2012 04-12 new leadership process

INTRODUCTION TO A NEW
LEADERSHIP PROCESS

presented by
Lou Russell,
Russell Martin & Associates
(317) 475-9311
info@russellmartin.com
nolecture.russell@gmail.com
www.russellmartin.com

Slide 1

Personal Profile:
My personal vision is to __________, ________, and ________ ______________.

I have noticed that these things trigger
My behavioral strengths are:
negative emotions that disrupt my
D I S C performance:
Trigger Emotion Regulation
My behavioral blind spots are:
D I S C
My Top Values are:

Theoretical
Social
Utilitarian
Individualistic
Traditional
Aesthetic

My (2) Lowest Motivators are:

Theoretical
Social
Utilitarian
Individualistic
Traditional © Developed by
2 Aesthetic

Personal Profile:
My personal vision is to __________, ________, and ________ ______________.

Affirmations:

Notes:

© Developed by
3 Russell Martin & Associates

How Do You Feel?

1. Name the positive emotion you recently experienced as a leader.
The emotion you felt : __________.
2. Rank the intensity of that emotion (1 = low, 10 = high): _____.

3. What is different now about leadership that caused this feeling?

© Developed by

How Do You Feel?

1. Name the negative emotion you recently experienced as a leader.
The emotion you felt: __________.
2. Rank the intensity of that emotion (1 = low, 10 = high): _____.

3. What is different now about leadership that caused this feeling?

© Developed by

Content

A Model for
High
Performance

Self and Team
Clarity

Stress,
Triggers and
Decisions

© Developed by

Learning Objectives

 Identify triggers, strengths, and
motivators that drive high
performance for you and your team
 Identify and mitigate opportunities
for Me/Me, Me/You and Me/Job
conflict
 Build a personal discipline to
improve decision making and
performance
© Developed by

A Model for High Performance

High
Performing
Team

Trust / Alignment

Accountability (self / others)

Behaviors / Motivators
Behaviors / Motivators
Strengths and Processes, Roles,
Challenges Measures
EQ

Vision, Mission, Values Vision, Mission, Values

Emotional Intelligence
© Developed by

SELF TEAM Russell Martin & Associates

How Clearly Do You See?

© Developed by

Your Body Reacts: It’s Chemical

Ironically, the
workplace has
become one of
the most
inefficient places
to work.

© Developed by

Self-Awareness: Six Disruptive Emotions
Emotions are a CALL to ACTION:
Disruptive Emotion Your Experience Your Negative Reaction
Anger / Defensiveness
Anxiety / Fear
Guilt / Shame
Feeling “Down”
Insecurity
Embarrassment

© Developed by

Defining Emotional Intelligence
An team or individual with
mediocre IQ but high EQ
will outperform a team with
the highest IQ and low
EQ.
DISC Decision Making
Motivators Competency (Superior
Performance)
Behavior
360
Cognition Assessments
Performance
EQ Multiple Reviews
Intelligence
Memory

© Developed by

Self and Team Clarity

Who am I?
What are my priorities / values?
What are my strengths / blind spots?
What is my plan?

© Developed by

PRIORITIES/VALUES

Search for value of life
Champion of beliefs
Rigid
Help others Order, unity Seeks Truth/
Empathy Always right Knowledge
Generous Problem solving
Self-sacrifice Impractical
Can’t say “no” Watches “Discovery
Channel”, PBS
Stop hate and conflict

Achieve inner vision Make Money
Self-fulfillment Practical
Humor or sarcasm Future oriented, savings
Impractical Workaholic
Inner feelings not logic Seeks to win Never enough
Control, power
End justifies means
Breaks rules
Can appear to feel
superior to others

© Developed by
19 Page 19

Your Behavioral Strengths: DISC
C Careful Urgent
D
Objective, clear Pioneering
High standards Innovative
Good analyst Driven
Detailed Likes challenge
Picky Demanding
Aloof Quick to anger
Fearful

Steady and sincere Optimistic
Patient Motivator
Empathetic Team Player
Logical Problem solver
Service-oriented Emotionally needy
Apathetic under stress Inattentive
Passive Trusting
Resists change Poor with
details

S I
© Developed by

Me / Me (and Me / You Conflict)

The lesser the shaded area, the greater the possibility for conflict.

I I
S S
D I
C C
D D
S C
D S
I S
I C
D C
© Developed by
22 Page 22

The Role of Trust
David Aga, Tom Collins, Tom s
Igielske, Rachel Korstad, Merald Personal
Nesje, Bob Roepke, Bob
Buy-In
s
Stemwedel Performance
23 Aug 96 s Trust by People
s in Their
s Leadership
Client
Trust by Expectations
Leadership in R
s
Their People
We Are s
s R
Good Degree of
Personal Level of Shared Vision
Agility Go-pher It Investment & Values
Rewards
s s
s
B B
s
Autonomy to o
I Read My s Make Resource Fading
Press Decisions (HR, $, Infra) Vision Perceived
Availability Need for
Clippings
Communication
s
Desire for
Stability Education
Emphasis
s s
Effectiveness of
Appropriately Communication
Skilled (Strategic)
People
o s
Clarity of
Need
s © Developed by
25 s Russell Martin & Associates

How Can I Get More HELP?

At www.russellmartin.com:

•Purchase the Infoline at www.astd.org
•Plan to attend our VIRTUAL BOOK
SIGNING 5/29. Pre-order book at our
website.
•Need PDUs? How about RMA elearning
options? Check it out at our store.
•Get our LEARNING FLASH e-zine for
more tips and tools
•There’s still time to register for Realistic
Project Management in Indianapolis next
week on Tuesday and Wednesday
© Developed by

2012 04-12 new leadership process

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