Leadership power point

High-Performance Leadership:

From Control to Empowerment


Principles of Leadership

© Copyright 2010 360Solutions, LLC

High-Performance Leadership:Principles of Leadership

Purpose:

Provide leaders with tools and skills to change their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.


Objectives:• Recognize yourself as a leader.• Understand the practices of empowering

leaders.• Commit to lead “from the balcony.” • Find balance among the five leadership

roles.• Improve personal productivity and use of

time.• Understand the fundamentals of teams and

leadership within a team environment.• Establish clear performance expectations

and develop the ability to confront poor performance.

• Become a leader who empowers others.


Principles of Leadership


Section 1: Principles of Leadership

In this section, you will:• Grasp the importance of leadership in

achieving long-term organizational success.

• Realize the five myths of leadership.• Recognize the difference between

leadership and management.• Understand the difference between

controlling and empowering leadership styles.


The Leadership Factor

Leadership: The most important factors for sustaining long-

term business success• Leaders have the power to make things happen

and influence the organization.• Leaders are responsible for all of the other

factors (understanding customers and markets, developing a strategy, etc.).

• Leaders provide the vision, inspiration, and direction to attract and motivate others to be successful.

• Leaders create the infrastructure-processes, systems and structure in which the organization can succeed.


“Leadership is the pivotal force behind successful organizations. To create vital and viable organizations, leadership is necessary to develop a new vision of what they can be, and then mobilize the organization to change towards

that vision.”

~Warren Bennis and Burt Nanus Leaders: Strategies for Taking

Charge


Myths of Leadership

➢Leadership is a rare skill.For example, “Very few people can lead. I could not get anyone to follow me.”

➢Leaders are born, not made.“Leadership is a natural ability.

You either have it or you don’t.”➢Effective leaders are charismatic.

“Leaders are always popular people who tell funny jokes and really enjoy speaking in front of large groups.”

➢Leadership exists only at the top.“CEOs and highly paid executives are leaders. It is not my job to steer this company.”

➢Leaders control, direct, and prod.“Leaders sit around and think of new processes to make my job harder.”© Copyright 2010 360Solutions, LLC

Leadership

The higher value within an organization should be placed on the following:• Initiating change• Solving problems and implementing

processes• Developing human resources• Achieving long range strategies• Building commitment


Controllers vs. Empowerers

Controllers:

What tactics do they use to accomplish their objectives?• Controllers impose external control on their

followers/subordinates.For example, a controller would micromanage their employees.

What are the effects of their tactics?• The job may be completed, but possibly at a higher

cost with employees simply doing the minimum amount of work required. For example, a controller would not nurture team work or may stifle opinions and other ideas.


Controllers vs. Empowerers(cont)

Controllers:

What are the beliefs behind the behavior?• People cannot be trusted. If you want something done right do it yourself. I am more important than others.


Controllers vs. Empowerers

Empowerers:What tactics do they use to accomplish their objectives?• Empowerers create an environment in which their

people are motivated and committed.

For example, an empowerer would encourage brainstorming and feedback.

What are the effects of their tactics?• Goals are achieved by empowered and engaged

employees when new ideas and processes are formed.

For example, a team working for an empowerer takes personal ownership and pride in their work.

Controllers vs. Empowerers(cont)

Empowerers:

What are the beliefs behind the behavior?• People can be trusted. People can succeed and do well at their

jobs.I succeed when my team/organization succeeds.

High-Performance Leadership:Practices of Empowering Leaders

High-Performance Leadership:From Control to Empowerment

Program Purpose:

• Provide leaders with tools and skills tochange their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.


Program Objectives:

• Recognize yourself as a leader.• Understand the practices of empowering

leaders. • Commit to lead “from the balcony.” • Find balance among the 5 leadership roles.• Improve personal productivity and use

of time.



(cont)

Program Objectives:

• Understand the fundamentals of teams and leadership within a team environment.

• Establish clear performance expectations and develop the ability to confront poor performance.

• Become a leader who empowers others.


Section Two: Practices of Empowering Leaders

In this section you will learn:

• Empowering leaders have a driving passion to realize their vision.

• Empowering leaders are egoless and humble.• Empowering leaders build and sustain

trust with their followers.


Section Two: Practices of Empowering Leaders(cont)

In this section you will learn:

• Empowering leaders inspire the commitment and motivation of their followers.

• Empowering leaders are organizational and social architects.

• Empowering leaders act and institute change from positive beliefs about peopleand situations.


The Six Principles of Empowering Leadership

• Leaders must have a driving passion to realize their vision.

• Leaders build and sustain trust.• Leaders are egoless and humble.• Leaders inspire the commitment and

motivation of their followers.• Leaders are organizational and social

architects.

Leaders drive situations; they do not allow the situation to drive

them.


Principle #1: Empowering Leaders to have a Driving Passion to

Realize Their Vision.

Great leaders have clear goals and know how to accomplish them. Theyhave a passion for making the visiona reality. This means:• They are always 100% present and focused.• They do not allow events and circumstances

to determine what will happen to them. They are concerned with outcomes.

• They use their vision to rise above adversity, setbacks, and even failure.


Principle #2: Empowering Leaders are Egoless.

Many of the most effective leaders are humble. Although dogged about achieving their visions, they are not interested in their press clippings or credit.


Principle #3: Empowering Leaders Build and Maintain Relationships

of Trust.

Leadership is about relationships. Empowering leaders are aware of their impact on others and seek to communicate and behave in waysthat build trust, self-esteem, and confidence.


Principle #4: Empowering Leaders Unleash the Motivation and

Commitment of Their Followers.

Leaders define the boundariesand encourage people to

be self-governing.


Principle #5: Empowering Leaders are Organizational and

Social Architects.

The Seven Elements of Organizational and Social Architects:1. Environment 2. Strategy3. Core Process4. Structure5. Systems6. Culture7. Results


Principle #6: Empowering Leaders Act from Positive Beliefs about

People and Situations.

Strengthening vs. Weakening beliefs:

• At any given moment the human brain receives an overwhelming amount of data that cannot all be absorbed by our senses. The human brain can only process so much; the gaps are filled in by our belief system.

Information Ideas Beliefs Actions


High-Performance Leadership:The Five Leadership Roles


High-Performance Leadership: From Control to Empowerment

Purpose:• Provide leaders with tools and skills to

change their behavior from the traditional practices of controlling and directing tocoaching, facilitating, and empowering.



Objectives:• Recognize yourself as a leader.• Understand the practices of empowering

leaders.• Commit to lead “from the balcony.” • Find balance among the 5 leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and

leadership within a team environment.• Establish clear performance expectations

and develop the ability to confront poor performance.

• Become a leader who empowers others

The Team Model

• The model represents the most importantelements of a team. It includes why a team exist, what it does, and how people relate with each other.

• This model is useful for understanding the relationship between a leader and the people they lead.


Leadership From the Balcony

• Charter (Why)

• Design (What)

• Relationship (How)


Leadership From the Balcony (cont)

1. The balcony is a useful metaphor because it suggests that one is observing, rather than being caught up in the hustle and bustle of the organization. The balcony means that one has a “big picture” view of what is happening

2. Leaders add the most value when they are working on improving the three parts of their team and not just doing the day-to-day work.


Five Leadership Roles (cont)

1.) Technician• Has a high degree of technical proficiency• Is sought out for expertise• Diagnoses problems using analytical skills• Possesses superior troubleshooting and

problem-solving abilities• Enjoys putting out fires• Makes decisions quickly


Five Leadership Roles

2.) Manager• Plans and schedules projects• Directs resources to specific assignments• Decides daily goals and priorities• Tracks progress• Completes report and paperwork• Runs reports and meetings• Maintains discipline and order



3.) Architect• Standardizes and documents processes and

procedures• Aligns systems to strategies and visions• Challenges practices that are not consistent

with the core philosophy• Reinforces positive cultural norms• Meets with others to learn new procedures for

operations



4.) Trailblazer• Analyzes the organizational environment for

trends and changes• Clearly articulates a vision for the future.• Translates vision into objectives• Imparts and enforces simple boundaries• Makes connections with people outside the

organization• Encourages risk-taking and innovation



5.) Coach• Sets standards for behavior and performance• Empowers people to make decisions

and solve problems• Provides information and training• Evaluates and helps individuals grow in

their abilities• Acts as a mentor• Conducts performance evaluations



Leaders should perform all 5 roles.

In traditional organizations, leaders emphasize the manager and technician roles.

In high-performance organizations, leadersemphasize the architect, trailblazer and coach roles.


High-Performance Leadership:Leadership Practices:

A Self-Assessment




change their behavior from the traditionalpractices of controlling and directing to coaching, facilitating, and empowering.



Objectives:• Recognize yourself as a leader. • Understand the practices of empowering leaders. • Commit to lead “from the balcony.” • Find balance among the 5 leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and

leadership within a team environment.• Establish clear performance expectations and

develop the ability to confront poor performance.• Become a leader who empowers others.


Section Four: Leadership Practices:

In this section, you will receive feedback from yourleadership profile.

The feedback can be useful for you in the following ways:• Understand your strengths and weaknesses

as a leader.• Assess yourself in the five leadership roles.• Know how you are viewed by others in your

organization.• Develop personal improvement plans.


Assessment Categories

Five of the categories reflect the five leadership rolesyou learned in section three. The other two categories reflect the dimensions of self-leadershipand interpersonal relationships. • The Technician• The Manager• The Trailblazer• The Architect• The Coach• Positive Self Management• Positive Interpersonal Relationships


Improvement Planning Form

• The purpose of this is to set specific goals for the areas you need to develop.

• One way to reinforce your personal goalsand make them easier to achieve is to share them with an accountability partner. An accountability partner is someone whocan support you and hold you accountablefor achieving the goals you have set.


High-Performance Leadership:Personal Productivity



Purpose:Provide leaders with tools and skills to change their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.



Objectives:• Recognize yourself as a leader.• Understand and practice leadership themes.• Commit to lead from the balcony.• Find balance among the 5 leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and

leadership within a team environment.• Become a leader who empowers others.• Know how to manage the psychological

impact of change.


Section Five: Personal Productivity

In this section you will:• Develop an understanding of personal

productivity and the difference between time management and time leadership.

• Outline how you currently use your time.• Isolate the barriers that keep you from

managing your time more effectively.• Define the difference between the important

and urgent and how to schedule time for the important.

• Understand how to improve your time leadership.

• Commit to better use your time to take advantage of all five leadership roles.


Overview of Personal Productivity

Personal Productivity

= our overall

effectiveness in getting things done


Time Leadership Matrix

I

• An Emergency• A Project deadline• Request from boss

II • Listening to someone• Planning for future• Fixing a system

III • Someone “pops” in• Some meetings• Many phone calls

IV • Busy work• Lots of phone calls• Some socializing

URGENT NOT URGENT

Not Important Important


High-Performance Leadership: Fundamentals of High-Performance

Teams




change their behavior from the traditional practices of controlling and directing to coaching, facilitating, and empowering.



(cont)Objectives:• Recognize yourself as a leader.• Understand the practices of empowering leaders. • Commit to lead “from the balcony.”• Find balance among the five leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and leadership within a team environment.• Establish clear performance expectations and



Section Six: Fundamentals of High- Performance Teams

In this section, you will learn:• Understand the definition of a high-

performance team and how it differs from traditional work groups.

• Identify the three elements of high- performance teams.

• Coordinate four types of teams.• Recognize stages of team development.


High-Performing Team Elements

• A shared mission or purpose that motivates and inspires members

• Autonomy and authority for task performance

• Interdependence and shared leadership • Broadly defined jobs and many

responsibilities • Meaningful participation in decision-

making • Higher performance than individuals not

organized into teams


High-Performance Team:

Coordinate from above with constant supervision

• Organized around functions• Employees do specialized tasks• Supervisory management• Rule-governed• Decisions referred up organization• People viewed as tools of management

Traditional Work Groups


High-Performance Team:

High-Performance Teams:Enable group to become self-governing with

facilitative guidance.

• Organized around core processes• Employees possess multiple skills• Shared leadership• Principle-governed• Decision made at point of action• People viewed as partners

4 Types of Teams

Type I

Swim Team

Type II

Football Team

Type III

Bowling Team

Type IV

Volleyball Team

Specialization of Tasks

LOWLOW

HIGH

HIGH


4 Types of Teams (cont)Type I• High specialization: Low coordination• Work divided up between various specialties• Each specialty consists of a distinctive set of

skills• Little coordination needed between specialtiesExample: a geriatric team providing care for an elderly person

Type II• Made up of people from different disciplines• Requires a high degree of coordinationExamples: product development teams, hospital

emergency room, executive leadership team

4 Types of Teams (cont)Type III• Low in both specialization and coordination• Team members share same skill set but have

little need to coordinate or communicate.Examples: phone operators, bill collectors,bank tellers

Type IV• Members share common skills.• High need for coordination • Generally organized around completing a

“whole”Example: manufacturing settings where people are building a product

Stages of Team Development

Team Reaches its stride anddevelops into a high-performing team.

Team develops rules and expectations about how the team operates and who does what.

Group attempts to work together; frustrations and disharmony may occur.

Group is first put together; lack direction and unity.

PERFORMING

NORMING

STORMING

FORMING

High-Performance Leadership:Performance Expectations



Purpose:

• Learn principles and practices of trust and interpersonal communication that result in win-win relationships.



(cont)

Objectives:• Recognize yourself as a leader.• Understand the practices of empowering leaders. • Commit to lead “from the balcony.” • Find balance among the five leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and leadership

within a team environment.• Establish clear performance expectations and



Section Seven: Performance Expectations

In this module you will:• Learn to confront behavior that fails to meet

your expectations.• Understand the importance of discipline

and conformity in building high performance.• Develop a set of non-negotiables for those

whom you lead.• Practice the skill of harnessing harmful

behavior.• Apply the skill to back-home situations.


Rules of Play: Three Attitudes

1. Chaos• An interpersonal attitude of

alienation and noncompliance

3. High Performance• An interpersonal attitude of

high trust and collaboration

2. Stability• An interpersonal attitude of

conformity and compliance


Rules of Play: Three AttitudesExamples

Examples:• The conduct of one person is dragging down

the performance of other team members.• A negative attitude is adversely affecting

performance.• A person has violated company policies or

procedures in a way that could cause harm or reduce productivity.

• Job performance is below expected standards.• Chronic problems such as wasting time, being

inefficient, blaming or “playing games” are interfering with performance.


Non-NegotiablesExamples

• Follow the one-piece flow system.• Be cross-trained in different functions.• Arrive at work on time and remain in work

areas except during breaks.• Treat others with respect.• Comply with dress code.


Non-NegotiablesExamples (cont)

• Use safety gloves, goggles, and shoes when working with chemicals.

• Report dangerous conditions or actions.• Keep your work area clean.• Share team roles and responsibilities.• Participate in team meetings and help solve

team problems.• Know how to read and fill out all production

reports.


Harnessing Harmful Behavior

Harnessing is a skill we use under two conditions:

1. We are in a position of authority with the recipient.

2. The individual’s behavior is out of line or harmful to themselves and/or others.


Harnessing Harmful Behavior(cont)

Steps:1. State directly and specifically what you see

happening.

2. State the consequences and your concerns about what you see happening.

3. Invite and listen to comments.


Harnessing Harmful Behavior(cont)

Steps:4. If necessary, review your expectations

regarding the behavior and/or provide needed information and training.

5. Ask for a commitment to improve the behavior.

6. Acknowledge and let the person know that you appreciate the commitment.


High-Performance Leadership:Empowering Others for Success



Purpose:

• Provide leaders with tools and skills to changetheir behavior from the traditional practicesof controlling and directing to coaching, facilitating, and empowering.



Objectives:• Recognize yourself as a leader. • Understand the practices of empowering leaders .• Commit to lead “from the balcony.” • Find balance among the five leadership roles.• Improve personal productivity and use of time.• Understand the fundamentals of teams and leadership

within a team environment.• Establish clear performance expectations and



Section Eight: Empowering Others For Success

Section Eight: Empowering Others For successIn this Section, you will:• Realize the difference between commitment

and compliance motivation.• Understand how leadership changes to create

commitment.• Recognize the four principles of empowerment.• Identify the elements of empowerment. • Complete a matrix for identifying what people

need in order to be empowered.• Adopt a dialogue to transfer power to others.• Craft a model of situational leadership.


Facts About the American Workforce

• 96% of employees recently surveyed believe that they cannot attain their personal career goals in their current positions.

• 53% of managers report not being happy with their jobs.

• 74% of Americans identified work as the main cause of their stress.


Compliance to Commitment

From Directing and Doing

•Solving it: “answer man”•Doing it yourself: “If you want something done right...”•Over-directing and micro-managing

•Arbitrarily mandating goals•Exerting it: “You can’t do it without me.”•Being the quality judge and jury

•Playing the “god” role•Protecting turf•Over-dependence on detailed policies

To Developing and Leading

•Facilitating problem solving•Effective delegation•Helping others learn from mistakes•Providing leadership for the goal setting process•Developing technical confidence capability: “You can do it”•Being a quality coach•Supporting as a helpful resource

•Linking team to broader organization systems; bridging barriers•Being tough and clear about a few key directions and principles

Traditional Management Empowering Leadership


Principles of Empowerment

1. Share information widely so people realize what is going on.

2. Let people solve problems when and where they occur (instead of coming to you).

3. Let those who have to implement a decision participate in making that decision.

4. Expand the scope of what people do through designated roles and responsibilities.


Sharing ResponsibilityThe Process of Empowerment


Elements of Empowerment

1. Role description: The first thing that people need is a definition of the responsibilities they will assume.

2. Boundary conditions: What should the parameters for people to fulfill their responsibilities be? These include:

• Expectations/results can be qualitative or quantitative.

• Non-negotiables define limits that cannot be crossed in fulfilling a responsibility.


Elements of Empowerment (cont)

• Authority is the level of autonomy that one has in carrying out a task. There are five levels of authority, and just how each one depends on experience and capability.

• Level 1: Act when directed.• Level 2: Act after approval.• Level 3: Act after consultation.• Level 4: Act and report.• Level 5: Act autonomously.



• Time guidelines are any time constraints that guide the task (milestone events, project completion, length of time a person assumes a role, etc.).

3. Knowledge and information: People must have knowledge and access to information if they are to take on additional responsibilities.

4. Skills: People need additional training and skills to be successful with new responsibilities. For example, they may need to learn how to reada budget or enter data into a computer.



5. Resources: These can include tools and equipment as well as reports, technical experts, etc.

6. Support: Support is emotional and psychological. It is letting people know that you trust their ability to handle a task; it is okay for them to make mistakes and come to you for advice.


Making Empowerment Happen

Assessing Readiness• Importance of the task• Maturity and experience of the individual• Willingness of the individual to take on more responsibility• Your confidence in the person’s abilities


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