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Leadership 3 C Model

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Leadership 3 C Model

  1. 2. Agenda <ul><li>The Model </li></ul><ul><li>Overview </li></ul><ul><li>Challenge </li></ul><ul><li>Building Confidence </li></ul><ul><li>Coaching </li></ul><ul><li>Leadership Principles </li></ul>The 3 C’s
  2. 3. Leadership The 3C Model Be The Leader, Make the Difference, Paul Thornton Confidence Desire Diagnose Coaching Challenge
  3. 4. Overview <ul><li>Common Characteristics in Most Leaders </li></ul><ul><ul><li>Help followers grow, develop, achieve </li></ul></ul><ul><ul><li>Intervene when people need help </li></ul></ul><ul><ul><ul><li>Leaders help others </li></ul></ul></ul><ul><ul><ul><ul><li>Face reality & deal with tough choices </li></ul></ul></ul></ul><ul><ul><ul><ul><li>See what’s possible </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Find courage </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Define & solve problems </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Develop new strategies </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Learn new skills </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Work together as a team </li></ul></ul></ul></ul>Challenge, Build Confidence, Coach
  4. 5. The Common Thread <ul><li>Leaders </li></ul><ul><ul><li>Challenge the Status Quo </li></ul></ul><ul><ul><li>Build Confidence In Others </li></ul></ul><ul><ul><li>Coach Associates On What To Do & How To Do It </li></ul></ul>The 3 C’s
  5. 6. Why Challenge? <ul><li>To get out of the “comfort zone” </li></ul><ul><li>To meet & beat the market demands </li></ul><ul><li>To satisfy Customers </li></ul><ul><li>“ Be Realistic – Demand the Impossible” </li></ul><ul><li>T. J. Rodger, CEO, Cypress Semiconductor </li></ul>Challenge
  6. 7. The Challenge <ul><li>A Leader must step forward and take these steps </li></ul><ul><ul><li>Set Stretch Goals </li></ul></ul><ul><ul><li>Ask Hard Questions </li></ul></ul><ul><ul><li>Point out examples of Top Performance </li></ul></ul>Challenge
  7. 8. Stretch Goals <ul><li>Significantly outside the “comfort zone” </li></ul><ul><li>They force a break from old habits and tradition </li></ul><ul><li>They force people to think of new fundamentals for their work performance </li></ul><ul><li>“ Don’t Try Harder – Try Different” </li></ul>Challenge
  8. 9. Setting Stretch Goals Challenge Vision Continuous Improvement Demands Benchmarking Arguing with Success Questions Challenge
  9. 10. Challenge through Vision <ul><li>Vision is </li></ul><ul><ul><li>Picturing what will be </li></ul></ul><ul><ul><li>Changing what is to what could be </li></ul></ul><ul><ul><li>Appealing to the intellect and emotion </li></ul></ul><ul><ul><li>Acting as a magnet </li></ul></ul><ul><ul><li>Asking and answering the question, “So What?” </li></ul></ul>Challenge
  10. 11. More about Vision <ul><li>Helps people see a better, more exciting time </li></ul><ul><li>Provides the energizing effect to get people from their present “comfort” to a “rewarding” future </li></ul>Challenge
  11. 12. Communicating Vision <ul><li>7 different ways, 7 different times </li></ul><ul><ul><li>Large meetings </li></ul></ul><ul><ul><li>One-on-one meetings </li></ul></ul><ul><ul><li>Videos </li></ul></ul><ul><ul><li>Memos </li></ul></ul><ul><ul><li>Letters to employees at home </li></ul></ul><ul><ul><li>Articles in company newsletter </li></ul></ul><ul><ul><li>Guest Speakers </li></ul></ul>Challenge
  12. 13. Demanding the Impossible <ul><li>Why Not? </li></ul><ul><ul><li>Managers want to be liked </li></ul></ul><ul><ul><li>Managers fear failure </li></ul></ul><ul><ul><li>Managers tend think their people are already way to heavily loaded </li></ul></ul>Challenge
  13. 14. Demanding the Impossible (Con’t) <ul><li>Why Not? </li></ul><ul><li>“ People need to be liked so they set the bar low so everyone can jump over” </li></ul><ul><li>What’s the problem with that? </li></ul>Challenge
  14. 15. Demanding the Impossible (Con’t) <ul><li>Benefits </li></ul><ul><ul><li>Excited, enthusiastic team </li></ul></ul><ul><ul><li>A forward looking culture developing in the company </li></ul></ul><ul><ul><li>“Separate what needs to be done from how difficult it is to do it” </li></ul></ul>Challenge
  15. 16. Questions that Challenge <ul><li>What questions will help people face reality </li></ul><ul><li>Why? </li></ul><ul><li>What questions will energize people </li></ul><ul><li>What If? </li></ul><ul><li>What new question needs to be asked </li></ul><ul><li>Is this the best? </li></ul>Challenge
  16. 17. More about Questions <ul><li>Leaders ask questions </li></ul><ul><ul><li>That plant seeds – generate energy – open doors to creativity </li></ul></ul><ul><li>Leaders encourage questions </li></ul><ul><ul><li>And do not treat them as an admission of ignorance </li></ul></ul>Challenge
  17. 18. Seeking Continuous Improvement <ul><li>It’s the enemy of “if it ain’t broke – don’t fix it” </li></ul><ul><li>Is not a one time event </li></ul><ul><li>Is a two way street </li></ul>Challenge
  18. 19. Continuous Improvement <ul><li>Leaders will </li></ul><ul><ul><li>Create and nurture a “challenge culture” </li></ul></ul><ul><ul><li>Experiment with new approaches </li></ul></ul><ul><ul><li>Believe the “innovate or die” maxim </li></ul></ul><ul><ul><li>Have high expectations of self and team </li></ul></ul><ul><ul><li>“ Good enough is never good enough” </li></ul></ul>Challenge
  19. 20. Benchmark the Best <ul><li>Understand how you do business today </li></ul><ul><li>Learn who does it best </li></ul><ul><li>Know what to ask them </li></ul><ul><li>Call, ask them for a referral (but no means no) </li></ul><ul><li>Get all you can from the visit (Agenda) </li></ul><ul><li>Review what you learned </li></ul><ul><li>Change where and what you need to </li></ul>Challenge
  20. 21. Argue with Success <ul><li>Success breeds complacency </li></ul><ul><li>Success is seductive </li></ul><ul><ul><li>“If I keep doing this just this way, I’ll always be successful” </li></ul></ul><ul><li>Success breeds bureaucracy & stifles entrepreneurial behaviors </li></ul>Challenge
  21. 22. Argue with Success (Con’t) <ul><li>Bureaucracy focuses inward </li></ul><ul><li>Entrepreneurs focus outwardly </li></ul><ul><li>Picture a cartoon drawing of a bureaucrat?!?! </li></ul><ul><li>Picture a cartoon drawing of an entrepreneur!!!! </li></ul><ul><li>“ Who do you want to be?” </li></ul>Challenge
  22. 23. An Overview <ul><li>Confidence is having a strong belief or faith in one’s abilities and motivation </li></ul><ul><li>Confidence is earned, as a result of performance </li></ul><ul><li>True leaders take steps to restore or build confidence </li></ul>Confidence
  23. 24. The First Rule <ul><li>Focus on the positive </li></ul><ul><li>Notice what’s right </li></ul><ul><li>“ Catch people doing something right” </li></ul><ul><li>Ken Blanchard </li></ul>Confidence
  24. 25. Confidence vs. Fear <ul><li>Fear produces defensiveness </li></ul><ul><li>Fear reduces initiative </li></ul><ul><li>Fear produces employees that wait to be told </li></ul><ul><li>“ Fear is the opposite of confidence” </li></ul>Confidence
  25. 26. 3 Ways to Build Confidence <ul><li>Education and Training </li></ul><ul><li>Rewards and Recognition </li></ul><ul><li>Empower Employees </li></ul>Confidence
  26. 27. Steps in Building Confidence Expand Self-Image Recognition Ownership Driving Out Fear Empowerment Confidence Confidence
  27. 28. Expanding Self-Image <ul><li>Let them succeed </li></ul><ul><ul><li>Create the opportunities for success </li></ul></ul><ul><li>Make positive statements </li></ul><ul><ul><li>Tell them they are the best </li></ul></ul><ul><li>Discuss new possibilities </li></ul><ul><ul><li>Tell them you see them in a bigger role </li></ul></ul>Confidence
  28. 29. Expanding Self-Image (Con’t) <ul><li>Seek Employee involvement </li></ul><ul><ul><li>Ask for their ideas </li></ul></ul><ul><li>You Demonstrate Confidence </li></ul><ul><ul><li>Let ‘em shine </li></ul></ul><ul><li>Remind them of prior successes </li></ul><ul><ul><li>Don’t let ‘em forget </li></ul></ul><ul><li>Provide Encouragement </li></ul><ul><ul><li>Lead the pep rally </li></ul></ul>Confidence
  29. 30. Ownership <ul><li>Ownership means holding people accountable </li></ul><ul><li>The Romans practiced this by having the Chief Engineer of an Arch stand under it as the scaffolding was removed </li></ul><ul><li>When people are held accountable you affirm your belief in them </li></ul>Confidence
  30. 31. 3 Problems of Failing to Build Ownership <ul><li>Reverse Delegation </li></ul><ul><ul><li>They give work to you </li></ul></ul><ul><li>The temptation to actually do the work </li></ul><ul><ul><li>Especially during crisis </li></ul></ul><ul><ul><li>Especially if you are an expert </li></ul></ul><ul><li>Blame Game </li></ul><ul><ul><li>Didn’t get support from . . . </li></ul></ul><ul><ul><li>Leaders must unravel this </li></ul></ul>Confidence
  31. 32. Empowerment <ul><li>Helping employees gain the knowledge, skills, and authority to act like Business Owners </li></ul>Confidence
  32. 33. How to Empower <ul><li>Suggestions </li></ul><ul><ul><li>Have people get to know the Customer </li></ul></ul><ul><ul><li>Ensure people see and understand the financials </li></ul></ul><ul><ul><li>Give people quality and operational data </li></ul></ul><ul><ul><ul><li>Scrap, rework, inventory, & productivity numbers </li></ul></ul></ul><ul><ul><li>Don’t interfere </li></ul></ul>Confidence
  33. 34. Reward and Recognition <ul><li>Pay increase rewards last two weeks </li></ul><ul><li>Praise/Recognition from an Authority Figure is remembered a long time </li></ul>Confidence
  34. 35. How to Build Recognition Skills <ul><li>Focus on results and skills </li></ul><ul><li>Focus on learning how to say it </li></ul><ul><li>Notice the quiet, effective performer </li></ul><ul><li>Expand your “praise” vocabulary </li></ul><ul><ul><li>From “nice” and “good” learn and use “creative,” “innovative,” and “leading edge” </li></ul></ul><ul><li>Learn to praise yourself </li></ul><ul><ul><li>You can’t do for others what you don’t do for yourself </li></ul></ul>Confidence
  35. 36. Driving Out Fear <ul><li>It is a cycle </li></ul><ul><li>Fear of work hiding & covering mistakes no new learning </li></ul><ul><li>no new skills fear of work </li></ul><ul><li>Leaders must break this cycle </li></ul>Confidence
  36. 37. Steps to Break Fear Cycle <ul><li>Explain Why and What </li></ul><ul><li>Communicate Honestly </li></ul><ul><li>Acknowledge fear and insecurity </li></ul><ul><li>Upgrade knowledge and skills </li></ul><ul><li>Encourage preparation </li></ul><ul><li>Focus on the positive </li></ul><ul><li>Don’t punish risk takers </li></ul><ul><li>Stop shooting the messenger </li></ul>Confidence
  37. 38. Steps to Break Fear Cycle (Con’t) <ul><li>Aim Fear </li></ul><ul><ul><li>Make fear of The Competition a passion to win in the marketplace </li></ul></ul>Confidence
  38. 39. Another Overview <ul><li>Coaching Attributes </li></ul><ul><ul><li>Passion & Enthusiasm </li></ul></ul><ul><ul><li>Confidence in themselves </li></ul></ul><ul><ul><li>The talent to keep it simple </li></ul></ul><ul><ul><li>The ability to explain principles </li></ul></ul>Coaching
  39. 40. Steps to Great Coaching Balance Point to Good Performance Feedback Make people think for themselves Facilitation Coaching Coaching
  40. 41. Find the Right Balance <ul><li>Too much help frustrates initiative </li></ul><ul><li>Too much help makes people dependant </li></ul><ul><li>Too little help doesn’t grow skills </li></ul><ul><li>Too little help may cause flailing </li></ul><ul><li>“ Leaders find the Balance Point” </li></ul>Coaching
  41. 42. Make People Think <ul><li>Socratic Teaching </li></ul><ul><ul><li>Teaching by asking questions which cause people to… </li></ul></ul><ul><ul><ul><li>Think </li></ul></ul></ul><ul><ul><ul><li>Analyze </li></ul></ul></ul><ul><ul><ul><li>Make connections </li></ul></ul></ul><ul><ul><ul><li>Probe for the meaning </li></ul></ul></ul><ul><ul><ul><li>Understand </li></ul></ul></ul>Coaching
  42. 43. How to Make People Think <ul><li>Teach the basic financial concepts </li></ul><ul><li>Allow performers to learn other areas </li></ul><ul><li>Have brainstorming sessions </li></ul><ul><li>Allow learning by mistake </li></ul>Coaching
  43. 44. Show What Good Performance Looks Like <ul><li>Modeling Expert Performance </li></ul><ul><li>Instruct It then They Practice </li></ul><ul><ul><li>Shoot hundreds of free throws </li></ul></ul><ul><ul><li>Hit thousands of golf balls </li></ul></ul><ul><ul><li>Practice that sales presentation many times </li></ul></ul><ul><li>“ Seeing is believing and believing makes a task do-able” </li></ul>Coaching
  44. 45. Be a Facilitator <ul><li>A Facilitator </li></ul><ul><ul><li>Ensures the agenda is on course </li></ul></ul><ul><ul><li>Helps a group adhere to their operating rules </li></ul></ul><ul><ul><li>Champions the process </li></ul></ul>Coaching
  45. 46. Facilitator Techniques <ul><li>Ask “pulling in” questions </li></ul><ul><li>Ask “probing” questions </li></ul><ul><li>Ask “extension” questions </li></ul><ul><li>Ask “focus & frame” questions </li></ul>Coaching
  46. 47. Facilitator Techniques (Con’t) <ul><li>Clarifying Comments </li></ul><ul><li>Linking </li></ul><ul><li>Feedback </li></ul><ul><li>Consensus Taking </li></ul><ul><li>Capturing </li></ul>Coaching
  47. 48. Giving Feedback <ul><li>Positive Feedback </li></ul><ul><ul><li>Focusing on strengths builds confidence and determination </li></ul></ul><ul><li>Negative Feedback </li></ul><ul><ul><li>When constructive, challenges people to do better </li></ul></ul><ul><ul><li>Lets them know you believe they can do better </li></ul></ul>Coaching
  48. 49. Feedback Techniques <ul><li>Ask permission </li></ul><ul><li>Involve the person </li></ul><ul><li>Time your discussion </li></ul><ul><li>Focus on observations rather than inferences </li></ul>Coaching
  49. 50. Feedback Techniques (Con’t) <ul><li>Keep emotions in check </li></ul><ul><li>Be specific </li></ul><ul><li>Be realistic </li></ul><ul><li>Change weaknesses into strengths </li></ul><ul><li>End with an affirmation </li></ul><ul><li>Follow-up </li></ul>Coaching
  50. 51. Leadership Thoughts <ul><li>Set the example </li></ul><ul><ul><li>Before you can lead others, you have to learn to lead yourself </li></ul></ul><ul><li>Gandhi said: “Become the change you seek.” </li></ul>Leading
  51. 52. Common Leader Characteristics <ul><li>Growing self-confidence </li></ul><ul><li>Building positive personal accomplishments </li></ul><ul><li>Being a good student </li></ul><ul><li>Being CONSISTENT </li></ul>Leading
  52. 53. Leader’s Need <ul><li>Desire (You gotta want to lead) </li></ul><ul><li>Diagnostic Skills (listen, observe, discern) </li></ul><ul><li>Influencing Skills I (learn to connect so people are receptive) </li></ul><ul><li>Communications Skills (convey clearly, concisely, completely) </li></ul><ul><li>Listening Skills (hear-interpret-evaluate) </li></ul>Leading
  53. 54. The 3-C Model Confidence Coaching Challenge Desire Diagnose The Model
  54. 55. Summary <ul><li>The Model </li></ul><ul><li>Leadership Principles </li></ul><ul><li>What might I make clearer for you? </li></ul>The Q & A

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