changes Everything <ul><li>It is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world… </li></ul><ul><li>If removed it can destroy governments, businesses, thriving economies, influential leadership, the greatest friendship, the strongest character, the deepest love… </li></ul>
    • 14. Break <ul><li>Let’s take 5 – 10 minutes for a break </li></ul><ul><li>Return prepared to discuss “The One Thing That Changes Everything” </li></ul>
    • 15. What is this miraculous thing???? <ul><li>TRUST </li></ul>
    • 16. Thoughts on TRUST <ul><li>The moment there is suspicion about a person’s motives everything he does becomes tainted . </li></ul><ul><li>Mahatma Gandhi </li></ul><ul><li>Whether you&apos;re on a sports team, in an office or a member of a family, if you can’t trust one another there’s going to be trouble </li></ul><ul><li>Joe Paterno, Head Football </li></ul><ul><li>Coach, Penn State University </li></ul>
    • 17. The Economics of Trust <ul><li>Trust = Speed Cost </li></ul><ul><li>Trust = Speed Cost </li></ul>
    • 18. Trust myths <ul><li>Myth </li></ul><ul><li>Trust is soft </li></ul><ul><li>Trust is slow </li></ul><ul><li>You either have trust or you don’t </li></ul><ul><li>Once lost trust can not be restored </li></ul><ul><li>Reality </li></ul><ul><li>Trust is hard, real and quantifiable, it measurably affects both speed and cost </li></ul><ul><li>Nothing is as fast as the speed of trust </li></ul><ul><li>Trust can be both created and destroyed </li></ul><ul><li>Though difficult, lost trust and be restored </li></ul>
    • 19. Trust Myths cont’d. <ul><li>Myth </li></ul><ul><li>You can’t teach trust </li></ul><ul><li>Trusting people is too risky </li></ul><ul><li>Trust is established one person at a time </li></ul><ul><li>Reality </li></ul><ul><li> Trust can be effectively taught and learned, and it can become a leverageable, strategic advantage </li></ul><ul><li>Not trusting people is a greater risk </li></ul><ul><li>Establishing trust with the one establishes trust with the many </li></ul>
    • 20. What Constitutes Self Trust? <ul><li>Credibility is the creation of integrity, intent, capability and results </li></ul><ul><ul><li>Ask yourself these two questions: </li></ul></ul><ul><ul><ul><li>Do I trust myself? </li></ul></ul></ul><ul><ul><ul><li>Am I someone others can trust? </li></ul></ul></ul><ul><ul><ul><li>How credible are you? </li></ul></ul></ul><ul><ul><ul><li>(Questionnaire) </li></ul></ul></ul>
    • 21. 4 Cores of Credibility <ul><li>Core 3: Capabilities </li></ul><ul><li>These are the abilities we have that inspire confidence – </li></ul><ul><li>our talents, skills, attitudes, knowledge and style. They </li></ul><ul><li>are the means we use to produce results. Capabilities </li></ul><ul><li>lso deal with our ability to establish, grow extend and </li></ul><ul><li>restore trust. </li></ul><ul><li>Core 4: Results </li></ul><ul><li>These are our track records, our performance, our </li></ul><ul><li>getting the right things done. If we don’t </li></ul><ul><li>accomplish hat we expected to do this diminishes </li></ul><ul><li>our credibility. On the other hand, when we achieve </li></ul><ul><li>the results we promised, we establish a positive </li></ul><ul><li>record of performing, of being a producer…and our </li></ul><ul><li>Reputation precedes us. Both capabilities and </li></ul><ul><li>results are matters of competence. </li></ul>Core 1: Integrity Most people think of “honesty” when talking of “integrity”, but it also includes “walking your talk”, having the courage to act in accordance with your values and beliefs. Most massive violations of “trust” are violations of “integrity” Core 2: Intent This is our motives, our agendas, and our resulting behaviors. Trust grows when our motives are straight forward and based on mutual benefit -- in other words when we genuinely care not only for ourselves, but for the other people we interact with, lead or serve. Both integrity and intent are matters of character.
    • 22. Relationship Trust <ul><li>The 13 Behaviors </li></ul><ul><li>‘ You can’t talk yourself out of a problem you’ve behaved yourself into”. </li></ul><ul><li>--Stephen R. Covey </li></ul><ul><li>“ No, but you can behave yourself out of a problem you behaved yourself into…and often faster than you think”. </li></ul><ul><li>--Stephen M.R. Covey </li></ul><ul><li>For automatic scoring: www.speedoftrust.com </li></ul>
    • 23. Next Week <ul><li>Discussion of the 13 Behaviors of Relationship Trust </li></ul><ul><li>Creating an Action Plan </li></ul><ul><li>Being a Mentor and being Mentored </li></ul><ul><li>Value Choices </li></ul>
    • 24. Recap of Session #1 <ul><li>What do we mean by “Leadership &amp; Motivation by Example”? </li></ul><ul><li>What are two types of Leadership? </li></ul><ul><li>What is “The One Thing That Changes Everything”? </li></ul><ul><li>What are the 4 Cores of Credibility? </li></ul>
    • 25. Behavior #1 Talk Straight <ul><li>Be honest. </li></ul><ul><li>Tell the truth. </li></ul><ul><li>Let people know where you stand. </li></ul><ul><li>Use simple language. </li></ul><ul><li>Call things what they are. </li></ul><ul><li>Demonstrate integrity. </li></ul><ul><li>Don’t manipulate people or distort facts. </li></ul><ul><li>Don’t “spin” the truth. </li></ul><ul><li>Don’t leave false impressions. </li></ul>
    • 26. Behavior #2 Demonstrate Respect <ul><li>Genuinely care for others. </li></ul><ul><li>Show you care. </li></ul><ul><li>Respect the dignity of every person and of </li></ul><ul><li>very role. </li></ul><ul><li>Treat everyone with respect </li></ul><ul><li>especially those who can’t do anything for </li></ul><ul><li>you. </li></ul><ul><li>Show kindness in the little things. </li></ul><ul><li>Don’t fake caring. </li></ul><ul><li>Don’t attempt to be “efficient” with people, (example hand </li></ul><ul><li>written notes vs. e-mails) </li></ul>
    • 27. Behavior #3 Create Transparency <ul><li>Tell the truth in a way people can verify. </li></ul><ul><li>Get real and genuine. </li></ul><ul><li>Be open and authentic. </li></ul><ul><li>Err on the side of disclosure. </li></ul><ul><li>Operate on the premise of, “what you see is what you get.” </li></ul><ul><li>Don’t have hidden agendas. </li></ul><ul><li>Don’t hide information. </li></ul>
    • 28. Behavior #4 Right Wrongs <ul><li>Make things right when you are wrong. </li></ul><ul><li>Apologize quickly. </li></ul><ul><li>Make restitution where possible. </li></ul><ul><li>Practice “service recoveries”. </li></ul><ul><li>Demonstrate personal humility. </li></ul><ul><li>Don’t cover things up. </li></ul><ul><li>Don’t let pride get in the way of doing the right thing. </li></ul>
    • 29. Behavior #5 Show Loyalty <ul><li>Give credit freely. </li></ul><ul><li>Acknowledge the contributions of others. </li></ul><ul><li>Speak about people as if they were present. </li></ul><ul><li>Represent others who aren’t there to speak for themselves. </li></ul><ul><li>Don’t bad-mouth others behind their backs. </li></ul><ul><li>Don’t disclose other’s private information. </li></ul>
    • 30. Behavior #6 Deliver Results <ul><li>Establish a track record of results. </li></ul><ul><li>Get the right things done. </li></ul><ul><li>Make things happen. </li></ul><ul><li>Accomplish what you&apos;re hired to do. </li></ul><ul><li>Be on time and within budget. </li></ul><ul><li>Don’t overpromise and under deliver. </li></ul><ul><li>Don’t make excuses for not delivering. </li></ul>
    • 31. Behavior #7 Get Better <ul><li>Continuously improve. </li></ul><ul><li>Increase your Capabilities. </li></ul><ul><li>Be a constant learner. </li></ul><ul><li>Develop feedback systems –both formal and informal. </li></ul><ul><li>Act on the feedback you receive. </li></ul><ul><li>Thank people for feedback. </li></ul><ul><li>Don’t consider yourself above feedback. </li></ul><ul><li>Don’t assume today’s knowledge and skills will be sufficient for tomorrow’s challenges. </li></ul>
    • 32. Behavior #8 Confront Reality <ul><li>Take issues “ head-on”, even the “undiscussables”. </li></ul><ul><li>Address the tough stuff directly. Acknowledge the unsaid. </li></ul><ul><li>Lead out courageously in conversation. </li></ul><ul><li>Remove “the sword from their hands”. </li></ul><ul><li>Don’t skirt the real issues. </li></ul><ul><li>Don’t bury your head in the sand. </li></ul>
    • 33. Behavior #9 Clarify Expectations <ul><li>Disclose and reveal expectations. </li></ul><ul><li>Discuss them. </li></ul><ul><li>Validate them. </li></ul><ul><li>Renegotiate them if needed and possible. </li></ul><ul><li>Don’t violate expectations. </li></ul><ul><li>Don’t assume that expectations are clear and shared. </li></ul>
    • 34. Behavior #10 Practice Accountability <ul><li>Hold yourself accountable. </li></ul><ul><li>Hold others accountable. </li></ul><ul><li>Take responsibility for results. </li></ul><ul><li>Be clear on how you’ll communicate how you&apos;re doing – and how others are doing. </li></ul><ul><li>Don’t avoid or shirk responsibility. </li></ul><ul><li>Don’t blame others or point fingers when things go wrong. </li></ul>
    • 35. Behavior #11 Listen First <ul><li>Listen before you speak. </li></ul><ul><li>Understand. </li></ul><ul><li>Diagnose. </li></ul><ul><li>Listen with your ears – and your eyes and heart. </li></ul><ul><li>Find out what the most important behaviors are to the people you’re working with. </li></ul><ul><li>Don’t assume you know what matters most to others. </li></ul><ul><li>Don’t presume you have all of the answers – or all of the questions. </li></ul>
    • 36. Behavior #12 Keep Commitments <ul><li>Say what you are going to do, then do what you say you’re going to do. </li></ul><ul><li>Make commitments carefully and keep them. </li></ul><ul><li>Make keeping commitments the symbol of your “honor”. </li></ul><ul><li>Don’t break confidences. </li></ul><ul><li>Don’t attempt to “PR” your way out of a commitment you’ve broken. </li></ul>
    • 37. Behavior #13 Extend Trust <ul><li>Demonstrate a propensity to trust. </li></ul><ul><li>Extend trust abundantly to those who have earned your trust. </li></ul><ul><li>Extend trust “conditionally” to those who are earning your trust. </li></ul><ul><li>Learn how to appropriately extend thrust to others based on the situation, risk and credibility (character and competence) of the people involved. </li></ul><ul><li>Don’t withhold trust because there is a risk involved. </li></ul>
    • 38. Creating an Action Plan <ul><li>One at a time, consider the relationships you have with those with whom you work, (you can do this with family or other relationships as well). Pick one to review. </li></ul><ul><li>Go over the 13 behaviors and mark on the chart provided where you are now with each one and then go back and circle two or three that would make greatest positive difference. </li></ul><ul><li>Identify one or two steps for each circled behavior to create change. </li></ul><ul><li>See Chart </li></ul>
    • 39. Be a Mentor <ul><li>M odel what you want your employees to do. Help them find other good role models as well. </li></ul><ul><li>E ncourage support and encourage your people during the food times and bad </li></ul><ul><li>N urture Get to know your people’s unique skills and capabilities. Nurture their ideas, relationships, and them! </li></ul><ul><li>T each Tell it like it is </li></ul><ul><li>O rganizational minefields, help them avoid </li></ul><ul><li>R eality that the organizational minefields are NOT in any policy manual. </li></ul>
    • 40. Mentor in Reverse <ul><li>Let your people mentor you. </li></ul><ul><li>Let them tell you what they know. </li></ul><ul><li>Let them coach you about how you can be more effective </li></ul><ul><li>Managers who are open to their team members not only learn new skills but also gain valuable insight as to what goes on at a different level in the organization </li></ul>
    • 41. Value Choices <ul><li>Establish a work place which reflects the values that enhance and support effective communication, respect and openness. </li></ul><ul><li>Value List </li></ul>
    • 42. What We Have Learned
    • 43. Victoria Wors <ul><li>Contact information </li></ul><ul><li>www.worsconsulting.com </li></ul><ul><li>[email_address] </li></ul>

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