Transcript
8/14/2019 Defining Your Leadership Style
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Defining your Leadership Style
8/14/2019 Defining Your Leadership Style
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What We Are Up to Today
lA Few Words About Change and
Leadership
lLeadership Styles
lA Word or Two About Trust
lChange Stories
lThe Challenge
lHow Are We Going to Show Up
Differently as Leaders in the Future
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Change..
lIf the rate of change inside an organization
is less than the rate of change outside the
organization, the end is in sight. Jack Welch
lIm sorry, but the future has been
cancelled. Barry Oshry
lGiraffes didnt get those necks overnight!
Louis Leakey
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Leadership..
l
The art of tapping the wellspringsof human motivation in order to
mobilize them toward a shared
aspiration.With apologies to Kouzes and Posner
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Lets Start by Defining Other
Terms!lLeaderq The one who goes first.
q Someone credible
focused on the future.q Establishes True
North
q Something we become
over time.q The one who articulates
the direction for others
to go.
lLeadershipq Service
q The relationship
between the leader andher constituents
q A practice, a struggle,
and a feud.
q Caringq Self-development
In the end, does the definition really matter?
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How Do Leaders Show up?
Leaders Managers
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The Qualities of an Effective
Leader
lHonesty
lForward-Looking
lInspiring
lCompetent
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The Practices of an Effective
Leader
lThey Challenge Everything
lThey Inspire Shared Vision and Action
lThey Enable Others to Act
lThey Model the Way
lThey Encourage and Speak from theHeart
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Change Process Model
Urgency
Coalition
Vision
Communication
Empowerment
Wins
Reinforcement
Change
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The Competencies of an
Effective LeaderlIdentifying the Pain of Current Vs Ideal
lPursuit of Excellence
lAccountability/Focus
lBusiness Acumen
lProblem Solving/Conceptual Thinking
lInterpersonal Skills/Emotional Intelligence
lSupporting Teamwork
lCommitment
lDevelops Others
lDevelops Self
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Leadership Styles
lFour Stylesq A. Command and Control
q
B. Bureaucratic/Participativeq C. Expert/Democratic
q D. Self-Managing/Team
lThree Ps (Cross Check Scales)q Pitfalls (P1 Scale)
q Practices (P2 Scale)
q Principles (P3 Scale)
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Leadership Styles
lAll styles are valid depending on your
organizational context, the effective
experience level of your staff, and yourpersonal leadership principles
lSubscale 1 vs 2 is simply the healthy vs. the
average version of the style.lEveryone has a dominant style
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Trust - An Important Topic for
the Times
lTrust Destroyersq unhealthy levels of ambition, power, need for recognition
q volatile personalities/Class A jerks/inconsistent emotional reactions
q personal vs. organizational agendas at odds
q under-performance
q misplacing benevolence on others
q false or no feedback to others
q non-confrontational/paralyzed
q scapegoating others or failing to trust others
q taking away the everyday!/excessively strict or inflexible
q Bait and switchers
q inconsistent communicators
q
complicated situations/always in crisis or chaos/rapidly changing life
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Heres a given: a starting
assumption:
Tops
Middles
Bottoms
In every organization,
no matter how flat,
there are tops,
middles, and bottoms.
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Exercise
l In small groups of 5 to 7 people:q Tell each other a story of a time when you personally
experienced a major change in an organization. (Take 5
minutes per person!)
Where were you in the organization at the time ofthe change (a top, middle, or a bottom)
Focus on how you felt during the change effort
Relate your feelings to the style of the leadership
teamq Make a List of What Was Done Well, etc. for each
group
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The collective intelligence andexperience exists in this room
today to lead a masterful change.The question is.will you take the
time, gather the experience, and
communicate in a way that takesadvantage of the collective?
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Exercise: How Will We Show Up?
lChange is experienced differently for tops,
middles, and bottoms
lDrawing on your change stories, and given
your particular challenge What do you need to do differently for each group
in the coming change you need to implement? How are you going to ensure the discipline required
to implement this?
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Its not so much that were afraid of change,
or so in love with the old ways, but its theplace in between that we fearits like being
between trapezes. Its Linus when his blanket
is in the dryer. Theres nothing to hold on to.
M. Ferguson
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In order for us personally to
change..
lWe need..q Coaching, instruction or mentoring
q
The attitude of the beginnerq A supportive environment(people)
q A transitional object (Linus blanket)
q
A safe environment where risk-taking is OKq A place where you can experiment with
different strategies (rehearsal or practice)
q A way of rewriting your autobiography!
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Leadership is about creating the
conversation to focus priorities
-Steve Williamson
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Like Magellan, let us find our islands
To die in, far from home, from anywhere
Familiar. Let us risk the wildest places,
Lest we go down in comfort and despair.
For years we have labored over common roads,
Dreaming of ships that sail into the night.
Let us be heroes, or, if thats not in us,
Let us find men to follow, honor bright.
Like Magellan, let us find our islands
To die in, far from home, from anywhere
Familiar. Let us risk the wildest places,
Lest we go down in comfort and despair.
For years we have labored over common roads,
Dreaming of ships that sail into the night.
Let us be heroes, or, if thats not in us,
Let us find men to follow, honor bright.
Magellan
By Mary Oliver
For what is life but reaching for an answer?
And what is death but a refusal to grow?
Magellan had a dream he had to follow.
The sea was big, his ships were awkward, slow.
And when the fever would not set him free,
To his thin crew, Sail on, Sail on! he cried.
And so they did, carried the frail dream forward.
And thus Magellan lives, although he died.
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