Breakout sessions: 15-20 minutes to consider, at a very high level, the question at the bottom. Also: are we using this model to plan our current and proposed suite of services (e.g., conference, journal, certification)? Discussion following.
Hou ldr nov12
Strategic LeadershipSTC-HoustonLeadership Workshop10 November 2012Presented by Linda Oestreich
22Oestreich, (c) 27 Oct 20122Who am I? STC Fellow Manager, Associate Fellows Committee Former board member at chapter and Society level(President, STC, 2007-2008) Strategic and business analyst Technical communicator: manager, editor, writer,mentor, executive, etc. Instructor, trainer, instructional designer2
33Oestreich, (c) 27 Oct 20123Why Me? Manager, supervisor, writer/editor for science &engineering Communications manager and editor for geophysicalsoftware development company Policy and procedures writer/editor for corporate officesof young software firm Executive of small communications consulting firm Editor for large software development firm Lots of experience in different roles—writer, editor, andmanager STC leader at community & Society level3
44Oestreich, (c) 27 Oct 20124Who are you? Writers? Editors? Managers? Liberal arts? Science/tech/IT? Companies? What leadership roles do you have?4
5Workshop Agenda Objectives Leadership roles Defining a chapter ideal Strategy and leadership Working toward the ideal
6Objectives To understand the concept of leadership To understand your role as a leader To understand what your chapter needs from itsleaders To prioritize your chapter’s leadership needs To give you ideas about how to apply leadership
7Defining Leadership What is leadership? What isn’t leadership? What are the traits of a good leader?
8Leadership is… . . . the ability to cause other people to act indesired ways for the benefit of the organization.
9As volunteers, most peopleFollow you because… They believe it’s in their own bestinterests!
10Leadership traits Capacity for passion(“fire in the belly”) Perspective(“step back & look”) Creativity(“go a new direction”) Organization skills(“share the vision”) Teamwork(“engage, persuade, motivate”) Persistence(“carried you through”) Open-mindedness(“seeking new direction”) Integrity(“be genuine and honest”)“Leaders are People who leavetheir footprints in the areas of their passion”
11Leadership RolesWhat are the differences between: Mentors and parents? Team leaders and team members? Entrepreneurs and manufacturing companypresidents? Grandmothers and mothers? Work supervisors and volunteer bosses?
12Evaluating your leadership What are your leadership strengths? What are your weaknesses? What roles do you:◦ Play?◦ Like to play?◦ Want to play?
13Practice interest-based leadership Seek to understand the interests of the people youlead. Find ways to influence those interests. Act to satisfy those interests while achievinggoals.
14STC mission & visionSTC is an individual membership organization dedicated toadvancing the arts and sciences of technical communication. It isthe largest organization of its type in the world. Mission: STC advances the practice and theory of technicalcommunications and promotes the value of technicalcommunicators globally. Vision: Technical communication is recognized globally as anessential part of every organization’s competitive strategy.
15Defining community leadership What is community leadership? What isn’t community leadership? What are the traits of a healthy community?
16Evaluating your community’s needs What are the core functions of an STCcommunity? What does your community do well?◦ What makes this function a success? What does your community need to do better?◦ Why makes this function a struggle?
17Points for community leaders As a leader in your community,◦ Find a mentor for yourself (we ALL need one)◦ Mentor and guide other council members◦ Support and troubleshoot◦ Set goals and objectives with your management team/admin council◦ Participate on committees but avoid getting into the details wheneverpossible (nose in; fingers out) Develop a community charter that sets your goals & objectives. Define success for your community. Develop a communication plan.◦ How you and your admin council communicate with one another◦ How community members communicate with you Ask for feedback,listen to it, and act on it.
18Working strategically What specific tasks can you do to move yourchapter closer to the leadership ideal?◦ How will it move your chapter to the ideal?◦ How much effort will it take to get there?◦ What resources do you have on hand?◦ What resources you need to recruit? Prioritize your tasks
293 keys to sustaining success1. A reputation for value – this includes, but is not limited to, theportfolio of services and activities available to the member2. An enjoyable culture – the basis for which is trust andcommunicationThe member thinks “these people are a lot like me”STC is good at this (once people become active)3. A nimble infrastructure, so that the association can quickly seizeopportunities and create value
30Communication decisions Leadership is a relationship. Relationships are built with communication. You can choose from two types of leadershipcommunication:◦ Mass-produced◦ Tailor-madeWhich would you rather receive?
31The medium you choose Medium influences the message. Medium itself is a message. Choose the medium carefully…◦ Email◦ Personal phone call◦ Group meeting◦ One-on-one meeting◦ Conference calls◦ Memos◦ Web conferences
32Outcome-based planning Members are looking forBenefits that add value to their businesses orpractices Members are not looking forA basket of products and services The way to confront the new reality:outcome-based planning
33Outcome-based planning Successful planning differentiates between◦ Features of the organization (the membership directory)◦ Benefits to the member (business contacts that resultfrom participation) Traditional strategic planning: feature-based and "how-to"oriented Successful strategic planning: benefits-based andoutcome-oriented"Its the new business opportunity, not themembership directory!"
34Outcome-based planning Mission: Statement of the value provided to members Goals: Major benefits needed to achieve your mission Objectives: Measurements of your goals (benefits) - how wellare you doing? Implementation: Specific ways we will achieve our goals(benefits) such as timelines, budgets, and operationsHow well do your current mission and goalsstatements align with this model?
35Determine work preferences How to plan How to communicate How to resolve conflict How to make decisions
36Help is out there Things to read (depending on commitment)◦ Intercom! How many read it?◦ AMA and HBR…join & surf & learn (Leader’s Edge fromAMA is free!)◦ Time-proven books to help you understand your owndecision-making and goals The Prince (Machiavelli) Federalist No. 10 (John Adams) Letter from a Birmingham jail (Dr. Martin L. King)◦ The LCR page on stc.org◦ New leaders handout
37Find your own style Find your style, don’t imitate others. To create a leadership brand:◦ Be clear about the results you want to achieve.◦ Create metrics to measure ongoing results against goals.◦ Identify your leadership strengths and attributes.◦ Make certain that you do not “overplay” your strengths.◦ Ask for feedback on how you are perceived, and makeappropriate changes so that you’ll project your chosenimage or brand.
38Leadership resources Adapted from “The Essence of Leadership” article by JonathanByrnes,Harvard Business School Working Knowledge e-zinehttp://hbswk.hbs.edu/tools/print_item.jhtml?id=4983&t=strategy Linda’s favorite leadership site! Big dog, little dog Leadership Training andDevelopment: http://www.nwlink.com/~donclark/leader/leadtrn.html Shakespeare in Charge, Norman Augustine and Kenneth Adelman,Hyperion Press, 1999, New York. (an unusual, yet fun, look at leadership) http://www.globalfuture.com/biblio-leadership.htm (an all-around great siteto view dozens of leadership resources) http://studentleadership.ucdavis.edu/bibliography/01_general.html (a more eruditesite, but it has loads to choose from) http://www.art-of-leadership.com/ (good portal) “Leading Leaders”, Leadership Forum, March 1, 2006, Jeswald Salacuse “Finding Your Own Leadership Style”, Donna Dennis, Ph.D. (http://www.amanet.org/enewsletters/)