Foundationsof Leadership

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  • Motivation – often misunderstood; Dictionary: “from within, not without, that prompts or incites an action” To illustrate: Ask: Please raise your right hands. Pause. Thank the group. Ask: Now, why did you do that? (Response: “Because you asked us to” or “Because you said please”.) Ask: “OK, now would you please all stand and pick up your chairs?” Say: “If I told you there were some dollar bills scattered around the room under the chairs, would that motivate you to stand and pick up your chairs?” Say, “Well, let me tell you there are indeed some dollar bills under some chairs.” Discussion Questions: Why did it take more effort to “motivate” you the second time? Did the money motivate you? (Stress that money often does not act as a motivator.) What’s the only real way to motivate? (Acknowledge any relevant answer, but emphasize the only way to get a person to do something is to make a person want to do it. There is no other way!) Motivation is internal, but external incentives can initiate action in humans!
  • Foundationsof Leadership

    1. 1. Foundations of Leadership
    2. 2. What is Motivation ? “ Inner drives or forces that move people toward a goal.”
    3. 3. Categories of Motivation <ul><li>Rewards </li></ul><ul><li>Threats </li></ul><ul><li>Self-Motivation </li></ul>
    4. 4. Leadership <ul><li>“ Inspiring and enabling employees </li></ul><ul><li>in a respectful way to take pride </li></ul><ul><li>in their contribution, creating a </li></ul><ul><li>passion that will gain, retain, and </li></ul><ul><li>serve both internal and external </li></ul><ul><li>customers well.” </li></ul>
    5. 5. “ There’s a big difference between getting employees to come to work and getting them to do their best work. Get the best work from employees by expecting it from them, telling them you expect it and helping them attain it in any way they can.” Bob Nelson. Nelson Motivation, Inc.
    6. 6. <ul><li> Employees =  Customers </li></ul><ul><li> Employees =  Customers </li></ul><ul><li> Employees =  Customers </li></ul>
    7. 7. Please rank the following employee attributes in the priority of your preference: <ul><li>High productivity performance  </li></ul><ul><li>Dependability (absenteeism)  </li></ul><ul><li>High skill levels  </li></ul><ul><li>Attitude  </li></ul><ul><li>Quality of work performance  </li></ul>
    8. 8. Attitude <ul><li>The outward transmission of </li></ul><ul><li>a mental disposition </li></ul><ul><li>Mentality creates reality </li></ul>
    9. 9. Attitude Reflects Leadership
    10. 10. The Bottom Line <ul><li>Getting Results </li></ul><ul><li>Developing People </li></ul>
    11. 11. HUMAN BUSINESS
    12. 12. <ul><li>Manager = Position Power </li></ul><ul><li>Coaches = People Power </li></ul>
    13. 13. “ Coaching requires the leader to replace authority with a strategy that lets the employee take ownership.”
    14. 14. When you hear/see these names, what comes to mind? <ul><li>Bill Clinton (former President) </li></ul><ul><li>President George W. Bush </li></ul><ul><li>Tiger Woods </li></ul><ul><li>Monica Lewinsky </li></ul><ul><li>Whitney Houston </li></ul><ul><li>Hillary Clinton </li></ul>
    15. 15. Characteristics of Positive Leaders <ul><li>Belief in themselves & confidence. </li></ul><ul><li>Belief in ability to develop talents of employees. </li></ul><ul><li>Ability to communicate expectations are realistic & achievable goals. </li></ul><ul><li>Belief in their employees. </li></ul><ul><li>Preference for rewards that come from increased success of employees over rewards from upper management. </li></ul>
    16. 16. Self-Recognition
    17. 17. “ You can’t make a empty bag stand up straight!” … . Eleanor Roosevelt
    18. 18. <ul><li>“ Accentuate the Positive” – Exercise </li></ul><ul><li>Find a partner. </li></ul><ul><li>Provide the partner with your response to the following three dimensions: </li></ul><ul><li>Two physical attributes I like in myself </li></ul><ul><li>Two personality qualities I like in myself </li></ul><ul><li>One talent or skill I like in myself </li></ul><ul><li>Rules: No negatives allowed! </li></ul><ul><li>2 minutes / person </li></ul>
    19. 19. <ul><li>“ W e treat people the way we see </li></ul><ul><li>them…and they usually live </li></ul><ul><li>up/down to our expectations.” </li></ul><ul><li> </li></ul>
    20. 20. How Do You See Others?
    21. 21. How Do You See It? You see your house as... Luxurious Your appraiser sees… A Dog House Your lender sees…. Just Another House Buyers see…… A Shack A Tax Assessor sees…. A Castle
    22. 22. “ Give so much time to the improvement of yourself that you have little time to criticize others.”
    23. 23. Recognizing Others
    24. 24. <ul><li>“ Recognizing Others” – Exercise </li></ul><ul><li>Reunite with your previous partner. </li></ul><ul><li>2. Write down 3 positive attributes you’ve noticed in your partner that you want to recognize. (1 minute) </li></ul><ul><li>3. Tell your partner what you wrote down about them. (2 minutes / person) </li></ul>
    25. 25. Receiving Recognition <ul><li>Look at the person complimenting you. </li></ul><ul><li>Listen to the message. </li></ul><ul><li>Allow the person complimenting you to complete his or her message. </li></ul><ul><li>Accept with thanks. Be sincere. (Acknowledge contributions of others, if appropriate.) </li></ul><ul><li>Pause. Let the recognition sink in. Enjoy the moment. </li></ul>
    26. 26. Key Elements of Communication <ul><li>Eye Communication </li></ul><ul><li>Posture/Movement </li></ul><ul><li>Gestures/Facial Expression </li></ul><ul><li>Dress/Appearance </li></ul><ul><li>Voice/Vocal Variety </li></ul><ul><li>Language/Non-Words </li></ul><ul><li>Listener-Involvement </li></ul><ul><li>Humor </li></ul><ul><li>The Natural Self </li></ul>
    27. 27. Ve rbal (Words) 7% Vocal (Sound) 38% Visual (Sight) 55% “People more attention pay to what you do than what you say”. ……Zig Ziglar
    28. 28. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book.
    29. 29. “ While the right to talk may be the beginning of freedom, the necessity of listening is what makes that right important.” … . Walter Lippman, Social Scientist
    30. 30. <ul><li>Active Listening Techniques </li></ul><ul><li>Open-Ended Questions </li></ul><ul><li>Closed-Ended Questions </li></ul><ul><li>Paraphrasing and Reflective </li></ul><ul><li>Statements </li></ul><ul><li>Summary Statements </li></ul><ul><li>“ I” Messages </li></ul><ul><li>Pause </li></ul><ul><li>Attending Posture </li></ul>
    31. 31. Buy-In is The Key <ul><li>The employee must: </li></ul><ul><li>Accept the need to change. </li></ul><ul><li>Believe in his/her ability to succeed </li></ul><ul><li>Commit to making it happen </li></ul><ul><li>Do it! </li></ul>
    32. 32. Consultative Coaching
    33. 33. Get the facts of the situation E stablish the need M ake a recommendation A sk for the sale It’s easy that way You can’t go wrong with E M A ! Source:  1998 The Elkind Group – Used by Permission .
    34. 34. “ You can get anything in life that you want if you just help enough other people get what they want.” … ..Zig Ziglar
    35. 35. Four Keys To Coaching Success <ul><li>Know the game </li></ul><ul><li>Know your people </li></ul><ul><li>Follow a system </li></ul><ul><li>Communicate effectively </li></ul>
    36. 36. Excuses for Failing to Coach <ul><li>It takes too long </li></ul><ul><li>If employees need help, they’ll ask </li></ul><ul><li>I don’t know how </li></ul><ul><li>Employees might think I don’t trust them </li></ul><ul><li>I’ve got more important things to do </li></ul><ul><li>It’s the trainer’s job to teach skills </li></ul>
    37. 37. Excuses “ Excuses are tools of incompetence. They build monuments of nothingness. And those who specialize in them are seldom good for anything else.”
    38. 38. Yeabut
    39. 39. Key Terms Results = The outcomes of an employee’s behavior Performance = The specific behaviors that lead to the outcomes Evaluation = Measuring results against a standard Coaching = Improving results by helping people improve their performance
    40. 40. Follow A System <ul><li>Set Performance Expectations </li></ul><ul><li>Identify Performance Gaps and Opportunities </li></ul><ul><li>Develop a coaching plan </li></ul><ul><li>Implement the coaching plan </li></ul><ul><li>Evaluate Performance: Result and Process </li></ul><ul><li>Source:  1998 The Elkind Group – Used by Permission </li></ul>
    41. 41. Skill vs. Will Skill: The employee is willing to do the job, but is not performing well. - Train - Coach - Develop Will: The employee is unwilling to do the job consistently, however has demonstrated the ability to do the job in the past. - Clarify expectations - Determine/Remove Barriers - Evaluate Performance - Reinforce+/-Consequences
    42. 42. FOUR STAGES OF LEARNING U nconscious I ncompetence U nconscious C ompetence C onscious I ncompetence C onscious C ompetence
    43. 44. Descriptions vs. Judgments <ul><ul><li>Describing behavior </li></ul></ul><ul><ul><li>Can you see it? </li></ul></ul><ul><ul><li>Can you hear it? </li></ul></ul><ul><ul><ul><li>Can you measure it? </li></ul></ul></ul><ul><ul><ul><li>State the facts – Do not judge! </li></ul></ul></ul>
    44. 45. Three Communication Styles <ul><li>Passive - Child </li></ul><ul><li>Aggressive - Parent </li></ul><ul><li>Assertive - Adult </li></ul><ul><li>Adult to Adult </li></ul>
    45. 46. Assertive Communication Examples <ul><li>“ I’m really swamped with these reports. </li></ul><ul><li>Will you help me please? </li></ul><ul><li>“ The information that’s been provided isn’t </li></ul><ul><li>really what I need. I apologize if I didn’t </li></ul><ul><li>explain this completely. Let’s take a few </li></ul><ul><li>minutes to talk about this project so you’ll </li></ul><ul><li>be clear on exactly what I expect.” </li></ul>
    46. 47. Assertive Invitation- Behavior <ul><li>Behavior : What the other person has said or done </li></ul><ul><li>Impact : What the effect of this behavior has on the client, team and/or organization </li></ul><ul><li>Invitation : An offer to discuss and resolve the situation </li></ul><ul><li>Source:  1998 The Elkind Group – Used by Permission </li></ul>
    47. 48. Assertive Invitation- Performance Gap <ul><li>Expectation : The standard of performance </li></ul><ul><li>Actual : How well the person has performed against the standard </li></ul><ul><li>Invitation : An offer to discuss/resolve the situation </li></ul><ul><li>Source:  1998 The Elkind Group – Used by Permission </li></ul>
    48. 49. “ Things which matter most must never be at the mercy of things which matter least.” … ..Goethe
    49. 50. What Do People Want From Their Jobs? My Ranking Factors Sup. Emp. Good Working Conditions Feeling of being “in” on things Tactful discipline Full appreciation for work done Management loyalty to workers Good wages Promotion & Growth Sympathy for personal problems Job security Interesting Work
    50. 51. What Do People Want From Their Jobs? My Ranking Factors Sup. Emp. Good Working Conditions 4 Feeling of being “in” on things 10 Tactful discipline 7 Full appreciation for work done 8 Management loyalty to workers 6 Good wages 1 Promotion & Growth 3 Sympathy for personal problems 9 Job security 2 Interesting Work 5
    51. 52. What Do People Want From Their Jobs? My Ranking Factors Sup. Emp. Good Working Conditions 4 9 Feeling of being “in” on things 10 2 Tactful discipline 7 10 Full appreciation for work done 8 1 Management loyalty to workers 6 8 Good wages 1 5 Promotion & Growth 3 7 Sympathy for personal problems 9 3 Job security 2 4 Interesting Work 5 6
    52. 53. <ul><li>Full appreciation for work done </li></ul><ul><li>Feeling of being “in” on things </li></ul><ul><li>Sympathy for personal problems </li></ul>What Do People Want From Their Jobs?
    53. 54. “ Nobody ever says I’m doing a good job. You’re apt to hear, “That’s what your paycheck tells you.” … ??????
    54. 55. “ Nobody ever says I’m doing a good job. You’re apt to hear, “That’s what your paycheck tells you.” … Tiger Woods
    55. 56. Employees’ Top Motivating Techniques % = Frequency of NOT Getting <ul><li># 1 Personal Thanks 58% </li></ul><ul><li># 2 Written Thanks 76% </li></ul><ul><li># 3 Public Praise 81% </li></ul><ul><li># 4 Morale Building Meetings 92% </li></ul><ul><li>Conclusion : “It appears that the techniques </li></ul><ul><li>that have the greatest motivational impact are </li></ul><ul><li>practiced the least even though they are </li></ul><ul><li>easier and less expensive to use.” </li></ul>
    56. 57. Recognition is……. Appreciating someone for something they have done for you, your group or the organization.
    57. 58. Recognition Feedback <ul><li>Appreciation </li></ul><ul><li>Acknowledgment </li></ul><ul><li>Value </li></ul><ul><li>Be grateful for </li></ul><ul><li>Cherish </li></ul><ul><li>Accept </li></ul><ul><li>Attach importance to </li></ul><ul><li>Advice </li></ul><ul><li>Pointer </li></ul><ul><li>Reaction </li></ul><ul><li>Comment </li></ul><ul><li>Response </li></ul><ul><li>Opinion </li></ul><ul><li>View </li></ul>
    58. 59. Behavior that is recognized is behavior that is repeated! Why Recognition?
    59. 60. How I Want To Receive Recognition <ul><li>The one thing I need most is….. </li></ul><ul><li>Many things motivate me, but my personal top three are….. </li></ul><ul><li>I prefer to get recognition….. </li></ul><ul><li>Lastly, I think you ought to know that… </li></ul>
    60. 61. Giving Recognition – The Key Actions <ul><li>Identify an opportunity for giving recognition. </li></ul><ul><li>Describe the behavior as immediately and as specifically as possible. </li></ul><ul><li>State how the behavior made a difference to you and to the organization. </li></ul>
    61. 62. “ Things which matter most must never be at the mercy of things which matter least”. - Goethe
    62. 63. <ul><li>“ Giving Recognition” – Personal Exercise </li></ul><ul><li>Think of someone in your personal </li></ul><ul><li>life that needs recognition. </li></ul><ul><li>Remember the 3 Key Actions. </li></ul><ul><li>Schedule the date and time you will </li></ul><ul><li>give this person recognition. </li></ul>
    63. 64. The Bottom Line <ul><li>Getting Results </li></ul><ul><li>Developing People </li></ul>
    64. 65. “ Things which matter most must never be at the mercy of things which matter least”. - Goethe
    65. 66. Remember Me?
    66. 67. Foundations of Leadership

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