Advanced leadership and teams frpa aa nov 2011

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Advanced leadership workshop for the 2011 FRPA Abrahams Academy

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Advanced leadership and teams frpa aa nov 2011

  1. 1. Advanced Leadership
  2. 2. Our Goal for today… <ul><li>Share with you a wealth of valuable information on leadership and high performance teams. </li></ul><ul><li>This information has been gleaned from leading research, benchmarking studies, executive surveys and interviews at more than 3,000 top organizations. </li></ul><ul><li>Your challenge is to look for the big ideas you can take and implement right away. </li></ul><ul><li>Take this seriously and be ready to offer opinions or ask questions at any time. </li></ul><ul><li>Take lots of notes – but I will give you all of the slides. </li></ul>
  3. 3. What does this mean to me? How can I use this idea? What can I do right away? Do not look for what won’t work… look for what could work, what might work, what you can make work.
  4. 4. For the past 22 years…
  5. 7. Can Leadership Be Taught ?
  6. 8. Money Power Position Title
  7. 9. 74% 23,000,000
  8. 10. 88%
  9. 11. Top high-potential employees… <ul><li>Credible </li></ul><ul><li>Respectful </li></ul><ul><li>Approachable </li></ul><ul><li>Highly Professional </li></ul><ul><li>Team Player </li></ul>
  10. 12. Credibility <ul><li>Complete honesty and transparency </li></ul><ul><li>Impeccable integrity </li></ul><ul><li>Knows how to do their job well </li></ul><ul><li>A compelling vision for the future </li></ul><ul><li>Passion and excitement </li></ul><ul><li>Let’s look at some research… </li></ul>
  11. 13. The Leadership Challenge by Kouzes and Posner
  12. 14. I want a leader who will: <ul><li>Tell me the TRUTH. </li></ul><ul><li>Has a clear vision for where we are going. </li></ul><ul><li>Has the skills to get us there successfully. </li></ul><ul><li>And is excited about going with me. </li></ul>
  13. 15. Respectful <ul><li>Open to the ideas of others </li></ul><ul><li>Values other’s opinions </li></ul><ul><li>Treats people with dignity </li></ul><ul><li>Treats people fairly </li></ul><ul><li>Extends trust </li></ul>
  14. 16. Culture Counts <ul><li>Fun </li></ul><ul><li>Family </li></ul><ul><li>Friends </li></ul><ul><li>Fair </li></ul><ul><li>Freedom </li></ul><ul><li>Pride </li></ul><ul><li>Praise </li></ul><ul><li>Meaning </li></ul><ul><li>Accomplishment </li></ul>
  15. 17. 3. Approachable <ul><li>Genuine </li></ul><ul><li>Appreciative </li></ul><ul><li>IQ + EQ </li></ul><ul><li>Great communicator </li></ul>
  16. 18. Source Credibility <ul><li>C x R x I </li></ul><ul><li>SO </li></ul>= Trust
  17. 19. Skills Cheerleader Director Teacher Coach HIGH LOW LOW HIGH Motivation Situational Leadership
  18. 20. Highly Professional <ul><li>Impressive Talent </li></ul><ul><li>100% Ethical </li></ul><ul><li>Highly Self-aware </li></ul><ul><li>Always Learning & Improving </li></ul><ul><li>Insightful and Innovative </li></ul><ul><li>Pro-active </li></ul><ul><li>Results Driven </li></ul><ul><li>Fully Accountable… </li></ul>
  19. 21. <ul><li>Honesty </li></ul><ul><li>Competence </li></ul><ul><li>Opportunity </li></ul><ul><li>Appreciation </li></ul>
  20. 22. Ground Rules for a Professional Organization <ul><li>Staff agrees to be managed and coached to strictly enforced standards of performance and quality work. </li></ul><ul><li>Teamwork is mandatory, not optional. </li></ul><ul><li>Excellence in customer satisfaction is an enforced standard. </li></ul><ul><li>Personal and professional growth is a nonnegotiable minimum standard. </li></ul><ul><li>All team members must show a sincere interest in the customer and a sincere desire to help them. </li></ul><ul><li>The primary focus must be on delivering quality work and building strong customer relationships. </li></ul><ul><li>Demand excellence and refuse to tolerate mediocrity. </li></ul>
  21. 23. Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business: As you read the following GE leadership values…
  22. 24. <ul><li>Are passionately focused on driving customer success. </li></ul><ul><li>Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth. </li></ul><ul><li>Insist on excellence, and are intolerant of mediocrity or bureaucracy. </li></ul><ul><li>Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin. </li></ul><ul><li>See change for the positive growth opportunities it brings. </li></ul><ul><li>Create a clear, simple, customer-centered vision, and continually renew and refresh its execution. </li></ul><ul><li>Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results. </li></ul><ul><li>Demonstrate—always with infectious enthusiasm for the customer—the “Four E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute … </li></ul>GE leaders, always with unyielding integrity:
  23. 25. 5. Great Team Player
  24. 26. What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. Team Leaders are: Rigorous… but not ruthless
  25. 27. Why you need to be an expert at collaboration and teamwork: <ul><li>You cannot succeed alone. </li></ul><ul><li>You need a team of the brightest people you can possibly find to help you. </li></ul><ul><li>You need to help the team work extremely well together. </li></ul><ul><li>You need the team to support you with enthusiasm, respect and trust. </li></ul><ul><li>But don’t take my word for it… </li></ul>
  26. 28. Anne Mulcahy CEO of Xerox and the third most powerful woman in the world! <ul><li>Build a network of great relationships with people who want to see you succeed. </li></ul><ul><li>You don’t have all of the answers, so ask for help and advice from the smartest people you can find. </li></ul><ul><li>Learn to be a learner. </li></ul><ul><li>Listen intently to your employees and to your customers. </li></ul>
  27. 29. Typical ways that team members violate the team leader’s expectations: <ul><li>Missing or being late to team meetings. </li></ul><ul><li>Not outwardly demonstrating commitment and support for the leader’s agenda. </li></ul><ul><li>Not completing assignments in a timely manner so the team can complete its work. </li></ul><ul><li>Not letting the leader know when there are problems or issues. </li></ul><ul><li>Not sharing resources with other team members. </li></ul><ul><li>Not sharing credit with the rest of the team. </li></ul><ul><li>Not responding to e-mails or voice mails in a timely manner. </li></ul>
  28. 30. Typical ways that team leaders violate team members’ expectations: <ul><li>Micromanaging – not giving autonomy. </li></ul><ul><li>Making decisions that effect subordinates without their input. </li></ul><ul><li>Letting team members shirk their duties without any negative consequences. </li></ul><ul><li>Not giving praise or rewards for a job well done. </li></ul><ul><li>Not recognizing that the subordinate has a life outside of work that occasionally takes priority over work. </li></ul>
  29. 31. <ul><li>Lack of TRUST </li></ul><ul><li>Lack of candor </li></ul><ul><li>Lack of commitment </li></ul><ul><li>Lack of accountability </li></ul><ul><li>Lack of results </li></ul>
  30. 32. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
  31. 33. “ I am good at what I do… and I do it because I care about you.”
  32. 34. Let’s take a close look at what some of the top thought leaders in the world have to say about teams…
  33. 35. A Vivid Shared Vision
  34. 36. Clear Measurable Goals
  35. 37. Competence + Diversity
  36. 38. Trust
  37. 39. John Spence Team Model <ul><li>D </li></ul><ul><li>M </li></ul><ul><li>C </li></ul><ul><li>C </li></ul><ul><li>M </li></ul><ul><li>D </li></ul>irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day
  38. 40. 11 Key Team Competencies: <ul><li>Setting clear, specific and measurable goals. </li></ul><ul><li>Making assignments extremely clear and ensuring required competence. </li></ul><ul><li>Using effective decision making processes within the team. </li></ul><ul><li>Establishing accountability for high performance across the entire team. </li></ul><ul><li>Running effective team meetings. </li></ul><ul><li>Building strong levels of trust. </li></ul><ul><li>Establishing open, honest and frank communications. </li></ul><ul><li>Managing conflict effectively. </li></ul><ul><li>Creating mutual respect and collaboration. </li></ul><ul><li>Encouraging risk-taking and innovation. </li></ul><ul><li>Engaging in ongoing team building activities. </li></ul>
  39. 41. Study of most important leadership skills 7,000+ managers from 1,600 large organizations <ul><li>Must have superb communication skills. </li></ul><ul><li>Lead by example to demonstrate character and competence. </li></ul><ul><li>Establish and maintain clear and meaningful vision. </li></ul><ul><li>Provide motivation to create ownership and accountability for results. </li></ul><ul><li>Clarify performance expectations. </li></ul><ul><li>Foster teamwork and collaboration. </li></ul><ul><li>Develop clear performance goals and metrics. </li></ul><ul><li>Consistently deliver superior customer service </li></ul>From: Getting Results by Longenecker and Simoneti
  40. 42. Workshop <ul><li>Read pages 5 – 26 </li></ul><ul><li>Do the individual workshop on page 27. </li></ul>
  41. 43. If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com My twitter address is: @awesomelysimple Please feel free to “friend” me on FB Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.blog.johnspence.com Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence

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