Last Week

"Managers who try to suppress conflict not only make things worse, but also stifle opportunities for creative problem-solving.”—Michael Wheeler, retired professor, Harvard Business School

Look Back on Topics:

Group Level & LeadershipLeadership traits, behaviors, models.

How to lead authentically.How to create highly effective work groups and teams.

Power of effective communication in employee satisfaction and change management.

Organizational LevelHow is culture transmitted to employees?

Strategies to create a positive organizational culture.

Management & the IndividualUnderstanding the impact of individual styles at work.

Assessing your style.Working through style conflict.Complexity of decision making.

Strategies for effective decision making.

authentically

Situation! It’s 1989, during the Gulf War

The pentagon discovers a teenager hacking into the Air Force computer systems

Just days prior to Iraq invading Kuwait

What would you do?

LEADERSOPEN DOORSDonna, Emily, Jonathan, Kaleb

The Author!

Why We Choose the Book!

Four key points of Open Door Leadership

Knowing your Employees Matching Suitedness Envisioning desired results Providing ongoing support.

http://leadersopendoors.com

http://leadersopendoors.com

Knowing Your Employees (Emily)

Analysis of Content: Ch. 4- Who Deserves Opportunity Ch. 6- The Door to a Second Chance Ch. 7- Opening Doors for others

Knowing Your Employees (Emily)

Give Example: Hallmarks: THINK, MAKE, SHARE

Knowing Your Employees (Emily)

Relate to Class: Personality and Values: Work Style (North,

West, South, East), True Colors (Greens, Oranges, Golds, Blues), Myers-Briggs Type Indicator, Big Five Model

Work Team: Turning Individuals into Team Players (Selecting & Training Team Players)

Organization: Ration Decision-Making Model

Matching Suitedness (Emily)Analysis of Content: Ch. 2- Opportunity Focus Ch. 3- Purposeful Discomfort Ch. 5- Thought-Shifting Door

Matching Suitedness (Emily)Give Example: Googler? Fortune names Google "Best Company to Work For”!

Matching Suitedness (Emily)Relate to Class: Personality and Values:

Person-Job/Organization Fit Theory (Holland’s six personality types and proposes)

Attitudes and Job Satisfaction: Impact on Workplace (Exit, Voice, Loyalty, Neglect)

Motivation: Maslow’s Hierarchy & Herzberg’s Two Factors (5 Needs & Motivators and Hygiene Factors)

Envisioning Desired Results (JP)

“Opportunity is more powerful even than conquerors and prophets.”

-Benjamin Disraeli

You must have a clear picture of the desired benefits that an opportunity presents for the employees and the organization.

Do “future casting” with employee Think through the actions that need to occur in order

to maximize probability of success “IN” Courage people; that is to put courage in your

employees, not taking it away

EX: Sit down and have a discussion with the employee and discuss why you chose them, outline the opportunity for them and the organization, and create an action plan. Develop a clear picture of a successful outcome

Very similar to the 4th level of Level 5 leadership; “catalyze commitment to and vigorous pursuit of a clear, compelling vision”

Provide Ongoing Support (JP)

Outgrowth of the other 3 skills Periodically ‘check-in’, not ‘check-up’ Offer encouragement and guidance

Be a ‘Filler’ not a ‘Spiller’

Level 5 – being a catalyst from good to great Authentic Leader’s help to empower other

leaders

Revisiting the Situation! It’s 1989, during the Gulf War

The pentagon discovers a teenager hacking into the Air Force computer systems

Just days prior to Iraq invading Kuwait

Any different thoughts about what would you do?

Conclusion Special Agent, Jim Christy

Shifted a problem into an opportunity Mr. Fusion was no longer a “hacker” but

now a “cracker”. Mr. Fusion is now a tax-paying citizen who

employees other “hackers” for the benefit of national security.

Original director of X-Force, CTO of IBM Internet Security Systems, founder and founding CEO of the cybersecurity firm, Endgame

Rationale of Book Choice Manager vs. Leader Focus on new leadership Model- Open

Door Leadership Authentic Leadership Understanding of Leadership Power Impact of Global Workforce on teams. Creating Highly Effective Teams

Conclusion Circle of Open Door Leadership Call to Action! Other Leaders Real Life Conclusion (Donna)