Hou ldr nov12


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  • 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

    1. 1. Strategic LeadershipSTC-HoustonLeadership Workshop10 November 2012Presented by Linda Oestreich
    2. 2. 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
    3. 3. 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
    4. 4. 44Oestreich, (c) 27 Oct 20124Who are you? Writers? Editors? Managers? Liberal arts? Science/tech/IT? Companies? What leadership roles do you have?4
    5. 5. 5Workshop Agenda Objectives Leadership roles Defining a chapter ideal Strategy and leadership Working toward the ideal
    6. 6. 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
    7. 7. 7Defining Leadership What is leadership? What isn’t leadership? What are the traits of a good leader?
    8. 8. 8Leadership is… . . . the ability to cause other people to act indesired ways for the benefit of the organization.
    9. 9. 9As volunteers, most peopleFollow you because… They believe it’s in their own bestinterests!
    10. 10. 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”
    11. 11. 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?
    12. 12. 12Evaluating your leadership What are your leadership strengths? What are your weaknesses? What roles do you:◦ Play?◦ Like to play?◦ Want to play?
    13. 13. 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.
    14. 14. 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.
    15. 15. 15Defining community leadership What is community leadership? What isn’t community leadership? What are the traits of a healthy community?
    16. 16. 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?
    17. 17. 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.
    18. 18. 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
    19. 19. 19Leadership strategy cycleIntentEffectAdjustment!Behavior
    20. 20. 20Stretch!Take five
    21. 21. 21Leading Strategically Picking a destination Choosing the route Getting everyone on the same plane Moving the troupe
    22. 22. 22Destination = Mission Decide what attributes you want to cultivate Decide how you want to impact your environments Decide how you want others to see you
    23. 23. 23Direction = Goals Goals are measurable Goals are finite Goals are accomplishable
    24. 24. 24Alignment Develop a team Communicate constantly and openly Clarify mission and goals◦ Clarify them again– and again – and again – and again Overcome objections Inspire commitment
    25. 25. 25Motivation Encourage and inspire Delegate and give responsibility Recognize, reward, and congratulateBe:TimelyResponsiveUnconditionalEnthusiastic!
    26. 26. 26Behavior What is perceived is Perceptions are based on AVAILABLEinformation In the absence of information, we assume Behavior, no matter how crazy, has a logicalbasis
    27. 27. 27Culture tips Respect Clarity Nose in/fingers out Remain objective No negativity or people bashing Look forward/stay positive Keep in alignment Under promise/over deliver
    28. 28. General Guidelines forSuccess
    29. 29. 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
    30. 30. 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?
    31. 31. 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
    32. 32. 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
    33. 33. 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!"
    34. 34. 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?
    35. 35. 35Determine work preferences How to plan How to communicate How to resolve conflict How to make decisions
    36. 36. 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
    37. 37. 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.
    38. 38. 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/)
    39. 39. 39Questions and wrap-up