8 types of association leaders slides 3-5-15

Cathi HightP.O. Box 203606Austin, TX 78720512.354.7219www.hightperformance.com

The 8 Types of Association Leaders

TSAE Lunch & LearnMarch 11, 2015

Cathi Hight, Kaizen Consultant

President of Hight Performance Group Organizational Development consultant Developer of The Member Retention Kit and the

soon to be released A New Approach to Tiered Membership

National instructor for the U.S. Chamber’s Institute for Organization Management

Previously was Vice President of Operations for the Chamber of Commerce of Hawaii

Past-President of the Boulder Area Human Resources Association (BAHRA)

Is a member of the:– Association of Chamber of Commerce Executives – American Society of Association Executives – Texas Society of Association Executives – Austin Human Resource Management Association– Austin Chamber of Commerce


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Leadership Tendencies Start with Our Preferred Style

The Best Leaders Have Strengths in Vision, Alignment and Execution

The Process of Crafting a Vision for the Organization

The Process of Building Alignment to the Vision

The Process of Championing Execution with Your Team

Create Your Action Plan

Session Agenda


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Brainstorm

Other uses for a shoe besides putting it on your foot

Record your ideas, then pick your best one

VISION > EXPLORATION


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Think of three elements of leadership you find most important

Write each on a separate note

Then, at tables, group them into key leadership roles or themes


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The 8 Dimensions of Leadership


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Overview of the DiSC® Styles

Sample Profile Page 6

Quick reference for information on different styles


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The Effective Leaders Process

See Sample Profile P. 7Effective leaders use a combination

of behavioral strengthsSupported by


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Attributes Needed for Effectiveness

See overview in the Sample Profile on P. 7


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Work of Leaders Process


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Defining Vision

See Sample Profile Page 8

An Imagined Future Condition

Broader in scope than a goal

Seeks toCreate unquestionable valueServe in an unparalleled wayReinvent how it does business

VISION


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Small Group Brainstorm Activity

Other uses for a shoe besides putting it on your foot

Record your ideas, then pick your best one

VISION > EXPLORATION


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Exploration Behavioral Continua

Use the handout provided

Follow along and then rate your tendencies

VISION > EXPLORATION > REMAINING OPEN & PRIORITIZING BIG PICTURE


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Exploration Behavioral ContinuaVISION > EXPLORATION > REMAINING OPEN & PRIORITIZING BIG PICTURE

Entertain new ideas, possibilities

Don’t hurry to finalize plans

Make decisions and finalize plans quickly

Prefer not to revisit options

Focus on the broad, overall view of an idea or project

Attend to individual elements to ensure they are workable


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Exploration Behavioral Continua

Exploration comes more naturally

Exploration takes more effort

VISION > EXPLORATION > REMAINING OPEN & PRIORITIZING BIG PICTURE


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Boldness Behavioral Continua

Willing to volunteer bold ideas, even put their credibility on the line

Hesitate to say anything that might be challenged or put their credibility on the line

Minimize risk and uncertainty

Enjoy the excitement of taking risks and are comfortable with unknowns

VISION > BOLDNESS > BEING ADVENTUROUS & SPEAKING OUT


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Boldness Behavioral ContinuaVISION > BOLDNESS > BEING ADVENTUROUS & SPEAKING OUT

Have fewer barriers to Boldness

Have more barriers to Boldness


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Testing Assumptions Continua

Show patience in evaluating ideas to determine potential benefits and drawbacks

Prioritize quick progress, find it difficult to be patient with careful evaluation

Consult with trusted advisors to help evaluate risks and outcomes

Prefer to make decisions autonomously without asking for input

VISION > TESTING ASSUMPTIONS > SEEKING COUNSEL & EXPLORING IMPLICATIONS


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Testing Assumptions Continua

Testing assumptions comes more naturally

Testing assumptions takes more effort

VISION > TESTING ASSUMPTIONS > SEEKING COUNSEL & EXPLORING IMPLICATIONS


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Alignment

Getting buy-in to the vision from those involved

Task perspective

Emotional perspective

ALIGNMENT


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Defining Alignment


ALIGNMENT


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Defining AlignmentALIGNMENT

Critical step for vision to become reality

Requires continual communication– upward– downward– lateral


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Building Alignment

Three key drivers:ClarityDialogueInspiration

ALIGNMENT


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Clarity Behavioral ContinuaALIGNMENT > CLARITY > EXPLAINING RATIONALE & STRUCTURING MESSAGES




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Clarity Behavioral Continua

Organize what they want to say, making it easier for others to understand

Don’t tend to invest energy in organizing what they have to say

Communicate more with their personal feelings and opinions

Communicate the reasoning and facts behind an idea or decision

ALIGNMENT > CLARITY > EXPLAINING RATIONALE & STRUCTURING MESSAGES


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Clarity Behavioral Continua

Clarity comes more naturally

Clarity takes more effort

ALIGNMENT > CLARITY > EXPLAINING RATIONALE & STRUCTURING MESSAGES


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Dialogue Behavioral Continua

Profile Page 14

Invite and appreciate different points of view

Respond with questions and skepticism to different points of view

ALIGNMENT > DIALOGUE > EXCHANGING PERSPECTIVES & BEING RECEPTIVE

Communicate new ideas and information without room for discussion

Encourage dialogue around new ideas and information


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Dialogue Behavioral Continua

Dialogue comes more naturally

Dialogue takes more effort

ALIGNMENT > DIALOGUE > EXCHANGING PERSPECTIVES & BEING RECEPTIVE


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Inspiration Behavioral Continua

Profile Page 15

Inspire others to believe in the importance of their work

Are straightforward, practical, and tend to focus on the facts

ALIGNMENT > INSPIRATION > BEING EXPRESSIVE & BEING ENCOURAGING

Are upbeat and communicate in an open and lively manner

Display little emotion even when they are excited about something


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Inspiration Behavioral Continua

Inspiration comes more naturally

Inspiration takes more effort

ALIGNMENT > INSPIRATION > BEING EXPRESSIVE & BEING ENCOURAGING


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Building Alignment

Dynamic, ongoing processClarityDialogueInspiration

Leaders must continually monitor and realign

ALIGNMENT


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Manager vs. Leader in Execution

Leadership is a “one-to-many” relationship

Managers guide day-to-day work of execution

Leaders ensure strategies and people are in place to make the vision a reality

EXECUTION


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Championing ExecutionEXECUTION



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Championing Execution

Three key drivers:MomentumStructure Feedback

EXECUTION


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Momentum Behavioral ContinuaEXECUTION > MOMENTUM > BEING DRIVEN & INITIATING ACTION




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Momentum Behavioral Continua

Anticipate opportunities and problems and call attention to them

Take action as the result of some event or problem, unlikely to seek new opportunities

EXECUTION > MOMENTUM > BEING DRIVEN & INITIATING ACTION

Tend to be laid back and uncomfortable encouraging others to increase the pace

Urge others to move quickly, can be annoyed when people lack a sense of urgency


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Momentum Behavioral Continua

Momentum comes more naturally

Momentum takes more effort

EXECUTION > MOMENTUM > BEING DRIVEN & INITIATING ACTION


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MomentumStructure Feedback

EXECUTION


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Structure Behavioral Continua

Profile Page 18

Perform a thorough examination of facts and details

Rely on their initial feelings and views when moving forward

EXECUTION > STRUCTURE > PROVIDING A PLAN & ANALYZING IN-DEPTH

Figure things out as they go, without much planning or preparation

Develop an organized course of action, setting clear expectations and deadlines


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Structure Behavioral Continua

Structure comes more naturally

Structure takes more effort

EXECUTION > STRUCTURE > PROVIDING A PLAN & ANALYZING IN-DEPTH


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MomentumStructure Feedback

EXECUTION


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Feedback Behavioral Continua

Profile Page 19

Look for opportunities to compliment others, recognize contributions

May be uncomfortable or feel it unnecessary to compliment others or recognize contributions

EXECUTION > FEEDBACK > ADDRESSING PROBLEMS & OFFERING PRAISE

Deal with issues in a straightforward way, let others know when there are concerns

Keep a calm, peaceful environment, tend to be uncomfortable confronting others about problems


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Feedback Behavioral Continua

Enables progress with critical and positive feedback

Enables problems to escalateReduces morale and enthusiasm

EXECUTION > FEEDBACK > ADDRESSING PROBLEMS & OFFERING PRAISE


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Turning a vision into realityMomentumStructure Feedback

Leaders at all levels must demonstrate commitment and support

EXECUTION


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Increase Leadership Effectiveness

Great leadership takes effort and experienceCapitalize on strengthsAddress challenges


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Partner Discussion

Create Your Action Plan

What areas are your leadership strengths?

What areas are your leadership challenges?

What could you do to improve upon the challenge areas?


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Leadership tendencies start with our preferred style

The best leaders have strengths in Vision, Alignment and Execution

Session Summary


8 types of association leaders slides 3-5-15

Government & Nonprofit