Leadership 3

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  • As you shared how many years of experience I was writing them down.
    How many years of experience do you think we have in this room?
    There is wealth of knowledge in this room we need to make sure we leverage.
  • Leadership sets the direction for the organization
    With all the Accounting scandals we have seen many examples of poor leadership
    Self Serving leadership which demonstrated little regard for employees and appeared to have little social conscience
    We have all witnessed the devastation resulting from this poor leadership
    So what is the right type of leadership?????
  • To guide ……… by the hand is better
    To cause to follow is better yet, but I happen to believe there is still yet a better definition
    To what others
    You cannot be a leader without serving others
    Serving others is how you begin to influence others actions and behavior
  • To guide ……… by the hand is better
    To cause to follow is better yet, but I happen to believe there is still yet a better definition
    To what others
    You cannot be a leader without serving others
    Serving others is how you begin to influence others actions and behavior
  • Several years ago, I had traveled to Dallas TX to reunite with a group of friends from High School. There were 10 of us that were getting together for the long weekend. As a few of us gathered in baggage claim waiting on others to arrive, I noticed CNN breaking news come on the Airport T.V. monitor reporting that JFK Jr’s plane had crashed in the ocean.
    As the special report continued to show the site where the searches were focusing their efforts to locate the bodies of JFK Jr, his wife and his wife’s sister, there was a point that they cut away to an image that is probably etched in all of our minds, the clip of little john saluting his father’s casket.
    The next clip they cut to was an excerpt of JFK’s inagural speech. An excerpt that, like you, I had heard several times before, however it was at that very moment that it hit me like it had never hit me before and I realized ironically as I arrived in Dallas that it was all about leadership.
    Can anyone tell me what the excerpt is?
  • Think about this quote for a moment.
    I am sure that at some point in your career you have had a boss
    who had your best interest in mind and who you trusted and respected
    What would you do for them.
    Yea, You would do anything ------ go through a brick wall if they asked
    What do you think would happen if you lead in this manner.
    Would your employees go through a brick wall for you????
  • Maxwell says (Read slide_
    This slide speaks to being the type of leader where people want to follow you.
    It is called the Law of Influence
    Let’s do a quick Exercise regarding Influence:
    Mark your spot in the binder
    Turn to the tab called the Law of Influence.
    Ok. Did anyone get a 60……
    Turn to page 5. You have some home work….put a sticky on this page so you know where it is. The way to improve is to begin to Take Action. Over the weekend, complete page 5 and next week begin to expand you sphere of influence. Document the results and see if your efforts met your expectations.
    Ok turn back to your spot in the book
  • John Maxwell, the author of “ The 21 irrefutable Laws of Leadership” says ………………………………………………………………………………………….
    This is a great book and an easy read. The only thing that would make it easier is if there were pictures
    In Maxwell’s statement, what is the key word in there?
    Yea, INFLUENCE ---- Not Position
    If you ever wondered about you leadership ability, volunteer for a non-profit group and lead a committee
    What would happen if you are a big Jerk? Nobody would come back
    What happens if you are a big Jerk at work.
    Most times people have to come back because they need a paycheck, but are they giving you everything they have to give or just enough to get through the day?
  • Is this true or Fales?
    4The Law of navigation
    Navigators draw on past experience.
    Navigators listen to what others have to say.
    Navigators examine conditions before making commitments.
    Navigators make sure their conclusions represent both faith and fact
    Charting the course with a navigation strategy:
    Predetermine a course of action
    Lay out your goals
    Adjust your priorities
    Notify key personnel
    Allow time for acceptance
    Head into action
    Expect problems
    Always point to the successes
    Daily review your plan
  • Now I would like to take the time to dispel some myths of leadership
    John Maxwell’s 21 Irrefutable laws of leadership
  • Most leaders reach level three and never get beyond. For a company to really become great and for it’s leaders to raise their lid, that of those around them and for them to ultimately reach their true potential as a leader they must progress along to level 4 and ultimately to level 5 leadership.
    Level 5 leadership is for everyone not just the CEO, President, EVP, Division VP, Plant Manager, Dept. Manager or Supervisor.
    As we continue to work together, Session II will focus on Change, Employee Development, Conflict Resolution.
    Session III will focus on the Interaction Process and Improving Employee Work habits to emphasis delegation and accountability.
    All along this leadership development journey you will be provided with tools to begin to use to develop your leadership competency through skills building. I urge you to use these tools and invest in your inner self for so that you enhance every relationship within your life to include those you lead and manage here at the plant.
  • Organizing and staffing are about the numbers
    From a leadership perspective it’s about what
    Yea, aligning the people……
    In order to align the people a leader must know more about your workers and their true skills, abilities and the inner person. To truly get to know others the leader must build relationships.
    Motivating and Inspiring ----- Are they the same?
    Motivating is external ----- something a leader does to a follower.
    Can motivating be done in a negative way ---- Yea, through a threat
    If as a leader you inspire, it is internal……you inspire from within the person.
    If one is inspired then it usually stays with them must longer than if someone is simply motivated
  • Most leaders reach level three and never get beyond. For a company to really become great and for it’s leaders to raise their lid, that of those around them and for them to ultimately reach their true potential as a leader they must progress along to level 4 and ultimately to level 5 leadership.
    Level 5 leadership is for everyone not just the CEO, President, EVP, Division VP, Plant Manager, Dept. Manager or Supervisor.
    As we continue to work together, Session II will focus on Change, Employee Development, Conflict Resolution.
    Session III will focus on the Interaction Process and Improving Employee Work habits to emphasis delegation and accountability.
    All along this leadership development journey you will be provided with tools to begin to use to develop your leadership competency through skills building. I urge you to use these tools and invest in your inner self for so that you enhance every relationship within your life to include those you lead and manage here at the plant.
  • This is encouraging because we can become better.
    We simply have to understand ourselves and then learn how to connect with others more effectively.
    We just need to have the desire.
  • Let me share with you a quote from one of my favorite people.
    What does that say?
    Yes, we need to walk the talk
    Exercise:
    I am a little vertical challenged so I am going to stand on the chair so you all can see me.
    Put your right hand out like this. Ah,,,,your other right hand.
    Now along with me take your index finger and thumb and together making the OK sign.
    Now along with me take that circle and put it on your chin.
    Put it on your chin, on your chin, on your chin……
    ____________ Were you listening? Sure you were……..How were you listening?
    What do so many leaders do?
    Yea, they say one thing and do something else. We need to walk the talk or we are not leading the walk at all. And if we are not leading the walk how can we expect others to follow the path we do not follow ourselves.
  • A lot of people fall into this category because it has to do with the myths we have spoken of.
    How many of you know people like that?
    If a person has to remind folks that he is a leader then he is not a GOOD leader
    Many times if my work life I have heard people say,
    “I am the Lone Ranger Leader”
    Think about it, If they are the Lone Ranger who are they leading??????
    No one!
  • Let me share with you how trigger events affect self management.
    How many of you have children? I bet you treat them fairly, but you treat them differently because they are different from on another. Example of cell phone or realestate
  • Can apply to any and every aspect of your responsibilities.
    I - I DON’T KNOW WHAT I DON’T KNOW
    As long as a person doesn’t know what he doesn’t know, he doesn’t grow.
    II - I KNOW WHAT I DON’T KNOW
    “To be conscious that you are ignorant of the facts is a great step to knowledge.” Benjamin Disareli
    I was doing a talk for a group of 500 hundred women, and I thought that they were all there to hear my talk. Little did I know at the time that the fellow who spoke after me as Dr. Phil and that was really who they were there to hear. They were just there early to get a seat and were being polite to hear me speak. Anyway my talk was on EQ and when I got to this this part, I said anyone who finds themselves here his stupid. After the talk, I had several women approach me and there was one young lady standing at a distance waiting for those around me to clear. As she stepped up she thanked me for the talk and told me it really hit home with her but that she happened to be in the second quadrant and she was not stupid. To which I immediately told her she was wrong. Now I am not that stupid with over 500 women in the room one thing you learn is that you never want to cross one of them. So I said, help me understand what I don’t know. She said, I know what I do not know, but I do not know how to get over to where it starts to grow and show. The nice thing is we stayed in contact and through some mentoring and coaching she discovered how to move to where it started to grow and show.
    III - I GROW AND KNOW AND IT STARTS TO SHOW
    Begin to develop lack of skills and it gets EXCITING
    IV - I SIMPLY GO BECAUSE OF WHAT I KNOW
    Ability becomes automatic - Use example of Driving to work
    To lead tomorrow, you must learn today and keep learning every day after
    No matter where you’re starting from, you can get better
  • Several years ago I watched a movie as small boy.
    A few years ago, I watched this same movie with my children and it brought me back to my childhood.
    I can recall as I watched that movie as a small boy it frightened me as I sat close to my parents.
    Now as my children sit next to me in the comfort of our home they too were frightened.
    But as I sat there watching this movie with them I thought it was the perfect leadership movie.
    It is an old movie made in the 1930’s. You have all seen it. Can anyone tell me what moving I am referring to?
    The Wizard Of OZ.
    If you only had a brain would you be effective?
    If you only had a heart would you be effective?
    If you only had courage would you be effective?
    No, you need all three. But if you had all three would you most effective.
    You need someone to help bring it all together. Who helped bring it all together for the Scarecrow, the TinMan and the Lion. Dorthey, a lot of people say Toto.
    But think about it, Dorthey helped each one of them see what they already had and she helped them to raise their lid to accomplish things they never thought they could on their own. She inspired them to achieve.
    That is what leadership is all about.
    You to have it, you just need to grow it!
  • The law of solid Ground states (Read)
    Exercise:
    Mark your spot in your binder
    Turn to the tab which reads Law of solid Ground
    Complete each of the 20 questions.
    Did anyone score a 60?
    If you really want to enhance trust and build lasting relationship, you should spend some time completing pages 2 through 4 and make a commitment to yourself and those around you.
  • Always need to be a little uncomfortable. The heat turned up.
    I also know if I didn’t change from the way I started the heat would be turned up.
  • How good do you think you will
    feel when you move beyond
    your fear to find your New Cheese?
  • As you go to the break, keep in mind what you would love to see happening.
    When we come back for Part Two, we will learn more from the four characters in The Story about how we can adapt to change.
  • P 58
    The 6 steps associated with Collaborative Selling
    FLIPCHART Inverted traditional
    Target
    Contact
    Explore
    Collaborate
    Confirm
    Assure
    Customers buy when they feel they’re understood.
    The most successful sales people recognize the differences and needs and customize their approach and follow thru for each style.
    Collaborative sales person helps the customer solve a problem, fill a need, or reach a goal. Sale not just seen as a one time event. Cooperative triumph paving the way for a long-term partnership.
    Sales is a matching process. Match the right product or service to your customer’s needs…and your selling style with the customers buying style
  • The platinum rule takes the spirit of the Golden Rule into consideration and says Treat --------
    How does the platinum rule apply to our every day business activities?
    How many of you have ever taken the Myers Briggs Type Inventory? Did you do anything with it. Good, because most people do not…..where does it usually sit. Right, on the self. The Platinum Rule is a book written by Tony Alexander. I was reading the book on a plane while I was working for my former employer. As part of the book, near the end is a self assessment of 18 questions. I decided to take the assessment. I was amazed at just how accurate the results were. Some of the things I like about myself and others I did not. It was a wake up call.
    The assessment permits observers to take the assessment providing feedback, So I decided to take it as an observer on behalf of several people close to me, my wife, boss and so on. It was amazingly correct.
    We all have people we just connect with and others we just have trouble with.
    After taking this assessment and learning a bit more about myself, I was able understand the language of others.
    All of a sudden it was at that very moment that I realized why, I could not get along with Brad…. It was all his fault.
    It means we must get to know people and learn how to speak their language.
  • The platinum rule takes the spirit of the Golden Rule into consideration and says Treat --------
    How does the platinum rule apply to our every day business activities?
    How many of you have ever taken the Myers Briggs Type Inventory? Did you do anything with it. Good, because most people do not…..where does it usually sit. Right, on the self. The Platinum Rule is a book written by Tony Alexander. I was reading the book on a plane while I was working for my former employer. As part of the book, near the end is a self assessment of 18 questions. I decided to take the assessment. I was amazed at just how accurate the results were. Some of the things I like about myself and others I did not. It was a wake up call.
    The assessment permits observers to take the assessment providing feedback, So I decided to take it as an observer on behalf of several people close to me, my wife, boss and so on. It was amazingly correct.
    We all have people we just connect with and others we just have trouble with.
    After taking this assessment and learning a bit more about myself, I was able understand the language of others.
    All of a sudden it was at that very moment that I realized why, I could not get along with Brad…. It was all his fault.
    It means we must get to know people and learn how to speak their language.
  • We are predictable people.
    Develop habits
    P 11
    Classify behavior patterns
    We can identify behavior patterns based on verbal, vocal, and visual traits
    NANCY BARTELS situation coaching did not like what she heard.
    Requires you to actively practice EQ
  • Give you a chance to see how easy it is.
    P 11
    FLIPCHART DRAW 4,3,2,1
    WHERE DO YOU BELIEVE YOU FALL ON THE SCALE?
    4 VERY
    3 – SOMEWHAT OPEN
    2- SOMEWHAT SELF-CONTAINED
    1 – VERY SELF CONTAINED
  • Go to page 15 you and another person
    Persistent
    Decisive
    Hihg energy
    High achievers
    Go getter
    Doers
    Rules – follow spirit of interpretation
    Pushy
    Insensitive
    Obnoxious
  • How we communicate
  • Go to page 15 you and another person
    Persistent
    Decisive
    High energy
    High achievers
    Go getter
    Doers
    Rules – follow spirit of interpretation
    Pushy
    Insensitive
    Obnoxious
  • Go to page 15 you and another person
    Persistent
    Decisive
    High energy
    High achievers
    Go getter
    Doers
    Rules – follow spirit of interpretation
    Pushy
    Insensitive
    Obnoxious
  • Go to page 15 you and another person
    Persistent
    Decisive
    High energy
    High achievers
    Go getter
    Doers
    Rules – follow spirit of interpretation
    Pushy
    Insensitive
    Obnoxious
  • What clues would you look for ?
  • Go to page 15 you and another person
    Persistent
    Decisive
    High energy
    High achievers
    Go getter
    Doers
    Rules – follow spirit of interpretation
    Pushy
    Insensitive
    Obnoxious
  • Go to page 15 you and another person
    Persistent
    Decisive
    High energy
    High achievers
    Go getter
    Doers
    Rules – follow spirit of interpretation
    Pushy
    Insensitive
    Obnoxious
  • Go to page 15 you and another person
    Persistent
    Decisive
    High energy
    High achievers
    Go getter
    Doers
    Rules – follow spirit of interpretation
    Pushy
    Insensitive
    Obnoxious
  • What clues would you look for ?
  • What clues would you look for ?
  • One of the biggest single reasons teams misfire is that personality differences are ignored.
  • P 25
    Also talk about observable characteristics p 28
    P 29 how to eliminate styles
  • FIRST OPEN OR SELF CONTAINED TOP/BOTTOM
    DIRECT / INDIRECT
  • Relater or thinker – more structured person who’s not fond of surprises. Thus, you find stable, predictable more satisfying. You don’t like being embarrassed.
    Director and socializer more fast paced, more outgoing. Think life’s too short to worry about …
  • Relater or thinker – more structured person who’s not fond of surprises. Thus, you find stable, predictable more satisfying. You don’t like being embarrassed.
    Director and socializer more fast paced, more outgoing. Think life’s too short to worry about …
  • As we build the business case for performance development, we will reference three important research studies that have looked at the issue of performance management and its impact on individual and organizational outcomes from different perspectives. Collectively, they not only help us make the case, but also help us understand where we should focus in order to maximize the return on our performance development investments (time and money).
  • As we build the business case for performance development, we will reference three important research studies that have looked at the issue of performance management and its impact on individual and organizational outcomes from different perspectives. Collectively, they not only help us make the case, but also help us understand where we should focus in order to maximize the return on our performance development investments (time and money).
  • This HBS study is considered one of the most definitive on this subject. It found a very strong correlation between a performance enhancing culture and business success. The contrast in financial metrics between companies with performance enhancing cultures and those without these cultures is remarkable and compelling.
    But what do we mean by a performance enhancing culture and how do we get one? The Corporate Leadership Council (CLC) has done some research that takes this down another level and it becomes more tangible in terms of the drivers of individual behaviors.
  • Note - Enraged
  • Share background:
    Purdue Grad in `85
    GM
    MCDAC – Training Program, Shop Floor, Labor, HR
    Peperdine MBA in `91
    CIPS – Labor
    TRW – Plant Turn Around
    TRW – Space and Electronics
    TRW – Director OE
    Raytheon – Director HR; Change Management
    Consulting
  • John Maxwell, the author of “ The 21 irrefutable Laws of Leadership” says ………………………………………………………………………………………….
    This is a great book and an easy read. The only thing that would make it easier is if there were pictures
    In Maxwell’s statement, what is the key word in there?
    Yea, INFLUENCE ---- Not Position
    If you ever wondered about you leadership ability, volunteer for a non-profit group and lead a committee
    What would happen if you are a big Jerk? Nobody would come back
    What happens if you are a big Jerk at work.
    Most times people have to come back because they need a paycheck, but are they giving you everything they have to give or just enough to get through the day?
  • Maxwell says (Read slide_
    This slide speaks to being the type of leader where people want to follow you.
    It is called the Law of Influence
    Let’s do a quick Exercise regarding Influence:
    Mark your spot in the binder
    Turn to the tab called the Law of Influence.
    Ok. Did anyone get a 60……
    Turn to page 5. You have some home work….put a sticky on this page so you know where it is. The way to improve is to begin to Take Action. Over the weekend, complete page 5 and next week begin to expand you sphere of influence. Document the results and see if your efforts met your expectations.
    Ok turn back to your spot in the book
  • The platinum rule takes the spirit of the Golden Rule into consideration and says Treat --------
    How does the platinum rule apply to our every day business activities?
    How many of you have ever taken the Myers Briggs Type Inventory? Did you do anything with it. Good, because most people do not…..where does it usually sit. Right, on the self. The Platinum Rule is a book written by Tony Alexander. I was reading the book on a plane while I was working for my former employer. As part of the book, near the end is a self assessment of 18 questions. I decided to take the assessment. I was amazed at just how accurate the results were. Some of the things I like about myself and others I did not. It was a wake up call.
    The assessment permits observers to take the assessment providing feedback, So I decided to take it as an observer on behalf of several people close to me, my wife, boss and so on. It was amazingly correct.
    We all have people we just connect with and others we just have trouble with.
    After taking this assessment and learning a bit more about myself, I was able understand the language of others.
    All of a sudden it was at that very moment that I realized why, I could not get along with Brad…. It was all his fault.
    It means we must get to know people and learn how to speak their language.
  • WHAT HAS TO HAPPEN TO MAKE THIS A REALITY?
  • Change is the STATUS QUO
  • What type of person are you?
    What type of people work for you?
  • Is this true or Fales?
    4The Law of navigation
    Navigators draw on past experience.
    Navigators listen to what others have to say.
    Navigators examine conditions before making commitments.
    Navigators make sure their conclusions represent both faith and fact
    Charting the course with a navigation strategy:
    Predetermine a course of action
    Lay out your goals
    Adjust your priorities
    Notify key personnel
    Allow time for acceptance
    Head into action
    Expect problems
    Always point to the successes
    Daily review your plan
  • Only through service to others is truly effective leadership achieved
  • Leadership 3

    1. 1. MASCO BCG Leadership Development Workshop May 10 and 11, 2007
    2. 2. AGENDA  Welcome  Accomplishments  Leadership Overview  Leadership Survey  Discussion Management  Boosting Employee Performance  Skill Practice
    3. 3. Introductions • Name • Position • Work experience and background • Interesting fact about you that not many people know (nor should they know)
    4. 4. Expectations • PARTICIPATE • LEARN • TEACH • APPLY • HAVE FUN
    5. 5. True or False? The first thing an organization needs is the right type of leadership and management TEAM. AP
    6. 6. Apollo 13 • • • • • CHANGE - Improvising (new mission) VISION - They are here and need to be here MISSION (Motivation) PURPOSE (Power) LEADERSHIP – Everybody played a critical role in the ultimate success • INFIGHTING - No progress • OLD BELIEFS / LIMITATIONS - Lem was designed to land on the moon • SOLUTIONS - I don’t care what it was designed to do – we are not landing on the moon. I care what it can do.
    7. 7. Apollo 13 • CREATIVITY - Square peg in a round hole • OWNERSHIP AND COMMITMENT People upstairs handed us this one and we have to come through • GOT OTHERS INVOLVED – Lets see what the Grummans think – everybody participated • GROUND RULES (GOALS) - Failure is not an option • DIFFERENT PERSONALITY STYLES – It takes all kinds • TEAM - People coming together for a common cause to make a difference (synergy)
    8. 8. Lead / Leadership The American Heritage Dictionary • To act as a commander, director, or conductor • To be at the head • Foremost position • To aim in front of sc
    9. 9. Lead / Leadership The American Heritage Dictionary • To act as a commander, • To guide by taking by director, or conductor the hand • To be at the head • Foremost position • To aim in front of sc • To cause to follow some course of action or line of thought (induce) Serve To __________ others JK
    10. 10. “Ask not what your country can do for you, but what you can do for your country.” JFK
    11. 11. “Ask not what your employees can do for you, but what you can do for your employees.”
    12. 12. People Needs 1. To have a measure of security 2. To be respected and valued • To trust and be trusted 3. To be involved and contribute
    13. 13. The Law of Influence Good leaders have greater influence than others do. John Maxwell
    14. 14. Leadership: The ability to influence people to work enthusiastically toward goals identified as being for the common good.
    15. 15. “A leader is one who is a able to raise their level of conscience above that of the day to day to see what others do not see and then influences and inspires others to move along the new path with confidence, purpose and a sense of urgency” Bill McCoy
    16. 16. Leadership Myths The Natural Born Leader The Position Myth The Knowledge Myth The Management Myth
    17. 17. Good To Great Flywheel Concept BUILDUP . . . LEVEL 5 LEADERSHIP First Who… Then What DISCIPLINED PEOPLE H UG RO TH K EA BR CONFRONT THE HEDGEHOG BRUTAL FACTS CONCEPT DISCIPLINED THOUGHT CULTURE OF TECHNOLOGY DISCIPLINE ACCELERATORS DISCIPLINED ACTION
    18. 18. Level 5 Leadership Hierarchy LEVEL 5 LEVEL 5 EXECUTIVE – Builds enduring greatness LEVEL 4 EFFECTIVE LEADER – Catalyzes commitment to LEVEL 3 COMPETENT MANAGER – Organizes people and LEVEL 2 CONTRIBUTING TEAM MEMBER – Contributes LEVEL 1 HIGHLY CAPABLE INDIVIDUAL – Makes through a paradoxical blend of personal humility and professional will. and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. resources toward the effective and efficient pursuit of predetermined objectives. individual capabilities to the achievement of group objectives and works effectively with others in the group setting productive contributions through talent, knowledge, skills, and good work habits.
    19. 19. Management vs. Leadership Management • Planning/Budgeting • Organizing/Staffing • Controlling/Problem Solving • Systems and Processes Leadership • Establishing Direction - VISION • Aligning People • Motivating/Inspiring • Change
    20. 20. Level 5 Leadership Hierarchy LEVEL 5 LEVEL 5 EXECUTIVE – Builds enduring greatness LEVEL 4 EFFECTIVE LEADER – Catalyzes commitment to LEVEL 3 COMPETENT MANAGER – Organizes people and LEVEL 2 CONTRIBUTING TEAM MEMBER – Contributes LEVEL 1 HIGHLY CAPABLE INDIVIDUAL – Makes through a paradoxical blend of personal humility and professional will. and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. resources toward the effective and efficient pursuit of predetermined objectives. individual capabilities to the achievement of group objectives and works effectively with others in the group setting productive contributions through talent, knowledge, skills, and good work habits.
    21. 21. Emotional Intelligence: As illustrated in Daniel Goleman’s book, “Working with Emotional Intelligence,” the single most important factor that differentiates star performers from the rest of the pack is NOT IQ, advanced degrees, or technical expertise, but rather, emotional intelligence (EQ). Self-awareness, self-confidence, and self-control: commitment and integrity; the ability to communicate and influence, to initiate and accept change. These competencies are at a premium in today’s job market and the higher up the leadership ladder you go, the more vital all aspects of emotional intelligence become. Star performers stand out not only by personal achievement but by their capacity to work well on teams and with people. The latest research into human behavior proves we all possess the potential to improve our emotional intelligence – at any stage in a career. (GP)
    22. 22. “Leadership attributes cannot be claimed; they must be earned. And they are earned by saying what we mean, by meaning what we say, and by proving both in what we do, day in and day out – all of the time. Bill McCoy
    23. 23. “Being a leader is like being a lady. If you have to tell people you are, you aren’t.” Margaret Thatcher
    24. 24. Triggers How emotions affect our actions Actions (+) Impact on: • Relationships • Business Results Emotional Reaction SelfTalk • Commitment & Teamwork Actions Trigger Event (-) Impact on: • Relationships • Business Results Knee Jerk Reaction • Commitment & Teamwork
    25. 25. The Four Phases of Leadership Growth INEFFECTIVE U N A W A R E A W A R E EFFECTIVE I Don’t Know What I Don’t Know I Simply Go Because Of What I Know I Know What I I Grow and Know It Starts to Show Don’t Know
    26. 26. It has been said by experts in the fields of motivation, personal development, and achievement that only 5% , or less, of each generation actually ever recognizes a fulfillment of their true potential - or better stated - a realization of their ability to create, communicate, and lead.
    27. 27. Hedgehog Concept What You Are Deeply Passionate About BHAG What You Can Be the Best In The World At What Drives Your Economic Engine WO
    28. 28. The Leadership Toolkit The Law of Influence The Law of Lid The Law of Solid Ground The Law of Process The Development Plan The Big Six Competencies Feedback Instruments Now it is up to you to Take Action
    29. 29. Definition of Change “To move from one phase to another - to TRANSFORM, GROW, DEVELOP.”
    30. 30. THE BUTTERFLY A man found a cocoon of a butterfly. One day a small opening appeared. He sat and watched the butterfly as it struggled for several hours to force its body through the little hole. Then it seemed to stop making any progress. It appeared it had gotten as far as it could. The man decided to help the butterfly, so he took a pair of scissors and snipped off the remaining bit of the cocoon. The butterfly then emerged easily but it had a swollen body and small, shriveled wings. The man continued to watch the butterfly because he expected at any moment the wings would expand and be able to support the body, which would contract in time. Neither happened! In fact the butterfly spent its whole life crawling around with a swollen body and shriveled wings. It was never able to fly! What the man did not understand was that the restricting cocoon and the struggle required to get though the tiny opening was a way of forcing fluid from the body of the butterfly into its wings so it would be ready for flight once it achieved freedom. Sometimes struggles are exactly what we need in our life. If we go through life without obstacles, it could cripples us. We would not be as strong as we could have been. And… We would never fly… - Anonymous
    31. 31. Prerequisite To Successful Change • • • • • Leadership Strategy and Vision Functional Teams Effective Communication YOU
    32. 32. It really doesn’t matter how good you can do something if it’s the wrong thing to do.
    33. 33. Who Moved My Cheese?!! Who are you in the story?
    34. 34. We may have a little bit of each of these characters in us—which we can use to help us deal with change.
    35. 35. Why Is It That Some Things That People Envision Never Happen? The Missing Ingredient Is PASSION!
    36. 36. Picture Plus Passion Powers You Through The Maze
    37. 37. Vision and Reality Imagine The Results You Want Hold That Vision Until It Is Reality. ENJOY THE FEELING!
    38. 38. The Platinum Rule
    39. 39. TRUE OR FALSE Your ability to collaborate with your customers, employees, others, will make your ability to perform your job much easier and will either make or break your career.
    40. 40. Golden Rule “Treat others the way you _______wish to be treated.”
    41. 41. Platinum Rule “Treat others the way they _______wish to be treated.” Implies you must get to know people and in doing so you begin to speak their language and everyone becomes more effective
    42. 42. The person who fails to understand those differences and take them into account when communicating will rub people the wrong way, miscommunicate, and have a difficult time building key trust and rapport.
    43. 43. TRUE OR FALSE Your communication is only as good as your understanding of the person you’re communicating with.
    44. 44. What does it take to practice the “Platinum Rule?”  Ability to “read” people  Observing their behavior  Being aware of their tone of voice  Actively listening to their words IT REQUIRES YOU TO TUNE INTO PEOPLE
    45. 45. What Does It Really Take? Desire & willingness to not only understand, but adapt your behavior to the situation.
    46. 46. Begin by classifying a person’s behavior on two dimensions
    47. 47. Vertical Dimension Horizontal Dimension
    48. 48. Three Channels of Communication  Verbal / Content – Spoken word  Vocal – Intonation  Visual – Body language Gestures Facial Expression Eye Contact Body Movement
    49. 49. DIMENSIONS OPENNESS – the readiness and willingness with which a person outwardly shows emotions or feelings and develops interpersonal relationships
    50. 50. USING VERBAL INDICATORS TO IDENTIFY OPENNESS OPEN Tells stories/anecdotes Shares personal feelings Informal speech pattern Expresses opinions readily VERBAL (words) Fact and task oriented SELF-CONTAINED Limited sharing of personal feelings More formal speech pattern
    51. 51. USING VOCAL INDICATORS TO IDENTIFY OPENNESS OPEN Lots of inflection More pitch variation More variety in vocal quality VOCAL (tone of voice) Little inflection Few pitch variations SELF-CONTAINED Less variety in vocal qualities
    52. 52. USING VISUAL INDICATORS TO IDENTIFY OPENNESS OPEN Animated facial expressions Much hand/body movement Contact oriented Dramatic actions VISUAL (body language) Fewer facial expressions Controlled/limited hand and body movement SELF-CONTAINED Non-contact oriented
    53. 53. Openness Clues Shares feelings Relaxed and warm Level of flexibility How easy or difficult they are to get to know  Degree of physical contact  Willingness to work with others    
    54. 54. DIMENSIONS DIRECTNESS – the amount of control and forcefulness a person attempts to exercise over situations or others’ thoughts and emotions
    55. 55. USING VERBAL INDICATORS TO IDENTIFY DIRECTNESS INDIRECT DIRECT VERBAL Ask (e.g., “Would you like to sit down?”) Listens Reserves opinions Tells (e.g., “Have a seat” – or, “Sit down”) Low quantity of verbal communications Lots of verbal communication Talks Expresses opinions readily
    56. 56. USING VOCAL INDICATORS TO IDENTIFY DIRECTNESS INDIRECT DIRECT VOCAL Steady, even delivery More voice variety Less forceful More forceful Lower volume Higher volume Slower speech patterns Faster speech patterns
    57. 57. USING VISUAL INDICATORS TO IDENTIFY DIRECTNESS INDIRECT DIRECT VISUAL Gentle handshake Intermittent eye contact Limited gestures to emphasize points Firm handshake Exhibits patience Displays impatience Steady eye contact Gestures to emphasize points (e.g., pointing)
    58. 58. Directness Clues  Approach to risk or change  Frequency in contributing to conversations  How, or if, they express their opinions  Level of patience and cooperativeness  How diplomatic or undiplomatic they are  How they are about following rules and established policies  Amount of eye contact
    59. 59. SC
    60. 60. Gomer Pyle Sergeant Carter sf
    61. 61. Aaron
    62. 62. Aaron RELATER SOCIALIZER Gomer Pyle  THINKER DIRECTOR Sergeant Carter
    63. 63. RELATER SOCIALIZER THINKER DIRECTOR
    64. 64. RELATER SOCIALIZER RELATER RELATER SOCIALIZER SOCIALIZER THINKER DIRECTOR THINKER DIRECTOR RELATER SOCIALIZER RELATER SOCIALIZER THINKER THINKER DIRECTOR DIRECTOR PIONEER DIRECTOR
    65. 65. Relationships Relater Pace Problems Slow Fast Priority Problems Priority Problems Thinker Socializer Pace Problems Tasks Tension Among the Styles Director
    66. 66. In a Work Setting… Most compatible: Thinker Director Socializer to to to Relater Relater Relater Relaters are the universal antidote for disharmony. They are supportive and are a stabilizing influence.
    67. 67. In a Work Setting… Least Compatible: Director Director Director Socializer to to to to Director Thinker Socializer Socializer  Director – Director relationships fail due to their competitive nature.  Director – Thinker relationships fail due to their clash in speed.  Director – Socializer relationships fail, as they both want to delegate.  Socializer – Socializer relationships fail as neither are motivated to deal with tasks and details.
    68. 68. Making Teams Work  Assign projects to those likely to do them well.  Sustain a cooperative climate in which each person can give genuine respect.  Customize work groups to the best results in the most efficient, satisfying manner.
    69. 69. IDENTIFYING THE STYLES 1. Note the person’s ENVIRONMENT. 2. Note the person’s OBSERVABLE BEHAVIORS. ANALYZE THE BEHAVIORS with respect to openness and directness to arrive at the likely BEHAVIORAL STYLE . 3. CONFIRM your observations.
    70. 70. Step One: Environment        Office Walls Home Bookshelves Seating arrangement Car Etc.
    71. 71. Step Two: Observe Behaviors  In Action  Be aware of, and observe a range of verbal and nonverbal behaviors  Ask questions and ACTIVELY LISTEN
    72. 72. Step Three: Confirmation  Use behavioral confirmation to corroborate your choice (look for additional behaviors)  Always test and validate your initial style choice (ELR)
    73. 73. Behavioral Adaptability  The willingness to exercise behaviors not necessarily characteristic of your own style, for the benefit of the relationship.  It involves making strategic adjustments to your methods of communicating and behaving, based on the particular needs of the relationship at a particular time.
    74. 74. Behavioral Adaptability  Adaptability does not mean “imitation” of the other person’s behavioral style.  It does mean adjusting your openness, directness, pace, and priority in the direction of the other person’s preference; while maintaining your own identity and good business sense.
    75. 75. Behavioral Adaptability  Your adaptability level influences how others judge their relationship with you.  Raise your adaptability level—trust and credibility go up; lower your adaptability level—trust and credibility go down.
    76. 76. General Strategies with RELATERS         Support their feelings Assume they’ll take everything personal When you disagree, discuss personal feelings Allow them time to trust you Move along in an informal, slow manner Show that you are “actively” listening Relaters want more support Relaters get just as upset as Directors; they just express it in a much more low key-manner. ABOVE ALL BE: WARM / SINCERE
    77. 77. General Strategies with THINKERS        Support their organized, thoughtful approach Demonstrate through actions rather than words Be systematic, exact, organized, and prepared List advantages and disadvantages of any plan Provide solid, tangible, factual evidence Thinkers want more logic Thinkers are hung up on processes and being right. To retain their loyalty, deal with them precisely and systematically. ABOVE ALL BE: THOROUGH AND WELL PREPARED
    78. 78. General Strategies with DIRECTORS Support their goals and objectives Keep your relationship businesslike If you disagree, argue facts—not personal feelings Recognize their ideas—not them personally To influence decisions, provide alternative actions with brief supporting analysis  Directors want more control  Be precise, efficient, and well organized. The last thing you should do is assert your authority and argue with DIRECTORS.      ABOVE ALL BE: EFFICIENT AND COMPETENT
    79. 79. General Strategies with SOCIALIZERS Support their opinions, ideas, and dreams Try not to argue—you seldom can win Agree on specifics of any agreement Summarize in writing who is to do what, where, when  Be entertaining and fast moving  Use testimonials and incentives to positively affect decisions  Socializers want more recognition and excitement.     ABOVE ALL BE: INTERESTED IN THEM
    80. 80. Leading By Style Relater  Motivating - Show how something will benefit their relationships and strengthen their position with others.  Complimenting - Their teamwork, the way they are regarded by other people, their relationship skills, and their ability to “get along” with others.  Counseling - Allow plenty of time to explore their feelings and understand the emotional side of the situation. They express their feelings, but indirectly. Draw them out through questioning and listening. Be non-threatening.  Correcting - Reassure them what you are seeking to correct is their behavior only. Don’t blame or judge the person: keep things focused on the behavior and its appropriateness. Establish checkpoints and times.  Delegating - Make a personal appeal to their loyalty. Give them the task, state the deadlines that need to be met and explain why it’s important to do it that specific way.
    81. 81. Leading By Style Thinker  Motivating – Appeal to their need to be accurate and to their logical approach to things.  Complimenting – Their efficiency, thought processes, organization, persistence and accuracy.  Counseling - Describe the process that you plan to follow. Outline how that process will produce the results they seek. Ask them questions to help them give you the right information. Let them show you how much they know.  Correcting - Specify the exact behavior that is indicated and outline how you would like to see it changed. Establish checkpoints and times.  Delegating - Take time to answer all of their questions about structure and guidance. The more they understand the details, the more likely they will be to complete the task properly. Be sure to establish deadlines.
    82. 82. Leading By Style Director  Motivating – Provide them with options and clearly describe the probabilities of success in achieving goals.  Complimenting – Their achievements, upward mobility, and leadership potential.  Counseling - Stick to the facts. Draw them out by talking about their desired results. Then discuss their concerns. Focus on tasks more than feelings. Ask them how they would solve the problem.  Correcting – Describe what results are desired. Show them the gap between actual and desired. Suggest clearly the improvement that is needed and establish a time when they will get back to you.  Delegating -Give them the bottom line and then get out of their way. So that they can be more efficient, give them parameters, guidelines, and deadlines.
    83. 83. Managing By Style Socializer  Motivating – Offer them incentives and testimonials. Show them how they can look good in the eyes of others.  Complimenting – Their appearance, creative ideas, persuasiveness, and charisma.  Counseling – Allow them plenty of opportunity to talk about things that are bothering them. Listen for facts and feelings. Many times Socializers merely need to “get something off their chest.” and talking may solve the problem.  Correcting – Specify exactly what the problem happens to be and what behavior is required to eliminate this problem. Be sure you confirm in writing the agreed-upon behavior changes.  Delegating - Make sure you get clear agreement. Establish checkpoints so that there is no long period of time between progress reports.
    84. 84. Leadership Survey  First Break All the Rules  Completely Confidential  Results will be Shared  Please complete the Leadership Survey
    85. 85. COACHING
    86. 86. Why don’t we confront the brutal facts as it relates to performance? Uncomfortable
    87. 87. Coaching/Feedback Feedback = Conflict Conflict = Pain Pain = Avoidance Avoidance = Problems Problems = Dysfunctional Teams Dysfunctional Teams = Unhappy Team Members Unhappy Team Members = ???????????????????
    88. 88. Test Your Knowledge MEAN 1. Lean and _________. 2. We do not have time to train people. We want to hire people who can hit the ground RUNNING ___________. 3. If you do not like it here, LEAVE ________. JOB 4. You should be grateful just to have a _____. JOB 5. Anyone off the street could do your ______. 6. It is not personal; it is just BUSINESS ___________.
    89. 89. How Should They Read? Then 1. Lean and MEAN. Now 1. Lean and ______. NICE 2. We want to hire people who can _________. 2. We do not have time to train people. LEARN We want to hire people who can hit the ground 3. If you do not like it here, RUNNING. ______. 3. If you do not like it here, LEAVE. WHY
    90. 90. How Should They Read? Now Then 1. 2. 3. You should be just grateful to have a JOB. 1. Anyone off the 2. street could do your JOB. It is not personal it is just, BUSINESS. Thank you for your Contribution ______________. DO Only you will _____. PERSONAL 3. It is all ___________. (TT)
    91. 91. Performance Development Process? Culture of Communication VS. Culture of Compliance
    92. 92. True or False The number one factor affecting employee performance and retention is the relationship people have with their supervisor? (OS)
    93. 93. Is an engaged workforce Critical? • 66% of highly engaged workers have no plans to look for new jobs. • 88% of disengaged employees are ready to go. • 64% of the moderately engaged are ready to go. Losing the disengaged is desirable for employers, but many moderately engaged workers are well worth retaining.
    94. 94. Performance Enhancing Cultures - Research Studies 1. Harvard Business School Study  2. Looked at the effects of a “performance enhancing culture” on the financial outcomes of organizations Growth in revenue, employment, stock price, and net income were significantly higher for organizations with performance enhancing cultures Kravetz Study   Looked at Highly Successful and Less Successful Companies and identified the extent to which certain business levers were employed Highly successful companies utilized performancebased rewards, clear employee goals, participative leadership style, and attention to development to a far greater degree than did less successful companies
    95. 95. Performance Enhancing Cultures - Research Studies 3. Corporate Leadership Council Study  Looked at the relative impact of performance drivers on individual performance  Key components of Continental Tire’s process (e.g., informal feedback) have very significant impact on performance improvement; findings define what a high performance organization “looks like” and where to make investments
    96. 96. Performance Enhancing Cultures – Research Study Harvard Business School Study Organizations with Performance Enhancing Culture Organizations without Performance Enhancing Culture Revenue Growth 682% 166% Employment Growth 282% 36% Stock Price Growth 901% 74% Net Income Growth 756% 1%     11 Year Harvard Business School Study Included 207 companies from 22 industries Compared financial and operational performance measures Performance enhancing cultures defined as those that embraced performance management activities such as sharing of values, establishing employee goals, seeking employee input and focusing on results From “Taking Performance management to the Next Level” by Gregory Stoskpf
    97. 97. Do you believe… • You are getting the most out of your people? • You understand your people’s strengths and developmental needs? • Your people understand their strengths and developmental needs? • You think you are doing an outstanding job of developing people? • You are able to delegate a high percentage of your work and feel assured it will be done – right?
    98. 98. It really doesn’t matter how good you can do something if it’s the wrong thing to do. Maybe the Process is Broken
    99. 99. Discussion Management Process
    100. 100. Leadership: The skill of influencing people to work enthusiastically toward goals identified as being for the common good.
    101. 101. The Law of Influence Good leaders have greater influence than others do.
    102. 102. The 6 Step Discussion Process 3. P lan 2. C lar ify 4 . A g r ee 1 . I n itiat e 5 . C lose 6 . F ollowup
    103. 103. The 6-Steps Discussion Process When followed well the 6 Steps Satisfy Tactical Outcomes such as: – Communicate information – Solve a problem
    104. 104. The 6-Steps Discussion Process The possible outcomes of a discussion : 1. Win – Lose 2. Lose – Lose 3. Win – Win (clcafe)
    105. 105. Performance Feedback  What did he do well?  What could he improve upon?
    106. 106. The 6-Steps Discussion Process The possible outcomes of a discussion : 1. Win – Lose Focus: Tactical Outcome 2. Lose – Lose Focus: Tactical Outcome 3. Win – Win Personal Focus: Tactical + __________ Outcome
    107. 107. Platinum Rule “Treat others the way they _______wish to be treated.” Implies you must get to know people and in doing so you begin to speak their language and everyone becomes more effective
    108. 108. The 6 Step Discussion Process P lan 1 . M ain tain S elfC lar ify E st eem B u y-in 2 . L isten /E m p ath y I n it iat e 3 . A sk for I n volvem en t C lose 4 . P r ovid e su p p or t , wh ile h old in g accou n tab le 5 . P r ovid e F ollow-u p in for m at ion an d SF
    109. 109. Performance Feedback  What did she do well?  What could she improve upon?
    110. 110. Critical People Factors 1. Listen and be Empathic Builds ____________ TRUST 2. Maintain Self-Esteem CONFLICT OR Defuses ________________________ TENSION 3. Ask for help and involvement Gains __________________ COMMITMEN T
    111. 111. Critical People Factors 4. Provide Support while holding accountable RESPONSIBL Holds them _________________ E 4. Provide Information and your Rationale TRUST and Builds ______________________________ UNDERSTANDING
    112. 112. Personal Outcomes • People’s “human” needs: – To have a measure of security – To be respected and valued • To trust and be trusted – To be involved and contribute • A way to improve: – Communication – Build trust, and – Strengthen relationships
    113. 113. The 6-Steps Discussion Process When the 6 Steps used in parallel with the 5 Key People Factors Satisfy – Communicate information – Solve a problem – Resolve a conflict – Provide coaching (cloff)
    114. 114. Performance Feedback  What did he do well?  What could he improve upon? (cldraw)
    115. 115. Performance Feedback  What did he do well?  What could he improve upon?
    116. 116. Critical People Factors 1. I was reviewing the quality reports for yesterday’s production and noticed that six cabinet doors that you certified as complete were out of spec for finish. In fact, the finish was so rough you use it as a cheese grater. How could you make such a mistake? 2. I was reviewing the quality reports for yesterday’s production and noticed that six cabinet doors that you certified as complete were out of spec for finish. You are one of the most experienced builders in the department and I have come to depend upon you to produce cabinets to the specifications. It is unusual for you to make such a mistake, can you help me understand what may have happened yesterday? 3. I understand, however that is no excuse for returning late from your lunch break. Do not let it happen again. 4. Being a single parent must be difficult at times, especially when you have a child who is home from school sick. I understand why you would want to go home at lunch in order to make sure he is getting along ok. As you know, given our attendance policy it is required for you to be in your work area immediately following your lunch break. In the future when Juan is sick and must stay home from school what can you do to make sure you will not be late again?
    117. 117. Critical People Factors 1. Cheryl, you need to stop everything you are doing and find the all the invoices paid to Acme corporation from 1995 through 2005. Get me copies of all those you find ASAP! 2. Cheryl, we just learned that Acme has been charged with price fixing. Over the year’s we paid Acme several million dollars for product. We stand to recoup several hundred thousand dollars in overpayment. I need you to locate all paid invoices to Acme from 1995 through 2005 and get copies of them to me ASAP. 3. Both projects are important. You will just have to figure out a way to get them both complete within budget and on schedule. 4. Both projects are important. I will help you anyway that I can, however dedicating additional resources to the projects will cause them to be over budget and delaying the completion dates in order to stay on budget is not an option. Give some more thought to how you can manage both projects to make sure you get them completed within budget and on schedule and then let’s talk tomorrow and agree upon a solution.
    118. 118. “The greater danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” Michelangelo
    119. 119. Boosting Employee Results
    120. 120. Boosting Employee Results Objective: The What By the end of this session, you will be able to:  Identify opportunities to use Improving Work Habits skills  Effectively plan and conduct an Improving Work Habits discussion
    121. 121. Boosting Employee Results CHANGE THE HABIT EARLY Poor work habits take time to develop  Attack them as soon as you see them begin to develop  Long standing poor work habits require more time, effort and patience Why do most work habit issues go unaddressed? Avoidance of Conflict _______________________________________
    122. 122. Boosting Employee Results CONSIDERATIONS BE PREPARED FOR FUTURE ACTION  Consider course of action should the behavior not change  Understand situations which require an Improving Work Habits discussion?
    123. 123. Boosting Employee Results FOCUS ON BEHAVIOR 1. Poor Performance centers on quality and quantity of the work 2. Improving Work Habits discussion focuses on how the employee is doing the work
    124. 124. Boosting Employee Results CONSIDERATIONS ANTICIPATE WHAT YOUR ACTION WILL AFFECT  Your Credibility as a Leader  Individual and Team Morale  The Effectiveness of Your Work Group
    125. 125. Boosting Employee Results PINPOINT THE PROBLEM Four situations you must correct a poor work habit 1. When it affects the employee’s output 2. When it affects the output of others 3. When it violates company policies and procedures 4. When it becomes too annoying or offensive
    126. 126. Boosting Employee Results USE EMPLOYEE IDEAS WHENEVER POSSIBLE  The employee “owns” the poor work habit  Let him/her come up with the idea for correcting the poor habit  Support the ideas the employee has come up with  Your support coupled with the fact the employee came up with the solution will gain the commitment required to change the behavior
    127. 127. Boosting Employee Results 6 Step Process 1. Describe in detail the poor work habit observed    Be specific and concise Focus on the problem, not the employee Maintain the employee’s self-esteem (CPF-1) 2. Indicate why the poor work habit concerns you  (CPF4) Share how the habit effects the work group, you or individual employees
    128. 128. Boosting Employee Results 3. Ask for reasons and listen openly to the explanation    Avoid judgment Clarify the facts Demonstrate understanding and empathy (CPF2) 4. Indicate the situation must change & ask for their ideas   Be understanding however, be firm in your expectations (CPF- 4) The employee will try harder if you involve them in the solution (CPF3)
    129. 129. Boosting Employee Results 5. Discuss each idea, develop the plan and offer your support  Discuss pros and cons; make a direct offer to support (CPF5) 5. Agree on specific actions and date for follow-up (CPF3) Use the employees ideas whenever possible  Turn over responsibility for solving the problem to the (CPFemployee; offer your support 5)
    130. 130. Discussion Mapping  Discussion Road Map Tool
    131. 131. Boosting Employee Results Positive Model Video Presentation  Video presentation will demonstrate the effective use of the 6 Step Discussion Management Process and the Critical People Factors  Very important for you to pay close attention because you will be taking notes and providing feedback regarding the use of the 6 Step Discussion Management Process and the Critical People Factors
    132. 132. Goals and Objectives Hard work Out does talent, If talent Does not work hard! Mark Sterner
    133. 133. Boosting Employee Results Skills Practice Presentation  Two volunteers:   A supervisor A cabinet builder  A role play provides a safe environment for one to plan and practice the use of 6 Step Discussion Management Process and the Critical People Factors  Observers: Very important for you to pay close attention because you will be taking notes and providing feedback regarding the use of the 6 Step Discussion Management Process and the Critical People Factors
    134. 134. Activity 1. Using the Discussion Road Map, identify an employee who has a work performance issue, what you want to discuss, why it is so important and the results you expect. 2. Define the employee’s change style (Hem, Haw, Sniff or Scurry) 3. Define the employee’s most likely behavioral style (Relater, Thinker, Director or Socializer) 4. Using the Discussion Road Map, visualize and plan each step of the 6 Step Discussion Management Process – make sure to identify where the employee may get defensive and plan how you will use the Critical People Factors to defuse and arrive at Close with true Buy-In
    135. 135. Organizations are struggling to speed up. Scrambling to adapt. Trying to innovate, embrace new technologies, and respond to a rapidly changing marketplace. Something’s not working. Word has it that over half of all major change initiatives prove to be disappointments or outright failures. What’s the problem?
    136. 136. Precious resources are being squandered on organizational civil wars. People are fighting change instead of pushing it forward. They’re pulling in different directions rather than aligning with the change efforts These are insiders. Employee resistance is the biggest barrier to change.
    137. 137. Let’s face it—the very quickest way for the organization to pick up speed is for resisters to take their foot off the brakes. The best way for it to become more adaptive is for people to stop their desperate attempts to preserve the status quo.
    138. 138. The first chore in managing (leading) change is the toughest: Self-management. Handle that right, and you’re halfway home.
    139. 139. Change weakens people’s emotional attachment to the organization Some quit and leave Some quit and stay –are still on the their names payroll, but their hearts don’t come to work anymore.
    140. 140. Team • Putting the needs of others ahead of yours • Lend one a helping hand What does that look like?
    141. 141. Five Dysfunctions of A Team  Absence of Trust  Fear of Conflict  Lack of Commitment  Avoidance of Accountability  Inattention to Detail (mir)
    142. 142. What are the Learning Points?      Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Detail (mir)
    143. 143. What are the Learning Points?      Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Detail (mir)
    144. 144. What are the Learning Points?      Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Detail (mir)
    145. 145. What are the Learning Points?      Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Detail (mir)
    146. 146. “A leader is one who is a able to raise their level of conscience above that of the day to day to see what others do not see and then influences and inspires others to move along the new path with confidence, purpose and a sense of urgency” Bill McCoy
    147. 147. “Ask not what others can do for you, but what you can do for others.”
    148. 148. HCIT Culture Transformation Model The Employees: 5S TPM Kiazen Teams Lean Six Sigma The Organization Vision: 1. Security 2. Respect 3. Contribution Safety To Be The Best Plant - HRD Process 1. On/off Bus 2. Green/Black Belts Action Teams In right seat Quality Customer Satisfaction House Keeping You The Example: 21 Laws of Leadership 1. Self Awareness Emotional Intelligence 2. Self Confidence Good To Great 3. Self Control The 5 Dysfunctions 360 Feedback Process Discussion Management Process The Platinum Rule First Break All the Rules Who Moved My Cheese Death by Meeting The Heart of Change

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