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Supervisory Leadership Training 2007 Synergy Allied Llc


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Supervisory Leadership Training 2007 Synergy Allied Llc

  1. 1. Supervisory Leadership Training 2007<br />Developing & Implementing Effective Supervisory Leadership Skills <br /> <br />6/21/2007<br />1<br /> Philip C. Hickmon, M.P.A., R.S.W.<br />
  2. 2. Disclaimer<br />The opinions presented herein are the views of the Synergy Sallied LLC and do not necessarily reflect the official position _____________________ nor any other part of the _____________________.<br />6/21/2007<br />2<br />
  3. 3. AGENDA<br />Welcome and Introductions! <br />Purpose Of Training <br />Objectives<br />Definitions/Clarification<br />Roles<br />Conclusion and Final Points <br />Techniques to underscore learning/applications <br />Group Exercises<br />Video<br />Modules<br />6/21/2007<br />3<br />
  4. 4. Welcome<br />Trainer’s Intro/Experience<br />Audience Introductions<br />3 Things about yourself<br />6/21/2007<br />4<br />
  5. 5. Why Are You Here? Purpose? <br />Organizations must develop effective leaders (supervisors/leaders). <br />However, supervisors who assume positions without basic leadership skills create many negative consequences, including high employee turnover costs, low employee morale and loyalty, and reduced customer satisfaction. <br />6/21/2007<br />5<br />
  6. 6. 9 fundamentals critical roles<br />Leader / Advocate<br />Performance Manager<br />Coach, Counselor & Advisor<br />Change & Transition Leader<br />Strategic Communicator<br />Problem Solver<br />Decision Maker<br />Team Leader<br />Colleague, Coworker, Collaborator<br /><ul><li>You will indeed need to understand and apply in your new leadership role…</li></ul>6/21/2007<br />6<br />
  7. 7. Objectives: What We Will Absorb<br /><ul><li>Describe/Define Leadership
  8. 8. Acquisition Of Leadership Skills, Behaviors: Effective and ineffective styles, traits, etc
  9. 9. Identification Of Own Leadership Relationships
  10. 10. Explain how/why each role of leadership integrates and/or plays off the other – be able to characterize the associations.
  11. 11. Apply 9 roles: Your skills, like all skills, need development and forums for practice.</li></ul>6/21/2007<br />7<br />
  12. 12. Definition of Leadership <br />Leadership<br />The process, by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.<br />Leader<br />An individual who is able to exert influence over other people to help achieve group or organizational goals<br />6/21/2007<br />8<br />
  13. 13. Definitions Analysis<br /><ul><li>Ability to translate a vision into reality.
  14. 14. Active process of knowing what one wants out of life and what one is willing to give in return.
  15. 15. Begins with you and comes from you
  16. 16. Process of influencing
  17. 17. Working in concert with others
  18. 18. Ability to inspire confidence and support</li></ul>Differences? <br />Similarities'? <br />Common Themes? <br />6/21/2007<br />9<br />
  19. 19. Group Awareness Exercise<br />Name a leader in your eyes – why do you admire them as a leader? <br />What and why are their challenges to developing leaders? <br />6/21/2007<br />10<br />
  20. 20. Differences Between Leadership & Management Roles<br />Leadership<br />Leadership involves big picture vision and ability to move others forward <br /><ul><li>Motivating by communicating visions & goals
  21. 21. Balancing diverse needs
  22. 22. Acting for the advancement of the field
  23. 23. Taking appropriate risks
  24. 24. Anticipating trends/strategic planning
  25. 25. Communicating effectively
  26. 26. Policy and financial development
  27. 27. Mentoring</li></ul>6/21/2007<br />11<br />Management<br />Management involves infrastructure, organization, development and team-building<br /><ul><li>Building teams
  28. 28. Marketing & product development
  29. 29. Imparting organizational values
  30. 30. Communicating organizational visions
  31. 31. Planning and management
  32. 32. Budgeting/financial management
  33. 33. Recruiting/managing personnel
  34. 34. Running meetings</li></li></ul><li>Take A 10 Minute Break<br />6/21/2007<br />12<br />
  35. 35. 6/21/2007<br />13<br />
  36. 36. Understand Roles/Understand the Position Of Leadership<br />Difficult to belong to either side to function effectively<br /><ul><li>You represent the company. It’s difficult to belong to either side to function effectively.
  37. 37. You are not always a welcome presence, which is probably something that you have not heard before. </li></ul>You alone cannot make everything all better; you must remember (2) things…..<br />You were not elected to this position<br />You are not a miracle worker.<br />6/21/2007<br />14<br />
  38. 38. Primary Role<br />How To Walk Your Talk (Demonstrate Every Second of The Day) <br />Demonstrate passion, commitment, belief in the cause (a tenacious approach)<br />Be cool - calm - collected: Collaboration skills – ability to move toward consensus<br />Have Vision for field and focus on key goals<br />Share experience and expertise <br />6/21/2007<br />15<br />
  39. 39. Primary Role (cont’)<br />Show savvy/ability to be at right tables and garner support of key decision makers<br />Display integrity, honesty and credibility<br />Be curious and drive/motivate others<br />Be flexibility and patient<br />Communicate complex ideas clearly and effectively<br />Take calculated risks and translate learning into action<br /> ~Walk Your Talk! <br />6/21/2007<br />16<br />
  40. 40. T o Become A Leader/Advocate: You Must Understand Your Own Values<br />Values <br />Lie deep within us, strongly held - Entwined with feelings<br />We must understand that our values can be altered by socializing forces. <br /> Select to be on the side of what is: right, Ethical, Just, Moral<br />6/21/2007<br />17<br />
  41. 41. Leaders/Advocates Do Not Sacrifice Character<br />It is more than just talk. Talent is a gift, character is a choice.<br />It brings lasting success with people.<br />Leaders cannot rise about the limitations of their character.<br />Face the music<br />If you have shortchanged someone, apologize to him/her.<br />Rebuild<br />6/21/2007<br />18<br />
  42. 42. Balance Accountability<br />Your accountability requires that you try and maintain a distance from both employees and upper management.<br /> You must be able to see both sides and communicate the issues related to each. Therefore, it is necessary to have boundaries and limits. You can be colleagues, but not friends.<br />Maintaining a balanced distance allows you the ability to support company policies/procedures in front of your employees. <br />If you disagree with a policy or procedure discuss that in private with your superiors. <br />This will preserve trust and respect from both sides.<br />6/21/2007<br />19<br />
  43. 43. 6/21/2007<br />20<br />
  44. 44. Primary Role<br />Set goals and objectives to achieve the target. <br />Work closely with their employees in getting their input into the various performance related goals. <br />Describe the methodologies, metrics, processes, systems (software) which are used for monitoring and managing the business performance of a task. <br />Upon target dates for reaching their goals and establish time parameters of the plan. <br />Keep performance in sites (time-limited and targeted)<br />6/21/2007<br />21<br />
  45. 45. ACTION Plan<br />Once you have established the goals and objectives, action plans are necessary….<br />Action plans are considered defined directions navigating you from A-Z. <br />With an action plan everyone knows what they are expected to accomplish, in what time parameter, and how they are going to execute their plan. <br />6/21/2007<br />22<br />
  46. 46. Measuring VALIDITY<br />The final part of the plan is the ability to measure the quality of the results. <br />As a supervisor it is imperative that you check the employee’s performance plan and their progress. While affording your employees great autonomy, you must nevertheless periodically monitor their progress.<br />Various tools that are used to measure performance raw numbers such as; Sales figures, cost reductions, these are examples of data that can be easily measured at any point. <br /> <br />6/21/2007<br />23<br />
  47. 47. Characteristics/Behaviors Of Leaders/Advocates<br />Difficult to belong to either side to function effectively<br /><ul><li>You represent the company. It’s difficult to belong to either side to function effectively.
  48. 48. You are not always a welcome presence, which is probably something that you have not heard before. </li></ul>You alone cannot make everything all better; you must remember (2) things…..<br />You were not elected to this position<br />You are not a miracle worker.<br />6/21/2007<br />24<br />
  49. 49. How DO Measure Performance? <br />BE SMART….<br />USE THE S.M.A.R.T. method for checking the validity of the objectives, which should be 'SMART':<br />Specific<br />Measurable<br />Achievable<br />Realistic, and<br />Time-related<br />6/21/2007<br />25<br />
  50. 50. Link Performance Measurements To Mission – Vision - Values<br />Linking: <br />Define objectives for each employee and then to compare against the objectives which have been set by overall strategic and operational plans. <br /> <br />Continuously track the process and provide feedback to reach the objectives through 1:1’s<br /><ul><li>Accountability Training Module</li></ul>6/21/2007<br />26<br />
  51. 51. Take A 10 Minute Break<br />6/21/2007<br />27<br />
  52. 52. 6/21/2007<br />28<br />
  53. 53. Primary Role<br />At one level your employees want what we all want, direct and truthful information about your expectations of them and honest feedback and finally, fairness in how you treat them in comparison to others. <br />6/21/2007<br />29<br />
  54. 54. Develop Competencies<br />Give staff an opportunity to develop new skills, grow in ways that will allow you the ability to delegate new responsibility<br />Why? To keep them engaged, so that they do not become bored in their current position, and want to move on.<br />Generally, if employees do not feel that they are growing they become stagnant of their position and with the organization. <br />When people feel they are growing, their loyalty to their supervisors and the company will increase and they perform better.<br />6/21/2007<br />30<br />
  55. 55. Know What Hat To Wear And When <br />Sometime in your life someone pushed you to do something that you thought you could not excel in, but once it was over, you could not believe how well you performed. <br />If you think back to those experiences they are powerful reminders that one person can have so much influence on you and so many others. <br />6/21/2007<br />31<br />
  56. 56. Trust Has To Be Built First To Be Able To Coach, Counsel & Advise<br />To develop trust, you must: <br />Walk the Talk<br />Make policies explicit, transparent and apply them<br />consistently across employees<br />Under-promise and over-deliver<br />Demonstrate how your interests are aligned with<br />their interests<br /> <br />Use participative decision-making processes<br />Celebrate wins<br />Take the first step: Signal that you trust them and that you expect them to trust you.<br />6/21/2007<br />32<br />
  57. 57. Be AUthentic<br />These 6 points will be your guide--needed in almost any aspect of leading others <br />Know yourself authentically <br />Listen Authentically <br />Express Yourself Authentically <br />Appreciate Authentically <br />Serve Authentically <br />**People Don’t Care How Much You Know….Until they know how much you care.”<br />6/21/2007<br />33<br />
  58. 58. Be Consistent! <br />Consistency, consistency and more consistency matters to all of us. <br />Consistency is very important because it shapes as well as supports all of our expectations. <br />Consistency is crucial not just because it establishes standardized procedures, but also because it affirms fairness. <br />Even though some may disagree with a certain policy or procedure they will accept it better when they know everyone else must do so. <br />Your company and your department should have written policies and guidelines that are available for employees to review at any time. <br />6/21/2007<br />34<br />
  59. 59. Coaching Requires Synergy <br /><ul><li>While the other roles you adopt as a supervisor tend to focus on each individual’s needs and capabilities, the role of coach additionally requires you to bring people of diverse skill levels and backgrounds to work as a unified team.
  60. 60. When this happens the synergy among them will generates a product or result that surpasses each individual’s abilities.
  61. 61. Coachable moments: In these moments we move from passive observer to active coach, redirecting and praising improvement on the road to mastery. </li></ul>6/21/2007<br />35<br />
  62. 62. Effective Counseling/Advising<br /><ul><li>Make people feel strong, help them feel that they can influence their environment.
  63. 63. Build trust. You should be open, and honest, and forthright
  64. 64. Make sure members know how to do the task before designating duties
  65. 65. Structure Cooperation rather than Competition</li></ul>6/21/2007<br />36<br />You must decide to be proactive or reactive<br /><ul><li>Coaching/Counseling/Advising is a proactive function
  66. 66. Progressive Discipline is a reactive function
  67. 67. 5 Step Connective Coaching Training Module</li></li></ul><li>6/21/2007<br />37<br />
  68. 68. Definition of Change<br />A transition…the process of going from one steady state to another. Change occurs when the balance of our capabilities against our challenges is disrupted.<br /><ul><li>At certain times in our lives, we may encounter situations that will require us to change our attitudes and ways of thinking. </li></ul>Bottom Line: <br />Even the most inspired visionary can't change an organization if he/she doesn't first understand the environment. <br />Or….if the organization is set up to thwart the change efforts…<br />6/21/2007<br />38<br />
  69. 69. Primary Role: Help Move Staff Through Continuum <br />6/21/2007<br />39<br />Unfreezing – The Present State<br />Prepare the individual or group to accept change.<br />Changing - The Transition State<br />The specific changes to be introduced must be understood and accepted.<br />Refreezing -The Desired State<br />The process by which newly acquired behavior becomes regular behavior<br />
  70. 70. Why People Resist Change<br /><ul><li>Loss of security or status
  71. 71. Inconvenience
  72. 72. Distrust or uncertainty</li></ul>At the heart of understanding how people react to change is the issue of control. <br />6/21/2007<br />40<br />People are most comfortable when they can influence what happens to them. People, therefore, feel in control of their lives when their expectations match what they think to be actually occurring.<br />There are two types of control we all seek:<br /><ul><li>Direct – Ability to dictate outcome
  73. 73. Indirect – Ability to at least anticipate outcomes</li></li></ul><li>Change Will Test Your Allegiances (character and Values) <br />It’s your job to set the right professional behaviors in motion from the start of your relationship with each one of your employees. <br />When organizational changes occur you may need to speak for the entire organization.<br />It’s critical that you are professional as it a reflection of your leadership. Negative outlooks, and actions will have a greater impact on the organization than positive outlooks and actions. <br />Bad comments regarding the organization or someone in the organization will spread like a cancer. You must insist on the proper ethical attitude and behavior be adhered to faithfully on the job. <br />6/21/2007<br />41<br />
  74. 74. Take A 10 Minute Break<br />6/21/2007<br />42<br />
  75. 75. 6/21/2007<br />43<br />
  76. 76. Primary Role: Communicate Things That Matter<br />*160 years ago, the newly invented electric telegraph carried the first news message. <br />The message zipped 40 miles in a flash over wires from Baltimore to Washington, D.C. <br />The public was dazzled — except Henry David Thoreau. <br />He wrote: "We are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas; it may be, have nothing important to communicate." <br />6/21/2007<br />44<br />
  77. 77. Strategically Communicating With Your Boss<br />Before Every Conversation Attempt To Answer "YES" To These Questions:<br />Do you know what Management wants to hear? Needs to hear? <br />Can you transfer information clearly, concisely? <br />Can you convey the reasons/rationale so management believes as strongly as you do about the challenges you face? <br />6/21/2007<br />45<br />
  78. 78. Words You Lead By Module<br /><ul><li>Language plays a primary role in how well we lead. </li></ul>What are the words you lead by? <br />In order to change our language, we must slow down and be aware of what we say and notice the influence and impact our words have. <br />6/21/2007<br />46<br />
  79. 79. 1:1’s<br />D.E.S.K.<br />DESCRIBE: Tell people what is expected of them.<br />EVALUATE: Make sure they know how to do it.<br />Provide them the time, space, and authority to do it.<br />SHOW: Let them know that their input is important and that they have control over their participation<br />KNOW CONSEQUENCES: Provide them timely feedback objectively and honestly<br />6/21/2007<br />47<br />
  80. 80. 6/21/2007<br />48<br />
  81. 81. Primary Role<br />Solving problems by learning about the problem…. <br />The problem is that many roads lead to learning. There is no best road. <br />The key is to develop a multitude of interconnected personal learning approaches and the discipline to make our continuous personal improvement a lifelong habit.<br />6/21/2007<br />49<br />
  82. 82. Root Cause Analysis<br />Root Cause Analysis (RCA) is a structured step by step technique that focuses on finding the real cause of a problem and dealing with that. <br />Rather than merely dealing with its symptoms. Root Cause Analysis is a procedure for ascertaining and analyzing the causes of problems, to determine how these problems can be solved or be prevented from occurring. <br />6/21/2007<br />50<br />
  83. 83. Root Cause Analysis <br />What happened? <br />Why it happened? <br />What can be done to prevent the problem from happening again.?<br /><ul><li>A root cause is one of the most basic, or fundamental causes of the situation (condition) with which we are concerned. Since the situation (condition) is usually affected by many things (physical conditions, human behavior, behavior of systems, or processes), several root causes will usually be found.</li></ul>6/21/2007<br />51<br />
  84. 84. Visualize Ends and Means<br />Most problematic situations which arise within organizations have multiple approaches to deal with them. <br />These 6 steps (approaches) generally require different levels of resource expenditure to execute them. <br /><ul><li>Scenario Training Module</li></ul> <br />6/21/2007<br />52<br />
  85. 85. 6/21/2007<br />53<br />
  86. 86. Cost-Benefit Analysis<br />Cost-benefit analysis (CBA) is the weighing-scale approach for decision-making. <br />All the positive elements are put on one side of the balance and all the negative elements (the costs and disadvantages) are put on the other.  Whichever weighs the heavier wins. <br /> <br />6/21/2007<br />54<br />For Example: Your org. Wants to buy new business intelligence software to improve its business might use a CBA to make up its mind. <br />Minus (cost) side would be: <br /> The $ price of the software, the cost of consultants to install and implement the software, and the cost of training for the users of the software.<br />However on the plus (benefits) side would be: <br /> Improved business processes. Better available information. Increased staff moral, due to using these modern tools to support the business.<br />
  87. 87. Primary Role: You Are Part Of Leadership Now…Act Like It!<br />It’s easy to blame problems or difficult decisions on higher-ups. <br />Many people avoid responsibility for a situation with phrases like, “I know it’s idiotic, but administration is insisting on this policy,” or “we know the right approach, but the bosses are making us do it this way.”<br />While that might make you seem like ‘one of the gang,’ it only undermines your status as a leader.<br />6/21/2007<br />55<br />Why?<br /> What happens to relationships when this happens? <br />What transforms in terms of your staffs perceptions?<br />Does your joining the gang, jumping on the bandwagon help your organization, your growth as a leader? <br /> <br />
  88. 88. Decision Maker Exercise<br />Talk It Up: Tell Us About Your Daily ‘Operational’ Decisions… <br />To launch or delay?<br />Fire or hire? <br />Take a promotion or let it be? <br />Purchase new equipment or modify existing? <br />Tell the boss or try to manage yourself<br />Take more risky approach or conservative approach <br />6/21/2007<br />56<br />
  89. 89. InsightAction<br />Decision making is the all-important intermediate step between knowledge and action, between strategy and execution.<br />Decisions come in all shapes and sizes, with every sort of consequence in between. At work, at home, in the community, we make decisions all the time, a constant barrage of them. <br />Some decisions are as trivial as ordering whole wheat or rye, while others are as consequential as standing in silence or blowing the whistle when witness to company malfeasance.<br />6/21/2007<br />57<br />
  90. 90. Take A 10 Minute Break<br />6/21/2007<br />58<br />
  91. 91. Discussion Of DVD SCENE<br />How Does This Scene Underscore Our Roles?<br />Assess: “Anyone ever serve in the Army?” <br />Team Work: “Work together”<br />Give Direction - Coaching -Support - Delegating<br />“Stay close---Come Together” <br />“Lock Your Shields” <br />“As ONE!”<br />“Single Column”<br />Timing Is Critical: “Hold!”<br />Sacrifice: By saving his friend—trust built in one action with entire group. <br />Praise: “Well Done!” <br />Celebrate!<br />6/21/2007<br />59<br />
  92. 92. 6/21/2007<br />60<br />
  93. 93. Primary Role<br />Do not treat the team as a “thing.” <br />People resent being treated as “things”. <br />What happens when we’re treated like “things”? We become alienated, resentful, resistant, complacent, and unenthused. <br />Someone who treats people as things is often insensitive, unsympathetic, and focused on self rather than others.<br />Things get managed. People get led.<br />6/21/2007<br />61<br />
  94. 94. WHAT IS A TEAM?<br />Definition: A group organized to work together. A team is a group of individuals working together to solve a problem, meet an objective, or tackle an issue.<br />WHY DO TEAMS WORK?<br />Whole is greater than the sum of its parts….<br />6/21/2007<br />62<br />Research has confirmed relationships between human factors and productivity are linked to increasing motivation and performance….individuals bring a range of talents, knowledge, experience, contacts, etc.<br />Other Benefits: Sense of accomplishment, self-fulfillment, get to know one another, more participation in activities<br /> <br />
  95. 95. Empowerment<br />Empowerment is about utilizing the knowledge, skill, experience and motivation power that's already within your people. <br />The majority of people in teams and organizations throughout the world are severely underutilized. <br />6/21/2007<br />63<br />
  96. 96. Macro Responsibilities (how you create a high performing team)<br />Establish Team Structure<br />Short term team? Long term team? <br />Establish specific objectives, and authority<br />Consensus on expected<br />Communication Strategy<br />Needs: Secure resources<br />Thank Everyone and make sure all members are participating<br />Help members make their point clearly<br />Strategic Ways to Involve Team Members<br />Pass a baton<br />Ask open-ended questions<br />Call directly on nonparticipants<br />Assign specific tasks<br />Ask for opinion<br />Rotate team roles<br />6/21/2007<br />64<br />
  97. 97. Micro Duties and Tasks<br />Making Team Meetings Fun!<br /><ul><li>Basic amenities for a comfortable meeting
  98. 98. Appropriate equipment
  99. 99. Good lighting and ventilation
  100. 100. Quiet and place that avoids outside distractions
  101. 101. Refreshments
  102. 102. Icebreakers</li></ul>Operational Needs<br /><ul><li>Recognize individual team members informally and continually
  103. 103. Also provide formal recognition for special accomplishments
  104. 104.  Making Team Decisions and Solving Problems
  105. 105. Gathering information/Analyzing information
  106. 106. Generating and analyzing ideas
  107. 107. Examining solution and alternatives
  108. 108. Making decisions and gaining consensus</li></ul>  <br />6/21/2007<br />65<br />
  109. 109. Handle Conflicts <br />Negative Vibes <br /><ul><li>Individuals attacking personalities or ideas
  110. 110. Constant criticism of other points of view
  111. 111. Displaying anger --showing contempt
  112. 112. Unwilling to share the workload
  113. 113. Non participation
  114. 114. Gossip</li></ul> <br />Quick Hit Solutions:<br />Identify/recognize problems (Act quickly)<br />Use Formal conflict resolution (team needs to reach consensus)<br /><ul><li>Tips to Tame the Tiger of Teamwork Training Module</li></ul>6/21/2007<br />66<br />
  115. 115. 6/21/2007<br />67<br />
  116. 116. Primary Role: To Make Transition (Co-Worker To Supervisor/Leader<br /><ul><li>In Other words - what does leadership require of us?
  117. 117. Requires on going sacrifice…..Leadership is more than projects and longer hours.</li></ul>The higher that you go the more you must sacrifice. <br />For everything that you gain you lose something.<br />Success requires change, implementation, and sacrifice.<br />6/21/2007<br />68<br />
  118. 118. You Are A symphony orchestra conductor <br />A symphony orchestra conductor guides an organization, you will lead without seeming to, without people being fully aware of all that you are doing.<br /> That's because in this world of professionals, a leader is not completely powerless--but neither does he have absolute control over others.<br />6/21/2007<br />69<br />
  119. 119. 6/21/2007<br />70<br />These are the notes that you will need to play…….. <br />
  120. 120. How Do You Play The Notes Flawlessly? <br />Relationship Management<br />It starts with attaining and honing the ability to be aware of one’s self and of the “emotional currents” of others. It requires one to effectively manage one’s emotional triggers – especially the destructive ones. <br />Leaders who build positive relationships with their staff/colleagues find they have the ability to improve profitability, growth, satisfaction, teamwork, and vision.<br /><ul><li>7 Strategies for Leaders Success (Do’s) Training Module</li></ul>6/21/2007<br />71<br />
  121. 121. In Conclusion And Final Points<br />Leader / Advocate:Model the behavior you want to see. It is important that you, the supervisor is optimistic, especially in light of an arduous task. <br />Performance Manager:Focus on the gain of improvement, by keeping the preferred future and purpose firmly in front of you. <br />Coach, Counselor & Advisor: Use 1:1 and empower staff by giving them the tools and skills to manage themselves. <br />Change & Transition Leader: Change is all around us – we need to learn to embrace it. <br />Strategic Communicator: Learn to Listen to what is not being said and connect your communications to organizations goals. <br />6/21/2007<br />72<br />
  122. 122. In Conclusion And Final Points<br />Problem Solver: Spend time learning how to think better – it is time well spent. <br />Decision Maker: Takes into consideration the consequences between making one decision versus the other – use the right tools at the right time. <br />Team Leader:Your team has probably more to offer in terms of skill, knowledge and experience than you think.<br />Colleague, Coworker, Collaborator: Leadership is not necessarily marked by titles and positions; it is a quality attainable to people at all levels via careful self-assessment and purposeful attention to competency building.<br />6/21/2007<br />73<br />
  123. 123. Thank You & Feedback Is Welcomed<br />6/21/2007<br />74<br />Overall, leaders develop into their leadership, leadership roles over a period of time, learning the skills along the way. <br />