Air Education and Training Command I n t e g r i t y - S e r v i c e - E x c e l l e n c e Leadership: Getting The Job Done MSgt Luis Adams 12 CES/CEOIEE.

Air Education and Training CommandAir Education and Training Command

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Leadership:Leadership:Getting The Job Getting The Job

DoneDone

MSgt Luis Adams 12 CES/CEOIEE

Mentoring:Mentoring:Foundation of the Foundation of the

Enlisted ForceEnlisted ForceMSgt Ken Lewis

12 SFS23 Aug 2002

MSgt Jerry Chaplin AETC/LGMTS

TEAM RANDOLPH NCO ORIENTATION COURSE

• MENTEE DIFFERENCES

• FINDING A MENTEE

• SUGGESTIONS FOR MENTORING

• MENTORING MISTAKES

• MYTHS AND FEARS

• MENTORING DEATH

• CLARIFICATION AND INSTRUCTIONS

OVERVIEW

• LEADERSHIP KEYS

• PERSONALITY OF A LEADER

• LEADER’S INVENTORY

• MENTORING KEYS

• MENTORING LEVELS

• FINDING A MENTOR

• REASONS TO MENTOR


LEADERSHIP KEYS

• It will take a lifetime to learn and apply laws of leadership to your life

• Focus time and energy on what makes a positive impact in the lives of people

• Learn how to fail... successfully

• Leadership is leadership; no matter where you go or what you do

• Leadership is influence• Lead best by example• If you are leading and no

one is following, you are only going for a walk

• If it is lonely at the top, go back and get somebody

• Focus on your strengths• Compensate for your

weaknesses• Know what referral agencies

and resources are available


PERSONALITY OF A LEADER

• LEADER

• DUPLICATES• IS ORIGINAL• DEVELOPS• FOCUSES ON PEOPLE• TRUSTS• LONG RANGE PERSPECTIVE• KNOWS WHAT AND WHY• WATCHES THE HORIZON• ORIGINATES• CHALLENGES IT• HIS OWN PERSON• DOES THE RIGHT THING

• MANAGER

• ADMINISTERS• A COPY• MAINTAINS• FOCUSES ON

SYSTEM/STRUCTURE• CONTROLS• SHORT RANGE VIEW• WANTS HOW AND WHEN• SEES ONLY THE BOTTOM LINE• IMITATES• ACCEPTS THE STATUS QUOE• FOLLOWS THE CROWD• DOES THINGS RIGHT


LEADER’S INVENTORY• Elements: (Critical attributes)

– Mission: Primary task to perform

– People: Those who perform the primary task

• Style: (How you get people to perform)

• Direct: Tell them to do the task

• Sell/Coach: Convince them to do the task

• Participate/Support: Do the task with them

• Delegate: Have someone else do the task

• Traits: (Essential to effective leadership)

• Foundation of distinguishing characteristics to approach

leadership situations

• Integrity, Loyalty, Commitment, Energy, Decisiveness,

Selflessness


LEADER’S INVENTORY

• Methods: (Procedures, plans,or systems used)– Set goals– Provide training and technical guidance– Motivate subordinates– Reward and punish as needed– Maintain channels of communication

• Principles: (Rules of conduct or ethical behavior)

• Know yourself: personality, quirks, peeves, etc

• Know your job: technical competency

• Set a positive example: walk the talk

• Accept responsibility: maturity


LEADER’S INVENTORY• Skills: (Talents and activities)

– Develop a plan

– Study leadership

– Observe other leaders in action

– Practice leadership

– Evaluate and adapt your plan

• Power: (Your relationship with others)

• Positional: Based on your position

• Personal: Respect, admiration

• Role Model: (What others see in you)

• Commitment: devotion to duty

• Integrity: Highest personal and professional standards

• Mentorship: Counselor or guide


LEADERSHIP AND MENTORSHIP

Bridge the gap. Leadership and Mentorship are cousins.Mentoring can reduce the probability of leadership failure, provide needed accountability, and empower a responsive, potential laborer.


MENTORING KEYS

• Mentoring is a relational experience through which one person empowers another by sharing God-given resources Paul Stanley and Robert Clinton, Connection

• Mentoring is a positive dynamic that enables people to develop potential

• Is a key to retaining airmen• Take a genuine interest in the success of our people• It comes from the heart• Map out a career path


MENTORING LEVELS

LEVEL ONE - Impression

(Least Effective)

The leader impresses the followers

• Little or no relationship

• Requires only the WILL of the leader

• Leader must WANT to leave an

impression


MENTORING LEVELS

LEVEL TWO - Influence

(Possibly Effective)

The leader influences the followers

• Some relationship with the followers

• Requires the WILL of the follower

• Follower must WANT to be influenced


MENTORING LEVELS

LEVEL THREE - Impact

(Most Effective)

• The leader impacts the followers

• Requires an intimate RELATIONSHIP

• Requires the WILL of both

• Agree to accountability and growth


FINDING A MENTOR

Are they:• Objective, lovingly honest, and balanced source

of feedback for questions?• Open and transparent with their own struggles?• Modeling their teachings?• Chief cheerleader or chief critic?• Teaching AND answering questions?• Successful in your eyes?• Open to two-way communication/learning?• Want to see you develop and succeed?


1. Instill values in your mentees

2. Develop their leadership skills

3. Open their minds to greater possibilities

4. Increase their self-image through your willingness to invest time

5. Counsel them on life’s critical issues

REASONS TO MENTOR


6. Encourage service and a giving mentality (you model this by mentoring)

7. Decrease self-centeredness (for all involved)

8. Strengthen your relationship

9. Increase value of your life by leaving a legacy

10.Paul and Timothy vs. Saul and David

REASONS TO MENTOR


MENTEE DIFFERENCESMEN

• Thinking• Results• Doing• Big Picture• Problem Solving• Categorical

WOMEN

• Feelings• Relationships• Talking• Detail• Empathy• Holistic

Knowing this information may help improve 80% of the mishaps incur as you meet with the same sex.


FINDING A MENTEE

• Can you believe 100% in this person?

• Do you naturally enjoy talking with them?

• Will you be able to give without reservation?

• Will you love them as a brother or sister?

• Do you admire their potential as a leader?

• Is this person teachable…eager to learn?

• Does this person admire you?

• Is this person self-motivated even though

not always confident?


1. Focus on your mentees--be specific for them

2. Try to make the sessions as interesting as possible for your mentees, but don’t be surprised or discouraged if they don’t communicate great excitement

3. If teaching, read at least a week ahead--that will give you time to digest the material and focus on current situations that could be useful

4. Prepare in advance--some optional experiences will require planning

5. Think through each session before it begins

SUGGESTIONS FOR MENTORING


6. Let your mentees discover as much as possible through questions and discussion as opposed to merely “telling” them everything

7. If your schedule require missing a session, reschedule as soon as possible--show mentees you value the time together

8. A casual atmosphere is a good idea-over a meal

9. Meeting times will vary--start and end on time

--punctuality is a strong leadership value

6. Maintain confidentiality with things your mentees say

--you might be surprised at their sensitivity to hearing their remarks surface from some other source--if you have multiple mentees, encourage them to keep confidence as well

SUGGESTIONS FOR MENTORING


1. Failure to start

2. Thinking they must be a master of principles before they can share them

3. Unwillingness to make mentoring a high priority so time is not regularly scheduled

4. Thinking sessions must occur in a formal or academic setting

5. Failure to think specifically about their mentees

MENTORING MISTAKES


6. Using parental authority in a heavy-handed way when mentoring their own children

7. Unwillingness to be transparent and vulnerable

8. Making the session longer than interest span of their mentees

9. Turning the session into a lecture or a sermon rather than a quality exchange

10. Expecting to see immediate and/or unrealistic changes in their mentees

MENTORING MISTAKES


1. I do not have; time, ability, etc

2. I am too; old, busy, etc

3. I have to be; perfect, more organized

4. I do not have the right; personality, gifts

5. I do not have enough; money, know-how

6. I am afraid that; no one would want me

7. As a mentor I must be able to;

teach, understand the next generation…

MENTORING MYTHS & FEARS


1. Talk over you head or out of you league--if you do not know, admit it and refer the question or situation

MENTORING DEATH

• Inappropriate Relationships• Secret rendezvous• Opposite sex• Your agenda, not theirs


1. Use a wide variety of options to keep experiences fresh and exciting

2. Feelings of fear and inadequacy are normal, learn together

3. The best mentoring relies heavily on the natural relationship and exchange between mentor and mentee

4. When mentoring more than one person at a time, assure sessions are equally valid either for single or multiple mentees

5. If you mentor more than one, forming groups similar in age and interests may help

CLARIFICATIONS AND INSTRUCTIONS


6. “Ancient Wisdom” has a place--let the Word do the work

7. Personal experiences are valuable and better than reading other’s successes

8. Be willing to admit past mistakes and lessons learned--knowledge NOT experience is the best way to learn

9. Encourage mentees that mistakes are not the end, they are steps to growth

10. Be accountable for everything you do and say

CLARIFICATIONS AND INSTRUCTIONS


• MENTEE DIFFERENCES

• FINDING A MENTEE

• SUGGESTIONS FOR MENTORING

• MENTORING MISTAKES

• MYTHS AND FEARS

• MENTORING DEATH

• CLARIFICATION AND INSTRUCTIONS

SUMMARY

• LEADERSHIP KEYS

• PERSONALITY OF A LEADER

• LEADER’S INVENTORY

• MENTORING KEYS

• MENTORING LEVELS

• FINDING A MENTOR

• REASONS TO MENTOR


Questions?


THE END

… or just the beginning?

Air Education and Training Command I n t e g r i t y - S e r v i c e - E x c e l l e n c e Leadership: Getting The Job Done MSgt Luis Adams 12 CES/CEOIEE.

Documents

mentor slide

leadership skills

impression slide

laws of leadership

guide slide

available slide

selflessness slide

maturity slide