Leading as if you are not the one in charge


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Why is it, if I am in charge, it's hard to get what I want done?

The difference between Leadership and Management.

PB'er Dan Wagner presents at National Postal Forum 2014 in National Harbor, MD.

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Leading as if you are not the one in charge

  1. 1. Leading as if You are NOT the One in Charge Dana Wagner Pitney Bowes Enterprise Learning and Development
  2. 2. Why is it, if I am in charge, it’s hard to get what I want done?
  3. 3. “Inventories can be managed but people must be lead." Management’s main function is: To produce order and consistency through processes, such as planning, budgeting, organizing, staffing, and problem solving. Leadership’s main function is: To produce movement and constructive or adaptive change through processes, such as establishing direction through visioning, aligning people, motivating, and inspiring. — Ross Perot Management versus Leadership YOU PROVIDE BOTH FUNCTIONS
  4. 4. LeaderFollower SITUATION Communication Leadership Factors
  5. 5. Leadership Self Assessment Questionnaire Never Sometimes Always 0 1 2 3 4 5 1) I encourage my team to participate when it comes decision-making time and I try to implement their ideas and suggestions. 2) Nothing is more important than accomplishing a goal or task. 3) I closely monitor the schedule to ensure a task or project will be completed in time. 4) I enjoy coaching people on new tasks and procedures. 5) The more challenging a task is, the more I enjoy it. 6) I encourage my employees to be creative about their job. 7) When seeing a complex task through to completion, I ensure that every detail is accounted for. 8) I find it easy to carry out several complicated tasks at the same time. 9) I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action. 10) When correcting mistakes, I do not worry about jeopardizing relationships. 11) I manage my time very efficiently. 12) I enjoy explaining the intricacies and details of a complex task or project to my employees. 13) Breaking large projects into small manageable tasks is second nature to me. 14) Nothing is more important than building a great team. 15) I enjoy analyzing problems. 16) I honor other people's boundaries. 17) Counseling my employees to improve their performance or behavior is second nature to me. 18) I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.
  6. 6. Question Question 1 2 4 3 6 5 9 7 10 8 12 11 14 13 16 15 17 18 People Task Total 30 Total 20 X 0.2= 6 X 0.2= 4
  7. 7. The Blake Mouton Leadership Grid
  8. 8. A leader who uses a "delegate and disappear" management style • Not committed to either task accomplishment or maintenance • Allow their team to do whatever it wishes • Prefer to detach themselves from the team process • Allows the team to suffer from a series of power struggles Impoverished Leader Low task, low relationship
  9. 9. Authoritarian Leader High task, low relationship People who get this rating are very much task oriented and are hard on their workers. • Little or no allowance for cooperation or collaboration • Very strong on schedules • Expect people to do what they are told without question or debate • When something goes wrong focusing on who is to blame rather than what is wrong and how to prevent it • Intolerant of what they see as dissent, making it difficult for their direct reports to contribute or develop Are there circumstances where an authoritarian approach could be the appropriate management style?
  10. 10. Country Club Leader Low task, high relationship This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals • Almost incapable of employing the more punitive coercive and legitimate powers • Results from fear that using such powers could jeopardize relationships with the other team members When might a ‘Country Club’ approach be the appropriate management style? What might happen, over time, if a ‘Country Club’ approach is used?
  11. 11. Team Leader High task, high relationship This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people • Encourages the team to reach team goals as effectively as possible • Work tirelessly to strengthen the bonds among the various members • They normally form and lead some of the most productive teams
  12. 12. Moving to Leadership
  13. 13. Principles of Leadership • Relationship • Who you are being • Credibility • What you know • Influence • What you do
  14. 14. “People don't care how much you know until they know how much you care” —John Maxwell Relationship
  15. 15. • Listen • Collaborate • Be reliable • Be trustworthy • Be non-manipulative Relationship Responsibility
  16. 16. Developing Stakeholder Relationships Three steps to developing a stakeholder relationship: 1. Awareness of others 2. Understanding their world view 3. Acceptance of their differences If you achieve these steps, you will have a stakeholder who is willing to commit to helping you succeed.
  17. 17. Building Relationships Understanding Other People’s Personal Styles Are they primarily: • Introverted or Extroverted? • Nonverbal or Verbal? • Task-Focused or People-Focused?
  18. 18. Building Relationships What Are Your Biases? • Which personal style seems to define this person? • How do the two of you differ? • What judgments have you made about this person?  What specifically does the other person do that “bugs” you? • What adjustments can you make with your style to better understand and influence this person?
  19. 19. • The ability to build relationships and partnerships is directly linked to understanding personal styles. • The more a personal style of another person matches your preferred style, the more likely you will be able to establish credibility with him/her. • Observing the behaviors of the person you are trying to influence helps you to develop an understanding of that person’s reality. • Hidden and not-so-hidden biases can prevent credibility. Building Relationships Key Points
  20. 20. Credibility “Do your homework. You can't lead without knowing what you're talking about....” — George H. W. Bush
  21. 21. • A capability  Competency and knowledge • An attribute  A Character quality- trustworthy behavior • A power to elicit belief that you are plausible  Being committed to the effort and passionate Credibility is: Credibility in organizations is a combination of expertise and relationship
  22. 22. • Expertise is the key issue relating to credibility. When you don’t have the expertise, what can you do to close the gap? Credibility Through Expertise • Expertise is the key issue relating to credibility • Not everyone has all the expertise all the time • Expertise needs to be acquired and displayed.
  23. 23. • Expertise is the key issue relating to credibility. Credibility Through Expertise KNOW your job - be proficient and be able to train others in their tasks. KNOW the four factors of leadership — follower, leader, communication, situation. KNOW yourself – your leadership style, strengths/weakness, skills. KNOW Your People – their strengths/weakness, skills
  24. 24. Influence "Leadership is the art of getting someone else to do something you want done because he wants to do it." — Dwight D. Eisenhower
  25. 25. “The power to sway or affect a person or set of events” • Organizationally, it is gained through authority • Personally, it is gained through credibility, trust, and relationships Influence is:
  26. 26. What types of behavior does an “influencer” display? Influence through personal power • Encourages inquiry so everyone understands all the issues  Leaders encourage inquiry • Everyone has equal value during the influencing process  All team members should be heard • Conflict is useful to keep inquiry going  Acknowledge the role of ambiguity • Different perspectives = effective decisions.  Diversity provides new channels for inclusion
  27. 27. What types of behavior prohibit influencing? Influence through personal power What obstacles do you feel that you face in persuading and influencing others?
  28. 28. Strategies for Success Applying the Model • Be Aware of Actions and Reactions  Personal styles • Lead honestly and ethically • Consciously assign Tasks  Consider the skills & styles of others • Focus on leading with the right style  Strive to operate in leadership model • Focus on relationship development The Leadership Process Situation Follower Leader Outcomes
  29. 29. Strategies for Leadership Success • Provide Personal Support  Help people value themselves and their work, so that they can develop a sense of self-worth • Encourage Teamwork  Encourage people to establish close, collaborative, successful working relationships with one another • Focus on Goals  Inspire people to feel enthusiastic about and committed to shared goals, and motivating them to want to perform well • Help People Work Effectively  Help people meet goals by supporting them, and by providing resources, materials, or Knowledge
  30. 30. Resources