HR Webinar: Don’t Be a Bad Boss: Reframe Your Leadership Mindset & Build a Winning Team
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Imagine you’ve been tapped to lead a new project, initiative, or organizational change. You will need to lead others throughout this assignment. What does effective leadership look like in this situation? When the pressure is on, and your reputation is on the line, what are you going to do to get results? Historically, success for leaders in this situation has focused on strategies like taking orders, getting the best talent, and then telling that talent what to do. More and more, this traditional form of leadership isn’t fast enough to keep up with the rate of turnover and the evolution of tools and skills available to achieve results. Success in our emerging business environment will require a different leadership mindset.
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HR Webinar: Don’t Be a Bad Boss: Reframe Your Leadership Mindset & Build a Winning Team
- 1. Don’t be a bad boss. RICK RITTMASTER, TALENT MANAGEMENT MANAGER, MTS SYSTEMS
- 4. How to earn credit Stay on the webinar, online for the full 60 minutes Be watching using your unique URL Program codes delivered by email, to registered email, approximately 30 days following today’s session
- 6. April 30, 2021 6 Global engineering organization, based out of Eden Prairie, Minnesota. Highly technical testing and sensor equipment for original equipment manufacturers. Rick Rittmaster, Talent Management Manager Passionate about the topic of developing leaders.
- 7. Don’t be a bad boss– learning objectives Purpose: To shift my thinking around what “good leadership” entails, and embrace a mindset that meets the needs of today’s workforce. Learning Objectives: ◦ Highlight the misalignment modern workplaces and traditional leadership ◦ Define the reframed leadership mindset ◦ Reframing my leadership mindset to prepare for the challenges of a modern workplace April 30, 2021 7
- 8. What does it mean to be a “bad boss”? April 30, 2021 8 What traits, behaviors, or actions make a “bad boss”?
- 9. Don’t be a bad boss Leadership is hard. Learning Objective 1: Highlight the misalignment modern workplaces and traditional leadership
- 10. What makes leadership difficult? April 30, 2021 10 What are some of the challenges that leaders face?
- 11. Challenge #1: Most leaders are successful at something other than leadership Most leaders start building technical skills, then consider building leadership skills. Leadership is often associated with control over a situation. ◦ Especially in pressure situations or when reputation is on the line. Teams/Organizations create default behaviors that expect leaders to save the day. April 30, 2021 11
- 12. Challenge #2: What it means to be a “good” leader is changing. We are dealing with a world where: •change is ever greater, •the future is less predictable, •the options increase exponentially, and the way we think about these options has undoubtedly changed. Today, leaders must make decisions faster, processing huge amounts of information, and where everything is more interconnected than ever before. -Leadership Challenges in the V.U.C.A World, Oxford Leadership, 2016
- 13. Challenge #3: The process of becoming a better leader is unclear. Becoming a better leader similar to going on a diet. Outcomes are often subjective (initially) Leadership is not formulaic Improving your leadership skillset requires embracing a new mindset.
- 14. Don’t be a bad boss. A lot of what we think we know about leadership is outdated. Learning Objective 1: Highlight the misalignment modern workplaces and traditional leadership
- 15. The Traditional Leadership Mindset April 30, 2021 15
- 16. The Traditional Leadership Mindset April 30, 2021 16 Because work was: Therefore leadership resembled: Mostly routine work, predictable environment and challenges Expertise, depth of knowledge about a specific topic. Based on “doing your job”. Hire most capable people. Focused on efficiency of accomplishing work Ability to give clear instructions (tell people what to do).
- 17. The Traditional Leadership Mindset Neuroscience and Leadership Behavior. People have immediate, emotional reactions first, then provide rational explanations for these reactions. “Fight of flight” responses triggered in modern workplaces have devastating impacts on critical thinking. Implicit bias significantly impacts the leader/team ability to perform together. April 30, 2021 17
- 18. What does it mean to be a “bad boss”? April 30, 2021 18 bad boss = poor leadership mindset
- 19. What is a “leadership mindset”? A mindset is a set of attitudes held by an individual. Your leadership mindset is the collection of beliefs, perspectives, and ideas around what makes a “good” leader. Mindset provides a lens with which a person views the world. April 30, 2021 19
- 20. What is a “leadership mindset”? April 30, 2021 20
- 21. What is a “leadership mindset”? I have thought about my “leadership mindset”. April 30, 2021 21
- 22. Don’t be a bad boss Avoid the bad boss myths by reframing your leadership mindset Learning Objective 2: Defining the reframed leadership mindset
- 23. The bad boss myths Bad Boss Myths: ◦ become an expert ◦ gather the best talent ◦ give instructions Reframed Leaders: ◦ create a safe environment ◦ create clarity ◦ inspire a growth mindset
- 24. Bad Boss Myth – I Must Become an Expert Myth: Success as a leader is having expertise, or “knowing all the answers”. Reality: “Knowing all the answers” isn’t a realistic expectation (for self or others).
- 25. Because we don’t want to look: We manage by: Ignorant Avoiding asking questions Incompetent Not admitting weaknesses or mistakes Intrusive Not offering ideas Negative Not challenging the status quo Reframed Leadership – Create a Safe Environment
- 26. April 30, 2021 26 Traditional Leadership: Old Way ◦ Success starts with having the most knowledge. ◦ “I must have all of the answers.” Reframed Leadership: New Way ◦ Success starts with creating a safe environment. ◦ “I must enable the environment which allows my team to be successful.” Your Leadership: Take Away ◦ Safety is more than trust. It is giving teammates the benefit of the doubt. ◦ “I must create an environment based on support and respect.”
- 27. Bad Boss Myth – I Must Have the Best Talent Myth: Get the best people on the team. Reality: You’re not always going to have access to top talent. You think you’ll have this team. But sometimes you get this team.
- 28. Reframed Leadership – Create Clarity (Out of Confusion) Sensemaking: mapping the context in which an organization or a team is operating. Identifying meaning and extracting clues about plausible options for moving forward. Purpose Motivators: the sense that what we do produces something meaningful beyond ourselves.
- 29. April 30, 2021 29 Traditional Leadership: Old Way ◦ Success requires the highest caliber talent. ◦ “I must hire the best people.” Reformed Leadership: New Way ◦ Success requires creating clarity out of confusion. ◦ “I must reduce complexity and maintain a sense of purpose for my team.” Your Leadership: Take Away ◦ Sensemaking helps reduce confusion in dynamic/changing environments. ◦ Connection to purpose is essential to sustaining motivation.
- 30. Bad Boss Myth – I Must Give the Clearest Instructions Myth: Tell the people on my team what to do. Reality: People like to think, not to comply.
- 31. Reframed Leadership – Inspire a Growth Mindset Growth Mindset associated with great leadership 50 managers who achieved “breakout” results embodied Growth Mindset. (Liedtka et al., 2008) In Growth Mindset Companies 65% more agreement with: “This company genuinely supports risk- taking and will support me if I fail.” 49% more agreement with: “People are encouraged to be innovative in this company- creativity is welcomed.” (Murphy, Chatman, Kray & Dweck, 2014)
- 32. April 30, 2021 32 Traditional Leadership: Old Way ◦ Success is based telling people what to do. ◦ “The team’s success is a function of my knowledge.” Reformed Leadership: New Way ◦ Success is based on effort and continuous learning. ◦ “The team’s success is a function of working hard and learning from mistakes.” Your Leadership: Take Away ◦ Capability can be developed. ◦ Ensure I have a Growth Mindset.
- 33. Reframed Leadership ◦ Create a safe environment ◦ Create clarity out of confusion ◦ Inspire a growth mindset
- 34. Don’t be a bad boss I have the ability to reframe my leadership mindset. Learning Objective 3: Reframing our leadership mindset to prepare for the challenges of a modern workplace
- 35. What is my “leadership mindset”? Has my leadership mindset changed since our workshop started? If yes, how? If no, why not? April 30, 2021 35
- 36. Skill Practice: Creating a Safe Environment Safety leads to trust, trust leads to greater collaboration. ◦ I can manage poor performance while maintaining trust with the people I lead. ◦ I am comfortable inviting the “whole person” into my working environment. ◦ I feel safe within my organization. 1= Strongly Disagree 5= Strongly Agree
- 37. Skill Practice: Creating Clarity Out of Confusion Clarity inspires action, action produces outcomes. ◦ I frequently “map” the landscape that my team operates within. ◦ I consciously aim to reduce the confusion that my team experiences. ◦ I frequently connect daily work to a broader purpose. 1= Strongly Disagree 5= Strongly Agree
- 38. Skill Practice: Inspire a Growth Mindset Mindset determines development, development leads to higher achievement. ◦ I believe my own intelligence can be developed. ◦ I understand how to develop others. ◦ I understand the process of coaching others. 1= Strongly Disagree 5= Strongly Agree
- 39. Don’t be a bad boss Leadership is a series of behaviors rather than a role for heroes. Margaret Wheatly
- 40. Thank you! Rick Rittmaster, Talent Management Manager LinkedIn: https://www.linkedin.com/in/richardrittmaster Twitter: @RRittmaster April 30, 2021 40
- 41. Questions
- 42. How Ascentis Can Help The Ascentis HCM Suite Has Many Capabilities to Address This Challenge Human Resource Information System • Configurable Interview Guides in Recruiting (to facilitate compliance with “Ban The Question” laws) • Manager Self-Service for Compensation Change Requests • Documentation Fields to Record Pay Differential Explanations • Policy Acknowledgements and Historical Tracking Talent Management • Managers are able to fine tune performance in real-time, through an intuitive mobile interface. • Easily identify what makes their top people so successful and leverage those skills to help others, focus on the mid- level performers to help them accelerate their capabilities and competencies, while also taking action on the critical gaps that are holding back their lower performers from achieving their potential. Recruiting Solution • Increase the quality of your workforce by reducing the cost-of-hire, and support applicant portals delivered directly to your website for ultimate corporate branding and control. • Provide excellent “candidate care” through automated workflows and emails assists in keeping all necessary parties informed and provide e-docs to your new hires!
- 43. Learn more Request an assessment of your organization’s talent retention and development today!
- 44. How to earn credit Stay on the webinar, online for the full 60 minutes Be watching using your unique URL Program codes delivered by email, to registered email, approximately 30 days following today’s session
- 45. Share with your colleagues
Editor's Notes
- I’m a student of effective leadership, and I do my best to live out these principles on a daily basis. I’m excited to be here with you today, not because I have a new book to promote or a fancy consulting model to offer, but because I’m incredibly passionate about this subject and I genuinely want to engage with you on this topic. I’ve been noticing some themes popping up in the landscape of leadership, and I’ll be sharing what these theme are and how they work together to create a model of effective leadership. I also want to recognize that I’m only able to be here with you today because I’m standing on the shoulders of giants. I’m going to cite a lot of people a lot smarter than me.
- Before we get started, I’ll share a bit about who we are: Ascentis’ comprehensive suite of HCM (human capital management) solutions helps organizations develop and elevate their workforce, supporting greater productivity and advanced performance. Total cost of ownership is reduced through our innovative fixed-pricing plans and low implementation fees.Our award-winning technology ensures that workforce administration is simple, easy and intuitive. For more than 35 years we’ve been helping businesses reduce costs, automate processes, increase productivity AND go paperless, and we’re very proud to serve more than 1100 customers, many of which are in the audience today. *NEXT SLIDE*
- I’ll turn the presentation over to Rick after a few housekeeping items you’ll need to know for today’s session. First, we’re going to cover what you need to know to earn your credit. Second, we’ll cover how to ask questions during the webinar. Third, we’ll take a quick peek into what you’ll be learning today, and lastly I’ll give you some information about our speaker, who I am very excited to introduce you to. *NEXT SLIDE*
- So, 1st things first. Credits. There are several things that go into earning a certificate, and we’ve outlined them all here for you to see. I do want to draw your attention to the two most important items. You must be logged in using your unique link from the confirmation email, and you must attend for the full 60 minutes. *NEXT SLIDE*
- Our second housekeeping item is questions. Please enter all your questions into the chat box. Questions about sound quality or even accreditation will be answered right away. And questions for our speaker will be forwarded on for follow up over the next couple of weeks. Today’s session is full of great information, so we will likely not have time for a live Q&A at the end. And that brings us to the third item which is today’s topic. Success for leaders used to focused on strategies like taking orders, getting the best talent, and then telling that talent what to do. This outdated form of leadership isn’t innovative enough to keep up with the rate of turnover and the evolution of tools and skills available to achieve results. This session will discuss why successfully retaining talent will require a different leadership mindset. Thanks for sticking with me until the final portion of our housekeeping topics – our speaker. Rick Rittmaster, manager of learning and development at MTS, partners with individuals, teams, executives, and external resources to build a more capable and engaged workforce. Working in learning and development, Rick enjoys the sometimes tricky job of building people-centered solutions that meet MTS’s talent management needs. In addition to current learning and development initiatives, Rick also leads initiatives on innovation strategy, performance management, employee engagement, and change management. I think that should be enough to get us started, which means it’s time to hand off the presentation to our speaker, Rick. On behalf of myself, and all the attendees here today, Rick, welcome.
- building comfort and confidence through skill practice activities
- Let’s just get it out of the way right now – what does a bad boss do? What traits, behaviors, and actions make a “bad boss”?
- In reality, reframed leadership isn’t easier right away. A more accurate key message is probably that reframed leadership is much, much more sustainable than traditional leadership. I thought that easier sounded better, and the long term truth is that leaders who practice reframed leadership should expect a more broad, positive impact.
- These nuances to leadership challenges of today vs leadership challenges of yesteryear are not new. However, I think that the leadership paradigm from a practical perspective has been that slow to catch up.
- These nuances to leadership challenges of today vs leadership challenges of yesteryear are not new. However, I think that the leadership paradigm from a practical perspective has been that slow to catch up.
- In reality, reframed leadership isn’t easier right away. A more accurate key message is probably that reframed leadership is much, much more sustainable than traditional leadership. I thought that easier sounded better, and the long term truth is that leaders who practice reframed leadership should expect a more broad, positive impact.
- Many leadership theories were born during the industrial revolution. And while we have come a long, long distance from primarily working in factories, some of the mindsets about “good leadership” are still rooted in this type of a highly controlled environment.
- Let’s return to this question of “what does it mean to be a bad boss”? I think the majority of bad bosses aren’t actually malicious, out to make your life miserable. They have a mindset that isn’t aligned with the needs of today’s workforce.
- Yes or no – have you thought about your leadership “mindset”? Other terms might be leadership philosophy, leadership vision, or leadership principles.
- In reality, reframed leadership isn’t easier right away. A more accurate key message is probably that reframed leadership is much, much more sustainable than traditional leadership. I thought that easier sounded better, and the long term truth is that leaders who practice reframed leadership should expect a more broad, positive impact.
- It isn’t that the reframed leaders have totally forgotten the lessons of traditional leadership, it is more so that (I believe) reframed leaders have a better understanding of how people in teams operate, and how to generate the conditions that lead to effective outcomes.
- Dan Pink, sense-making. Your goal is to make sense of data, to conceptualize and create a better future state based on the information at hand. We live in a vuca world. “Accurately understanding orders” often doesn’t account for the volatility, uncertainty, complexity, and ambiguity in today’s environment. The team’s success is not a function of my expertise.
- Let me hold off a couple of immediate reactions: safety in this sense doesn’t mean physical safety. Yes, that is important, but it is not the focus of this talk. Also, safety doesn’t mean comfortable. I like to think about safety as a proxy for one’s willingness to take risks and make mistakes. Amy Edmondson: The greater emphasis we put on managing appearances, the less energy we have to put into asking the questions that encourage learning and innovations. Her research indicated that better teams make MORE mistakes! Inside the circle: feeling valued, confident that others will help us succeed, feeling of belonging, free exchange of information and ideas, reduced stress, increased fulfillment Outside the circle: emphasis on self-interests, decreased trust, increased stress, cooperation declines Easiest way to create safety within the circle: build trust. A leader builds trust by practicing honesty and empathy. -if you don’t like the question, “Is everything ok?” then challenge yourself to come up with another question that allows you to respect the whole person that you are leading.
- It isn’t that attracting top talent is a bad idea. It is a great idea. I just think that traditional leaders tend to get the equation backwards. Also, top talent makes it really easy to be an effective leader (again, not a bad thing). But understand that you won’t always have access to top talent, and you will still be responsible for results. Market for top talent is fierce. It can take too long to put the ideal team in place. Success in hiring top talent is about the specific person or skillset; it is about creating a culture which is rewarding and challenging. I would argue that time spent focusing on crafting the perfectly equipped team could be better spent building up the people you already have.
- Sensemaking: originally discussed in the context of an organizational setting by Karl Weick and more recently discussed by Deborah Ancona of MIT Sloan School of Management Sense making and wayfinding are about “making sense about the context within a team is operating, and mapping out actions based on the environment”. Both understanding the opportunities and risks that exist, and being able to move towards the plausible opportunities and mitigate the risks. Examples of sensemaking: Highlighting purpose: purpose principle is about how do you make a positive impact on the world? The reframed leader allow the daily work to get lost or disconnected from the purpose of the organization.
- Despite popular application, scientists weren’t all that impressed with command and control leadership styles in as early as the 1950’s (Michigan Leadership Studies) High performers want to use their strengths (strengths based leadership) Coaching models focus on the idea that you already know how to be successful. (You Already Know How To Be Great) Funneling action through the leader limits the effectiveness of the team. Hub and spoke management is bad.
- The danger here – research has indicated that as you rise up in the organization you also run the risk of triggering fixed mindset thinking. It becomes even easier to fall into the mindset of “I need to prove myself” rather than “I need to develop myself”. Breakout leaders produced strong results in a variety of objective measures. Faith in their own ability to continue learning. Had the goal of helping their employees to develop. Believed in teamwork. All aspects of growth mindsets Dwick found that organizations that focus on growth have that sense of psychological safety where people can take risks and develop skills. Growth Mindset employees tend to be more engaged, trust their leadership more, and be more innovative. Fixed mindset organizations are essentially the opposite; less engagement, less trust, and more ethical concerns
- In reality, reframed leadership isn’t easier right away. A more accurate key message is probably that reframed leadership is much, much more sustainable than traditional leadership. I thought that easier sounded better, and the long term truth is that leaders who practice reframed leadership should expect a more broad, positive impact.
- Here is where I should talk about the skillset of writing smart goals, but in reality SMART goals are a foundational skillset that, while important, don’t have the full impact that sensemaking and purpose finding have. You can be great at writing goals and not at all create clarity out of confusion. Mapping – internal and external
- Mapping – internal and external
- In reality, reframed leadership isn’t easier right away. A more accurate key message is probably that reframed leadership is much, much more sustainable than traditional leadership. I thought that easier sounded better, and the long term truth is that leaders who practice reframed leadership should expect a more broad, positive impact.
- The Ascentis HCM Suite has the capabilities needed to address what it takes to zap the generational gap. Ascentis’ comprehensive HCM suite, particularly our HRIS, Talent Management and Recruiting modules, will empower your HR team to keep employees engaged at all stages and help to source the best talent available in the market. NEXT SLIDE
- Are you interested in learning more? Ascentis can help! Just stay online until one final polling question. Before we sign off, Ric, is there anything you’d like to add in closing? *POLL* NEXT SLIDE
- Just a reminder that for those of you who have stayed for the entire webinar: This webinar has been submitted to HRCI and SHRM for 1 continuing education credit and if you stayed online for the entire webinar, once it is approved your program code will be emailed to the email address you used when you registered for this webinar. It can take approximately 30 days to process these certificates, so keep that in mind as we wrap up today. NEXT SLIDE
- If you’d like to download today’s slides you will be receiving them automatically, just for registering for today’s session, via email within the next 24th hours. The sharing tools we’ve built into our webinar pages make it easy to share via the social network of your choice. We have heard from many attendees who have been able to make important process changes for their organization, or realized that they were non compliant with government regulations and changed how they were handling processes in order to become compliant, simply by sharing the valuable educational resources they’ve learned through our free program. You’ll keep your organization compliant, AND look like a hero – that’s a win-win. *NEXT SLIDE*
- Thank you for joining us today. We’re so pleased to be able to continue bring you useful, timely and shareable content to make your professional lives easier. For those of you interested in learning more about what Ascentis can do for you and your business just reach out to us at webinars@ascentis.com or give us a call at 800-229-2713