Lead People, Manage Performance


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  • Icebreaker: Leadership Matrix self-assessment Opener: “Changes” activity Materials: Leadership Matrix self-assessment (handout @ entry) “ Changes” activity Participant handouts Pens/pencils? Stickers and stars (or highlighters) Closing: “Leader” activity
  • Lead People, Manage Performance

    1. 1. Lead People, Manage Performance <ul><li>“ Leadership is an action, not a word” </li></ul><ul><li>- Richard P. Cooley </li></ul><ul><li>Kathy Muller </li></ul><ul><li>ICED, Inc. </li></ul>
    2. 2. Objectives <ul><li>Participants will be able to: </li></ul><ul><li>Determine your primary leadership style. </li></ul><ul><li>Distinguish between manager and leader competencies. </li></ul><ul><li>Diagnose employee development level for a given goal or task. </li></ul><ul><li>Adjust your style of interaction to employee readiness for the task. </li></ul>
    3. 3. Why Lead vs. “Manage” People? <ul><li>Higher employee satisfaction </li></ul><ul><li>Improved employee productivity and performance </li></ul><ul><li>Higher customer satisfaction </li></ul><ul><li>Increased profitability </li></ul><ul><li>Increased sales </li></ul>
    4. 4. Manager vs. Leader Competencies <ul><li>Refer to “Manager vs. Leader Competencies” </li></ul><ul><li>Select at least 3 leader traits you do well </li></ul><ul><li>Identify 3 – 5 areas to focus on for professional development </li></ul><ul><li>Discussion questions (in teams) </li></ul>
    5. 5. Contingency Leadership Model <ul><li>Contingency, or situational/adaptive leadership is the ability to adjust leader style and behaviors to match the needs of the employee. It is based on three key points: </li></ul><ul><ul><li>The amount of direction (task behavior) a leader gives, </li></ul></ul><ul><ul><li>The amount of relationship support a leader provides, and </li></ul></ul><ul><ul><li>The “readiness” level of the employee. </li></ul></ul>
    6. 6. Contingency Leadership Model <ul><li>Task behavior is the extent to which a leader engages in one-way communication by explaining what each follower is to do, as well as when, where, and how tasks are to be accomplished. </li></ul>
    7. 7. Contingency Leadership Model <ul><li>Relationship behavior is the extent to which a leader engages in two-way communication by providing support or psychological “strokes” and facilitating behaviors. </li></ul>
    8. 8. Contingency Leadership Model <ul><li>Readiness is the ability and willingness of a person to take responsibility for directing their own behavior in relation to a specific task to be performed. </li></ul>
    9. 9. The Four (D)evelopment Levels <ul><li>D1 – Low Competence/High Commitment </li></ul><ul><li>D2 – Some to Low Competence/Low Commitment </li></ul><ul><li>D3 – Moderate to High Competence/Variable Commitment </li></ul><ul><li>D4 – High Competence/High Commitment </li></ul>
    10. 10. The Four (D)evelopment Levels D1 D2 D3 D4
    11. 11. The Four (D)evelopment Levels <ul><li>D1 – The Eager Beginner </li></ul><ul><li>Low competence and high commitment </li></ul><ul><li>New and/or unskilled </li></ul><ul><li>Enthusiastic </li></ul><ul><li>Inexperienced </li></ul><ul><li>Hopeful, curious </li></ul>
    12. 12. The Four (D)evelopment Levels <ul><li>D2 – The Frustrated Learner </li></ul><ul><li>Low to some competence and low commitment </li></ul><ul><li>Flashes of competence </li></ul><ul><li>Overwhelmed </li></ul><ul><li>Disillusioned </li></ul><ul><li>Demotivated </li></ul>
    13. 13. The Four (D)evelopment Levels <ul><li>D3 – The Capable (but Cautious) Performer </li></ul><ul><li>Moderate to high competence and variable commitment </li></ul><ul><li>Capable </li></ul><ul><li>Usually competent, contributing </li></ul><ul><li>Cautious/Insecure </li></ul>
    14. 14. The Four (D)evelopment Levels <ul><li>D4 – The Self-Directed Achiever </li></ul><ul><li>High competence and high commitment </li></ul><ul><li>Consistently competent </li></ul><ul><li>Self-assured </li></ul><ul><li>Expert </li></ul><ul><li>Inspires others </li></ul>
    15. 15. Leadership Styles <ul><li>Your leadership style is how you behave when you are trying to influence the performance of others. It is the way you supervise or work with someone. </li></ul><ul><li>There are four leadership styles: </li></ul><ul><ul><li>Directing </li></ul></ul><ul><ul><li>Coaching </li></ul></ul><ul><ul><li>Supporting </li></ul></ul><ul><ul><li>Delegating </li></ul></ul>
    16. 16. The Four Leadership (S)tyles D1 D2 D3 D4 S2 S1 S3 S4
    17. 17. The Four Leader (S)tyles <ul><li>S1 – Directing </li></ul><ul><li>High task/Low relationship leader behavior </li></ul><ul><li>Specific direction </li></ul><ul><li>Tracks performance </li></ul><ul><li>Frequent feedback </li></ul><ul><li>Leader makes decisions </li></ul>
    18. 18. <ul><li>Like this presentation and want to know more? Contact me, Kathy Muller, Training & Development @ </li></ul><ul><li>[email_address] </li></ul><ul><li>281.256.4324 </li></ul>
    19. 19. Credits & Resources <ul><li>Ashley, Susan, SIA Consulting. “Leadership Development”. ASTD-ISPI professional develoment event, June 2005 </li></ul><ul><li>Blanchard, Ken; Zigarmi, Drea; Zigarmi, Patricia. Leadership & the One-Minute Manager . 1985. William Morrow & Co., Inc., New York, NY </li></ul>
    20. 20. Credits & Resources <ul><li>“ Effective Staff Communication & Facing Challenges/Celebrating Triumphs”. NCCA Conference session, March 2005 </li></ul><ul><li>Hart, Lois B.; Waisman, Charlotte S. “The Sorts of Leadership”. ASTD T+D magazine, March 2005 </li></ul><ul><li>Leadership Matrix (adapted). www.nwlink.com/~donclark/leader/matrix.html </li></ul>
    21. 21. Credits & Resources <ul><li>“ Leading & Managing for Superperformance”. ASTD-ISPI joint meeting, May 2004 </li></ul><ul><li>“ Learn How to Bring Out the Best in Your Team Members by Bringing Out the Best in Your Leadership Ability”. American Management Association. www.amanet.org/editorial/blanchard.htm </li></ul>
    22. 22. Credits & Resources <ul><li>McCullough, Bambi, Chrysallis Partners. “The Challenges in Leading”. ASTD Houston presentation, April 2005. </li></ul><ul><li>“ Situational Leadership: Conversations with Paul Hersey”. 1997. Mid-American Journal of Business, Volume 12, Number 2 </li></ul>
    23. 23. Suggested Reading <ul><li>“ Coach Anyone About Anything:, Germain Porche & Jed Nederer </li></ul><ul><li>“ The Practical Coach: Management Skills for Everyday Life”, Paula J. Caproni </li></ul><ul><li>“ Successful Manager's Handbook: Develop Yourself, Coach Others”, Gebelien, Skede, Lee & Stevens </li></ul>
    24. 24. Suggested Reading <ul><li>“ The Leadership Pipeline”, Ran Charan, Stephen Drotter, James Nel </li></ul><ul><li>“ The Art of Making Decisions”, Errol Wirasinghe, PhD. </li></ul>