facilitator guide 11_19_08

8/7/2019 Facilitator Guide 11_19_08

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Leadership Basics

Facilitators GuideFacilitators Guide

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State PersonnelDepartment Training

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Table of Contents

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Introduction and Overview 20 min

Learner Outcome/Goal: To prepare new supervisors andemerging leaders to become an effective leader whoenables a high-performance work team.

HandoutsPowerPoint HandoutReality Check ExerciseLeadership Values ExerciseEvaluations

Introduction: Introduce yourself- name, authority (why

should the learners listen to you), interest device(humor), special instructions, facilities, etc.

Icebreaker:Ask participants to look around the room at theleadership quotes posted.Then ask participants to choose only one of thequotes that resonate well with their personal viewson what make a good leader.Have them explain their individual choices andreasoning in introduction.

Participant Introduction: Have participants introducethemselves (name, agency, position, quote chosen andreasoning for choosing that specific quote).

Performance Objectives:Identify and discuss the definition of leadershipIdentify and discuss characteristics of a good leaderIdentify the common leadership theoriesIdentify classic leadership styles

Identify and discuss the differences betweenmanaging and leading.Discuss some leadership emerging trends fromSenior Executive studyAssess and identify personal leadershipcompetence.

Unit 1: Definition of Leadership 10 m

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Activity: Ask participants to write on the slip of paper towrite down how they define leadership

Definitions:Warren Bennis' (regarded as the pioneer of contemporary Leadership studies) definition of leadership: (focuses on individual capability of leader)"Leadership is a function of knowing yourself,having a vision that is well communicated, buildingtrust among colleagues, and taking effective actionto realize your own leadership potential."

Opposing Definition: The capacity to establishdirection and to influence and align others toward acommon goal, motivating and committing them toaction and making them responsible for their performance

So which one is wrong? Is either of them wrong? Orare the both right?

Unit 2: Characteristics of a Good Leader 15 min

Small Group Activity: Brainstorm what characteristics they think a good

leader should have. Record results on flip chart paper. Select a reporter and a recorder.

6 basic characteristics of a Good Leader Trustworthy

o A leader needs to be trusted and beknown to live their life with honestly andintegrity.

o A good leader "walks the talk" and indoing so earns the right to haveresponsibility for others.

o True authority is born from respect for thegood character and trustworthiness of theperson who leads

Enthusiastic about their work

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o People will respond more openly to aperson of passion and dedication.

o Leaders need to be able to be a source of inspiration, and be a motivator towardsthe required action or cause.

o The leader needs to be seen to be part of the team working towards the goal. Thiskind of leader will not be afraid to roll uptheir sleeves and get dirty.

Confidento Leaders inspire confidence in others and

draw out the trust and best efforts of theteam to complete the task well.

o

A leader who conveys confidence towardsthe proposed objective inspires the besteffort from team members.

Remain calm in situations of chaoso People look to the leader during times of

uncertainty and unfamiliarity and findreassurance and security when the leaderportrays confidence and a positivedemeanor.

Analyticalo Not only does a good leader view a

situation as a whole, but is able to break itdown into sub parts for closer inspection

o Not only is the goal in view but a goodleader can break it down into manageablesteps and make progress towards it.

Committed to Excellenceo Second best does not lead to success.o The good leader not only maintains high

standards, but also is proactive in raisingthe bar in order to achieve excellence inall areas.

**Compare 6 Characteristics to Answers given byParticipants on Flip Chart.

Unit 3: Is Leading Different than Managing? 5 min

Complete the entire Self-Assessment.

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Definitions

Leadership: setting a new direction for a group

Management: directing and controlling according to

established principles

People ask the difference between a leader and a boss.

The leader leads, and the boss drives."

Theodore Roosevelt

When to manage and when to lead?

To manage is to control, handle or manipulate. To

lead is to guide, influence or persuade Therefore,

you manage things and processes. You lead people

and organizations

Skills and characteristics of a manager

Anyone can be a manager, but a manager who fills the

leadership role needs:

Vision

Good managers need to be knowledgeable of

the organizations mission and vision and be

able to translate these cornerstones to the

average employee. To be a good manager you

need to make sure your employees share and

understand your vision for your department.

Finally, managers need to be able to linkindividual tasks of the employee to that mission

and vision.

Gaining the attention of your employees may be

easy, but keeping the attention on your vision is

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much harder

Enthusiasm

A negative leader will only bring a team down

Enthusiasm is infectious

If you have a good time and your work you will

be enthusiastic and help motivate others

Ability to delegate

A good manager never fears that delegating to

their subordinates will open the door for their

subordinates to overshadow their work

Hard worker

Dont delegate to a degree that you are no

longer do anything

Actions speak louder than words

Not doing anything but preaching to your

employees to work hard will only cause

employees to lose respect for you

Doing the least attractive tasks will cause

employees to gain even more respect for your

leadership

Dont be indecisive

Always think carefully before making a decision,

however when you make the decision dont

change it!

People do not respect indecisive leaders

If you change your decision it causes people to

question your judgment and motives in making

that decision

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Stay away from answering questions with Im

not sure, I dont know, I think, I guess.this

lessens your credibility as a leader.

Reward subordinates for good work

The reward maybe in the form of a good word, a

promotion, a pay rise or a spot-bonus.

It should be something that shows to your

members and subordinates that their work is

also important to the working of the

organization.

Next, well turn our attention to important business conceptswhich make our KPIs move on the dashboard.

Who knows what a KPI is?How many know your agencys dashboard?How many have a dashboard specific to your work team?

Thinking of our business world as a system can be helpful inobjectively reviewing the effectiveness of processes andprogramming. It also helps to define roles within an organizationand effective communication techniques. Changes are youalready belong to many systems:

Family Faith Community Social Organizations School Groups

Every system has a hierarchy, typically separated into tops,middles, bottoms and customers. When filling a middle role, theleader is receiving information from all sides tops, bottoms andcustomers. To remain sane in the chaotic life of a middle, it isimperative to have a strong business plan and means of measuring your outcomes. KPIs and dashboards lendthemselves to this practice.

To begin, document any sequence of events that starts with aninput and ends with an output. These events include operations,

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transportation, inspections, delays, and decision points.

Operations: Actions that change or transformTransportation: Moving whatever flows through the system forms, reports, data share between departmentsInspections: Regular review of what flows through the systemDelays: Wait times for reviews, decisions, waiting for resourcesDecision Points: Points at which whatever is flowing through thesystem meets certain criteria and moves forward, or is diverted toa sub system go or no go

Jot down as many of the work processes you can for which youhave direct responsibility. Identify where the process point starts(input) and where the process ends (output). Think of the staff assigned to each process. Could duties be changed for eedevelopment? Could a cross-functional team work together tosolve a problem and provide an executive recommendation for action? Not only can this activity assist to record your teamsefforts, but it can also be used to make sure the right people areperforming the right tasks.

Unit 4: Leadership Theories 10 minEarly leadership theories focused on what qualitiesdistinguished between leaders and followers, whilesubsequent theories have looked at other variables suchas situational factions and skill level. While manydifferent leadership theories have emerged, most can beclassified as one of the major types.

Great Man Theory:Assumes that the capacity for leadership isinherent that great leaders are born, not made.Often portrays great leaders as heroic, mythic, anddestined to rise to leadership when needed.The term Great Man was used because, at thetime, leadership was thought of primarily as a male

quality, especially in terms of military service.Trait Theory:Similar to Great Man theories, trait theoryassumes that people inherit certain qualities andtraits that make them better suited to leadership.Trait theories identify particular personality orbehavioral characteristics shared by leaders.If particular traits are key features of leadership,

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how do we explain people who possess thosequalities but are not leaders? This question is oneof the difficulties in using trait theories to validateleadership qualifications.

Contingency/Situational Theory:No leadership style is best in all situationsFocuses on particular variables related to theenvironment that might determine which particularstyle of leadership is best suited for the situation

Transactional/Management Theory:

Focus on the role of supervision, organization, and

group performance.

Base leadership on a system of reward and

punishment.

When employees are successful, they are

rewarded; when they fail, they are reprimanded

or punished.

Transformational/Relationship Theory:Focus upon the connections formed between

leaders and followers.Motivate and inspire people by helping group

members see the importance and higher good of

the task.

Focused on the performance of group members,

but also want each person to fulfill his or her

potential.

These leaders often have high ethical and moral

standards.

Behavioral Theory:People can learn to become leaders through

teaching and observation.

Participative Theory:

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Suggest that the ideal leadership style is one that

takes the input of others into account.

These leaders encourage participation and

contributions from group members and help group

members feel more relevant and committed to the

decision-making process.

However, the leader retains the right to allow the

input of others

Ask

What theory do you agree with?

Do you think that someone can agree and

demonstrate the use of more than one theory?

Do you think you use different theories for different

situations?

Unit 5: Kurt Lewins Leadership Styles 10 minAuthoritarian (Autocratic)

Provide clear expectations for what needs to be

done, when it should be done, and how it should be

done.

Clear division between the leaders and the

followers.

Authoritarian leaders make decisionsindependently with little or no input from the rest

of the group.

Abuse of this style is usually viewed as controlling,

bossy, and dictatorial.

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Authoritarian leadership is best applied to

situations where there is little time for group

decision-making or where the leader is the mostknowledgeable member of the group.

Participative (Democratic)

generally the most effective leadership style

offer guidance to group members, but they also

participate in the group and allow input from other

group members

Participative leaders encourage group members toparticipate, but retain the final say over the

decision-making process

Group members feel engaged in the process and

are more motivated and creative.

Delegative (Laissez-Faire)

offer little or no guidance to group members and

leave decision-making up to group membersThis style can be effective in situations where

group members are highly qualified in an area of

expertise; it often leads to poorly defined roles and

a lack of motivation.

How to develop a leadership style

Lead according to your personality, your

employees personality and the situationOne size does not fit all

10 min break

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Unit 6: Ways to Lead 15 min

Leading yourself

Personal Productivity

Being aware of your own values and how these

values correspond to your work environment

Values are the goals towards which you aspire.

They largely define the core of your identity.

More importantly still, they are the source of

your motivation to improve yourself.

If you don't understand your values, you won't

understand how to orient yourself in a direction

that is likely to be satisfying.

Your behavior, your actions will be more

oriented towards putting out fires (satisfying

your immediate needs), and less oriented

towards developing your long term potential.You won't have a plan. You will instead, just be

reactive.

Personal Management Guidelines:

Monitor your work hours

Recognize your own signs of stress

Learn to delegate

Recognize what is important and what is urgent

Communicate as much as you can

Take time to reflect

Recognize accomplishments

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Wrap up section with flip chart exercise of delegatable

tasks

Delegation is an opportunity for managers to develop andcreate time for managerial activities.

Leading other individuals

Ways to lead others:

Coaching & Developing

Driving Performance

Inspiring Loyalty and Trust

Managing and Directing Work

Encourage Partnerships within and across

teams

Influence through Personal Power

Selecting the Right Talent

Leading in groups

Effectively Leading in Groups

Group Dynamics

Forming - formalities are preserved and

members are treated as strangers.

Storming - members start to communicate

their feelings but probably still view

themselves as part of their parent

department rather than part of the team.

They attack others insular attitudes while

guarding their own

Norming - people feel part of the team and

realize that they can achieve work if they

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accept other viewpoints.

Performing - the team works in an open and

trusting atmosphere where flexibility is thekey and hierarchy is of little importance.

Team Building

A team is a group of people who are jointly

responsible for achieving a shared goal. If

one member fails then it can hinder the

achievement of the collective goal.

The most important foundation you can lay,when building better collective performance,

is that of common understanding and

commitment to the shared goal.

Leading in an organization

Effectively Leading in an organization:

Set Direction

Strategic Analysis Environmental Scan:

In terms of organizations and strategic

planning, an environmental scan

involves considering the factors that

will influence the direction and goals of

your organization. And, it includes

consideration of both present andfuture factors that might affect the

organization, since, of course, we're

planning for the future, not just the

present.

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SWOT Analysis:

A strategic planning tool used to

evaluate the Strengths, Weaknesses,

Opportunities, and Threats involved in

a project or in a business venture.

It involves specifying the objective of

the business venture or project and

identifying the internal and external

factors that are favorable and

unfavorable to achieving that objective Strategic Direction

The organizations mission, vision, values

and goals

Strategic planning can help an

organization to focus its vision and to

ensure that members of the organization

are working toward the same goals. Strategic planning helps leaders to be

intentional and pro-active in allocating

resources to achieve these priorities.

Take a few minutes to conduct a swot analysis for your

work team. Work independently for 3 minutes, and then

discuss w/your table group.

Unit 7: Emerging Trends in Leadership

Discuss Study:

o In 2007, researchers at the Center of CreativeLeadership (CCL) asked 247 seniorexecutives around the globe about 10

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leadership trends in businesso The executives involved all have over 15

years of management experience, are withinthe top three tiers of their organization, andhave leadership responsibility for 500 peopleor more.

o The goal was to asses these trends, theobstacles they create, and their potential inimpact on leading organizations

o The results show some important patternsthat focus on talent, innovation,collaboration, and globalization.

Trend 1: The Rise of Complex Challenges

o Nearly 92 percent of the executives surveyedbelieve the challenges their organizationsface are more complex than they were justfive years ago.

o Why does the world feel more complex?o Participants attributed the top factors

as internal to their organization, marketdynamics, shortage of talent, andglobalization

o The combination of changes in marketdynamics and a shortage of availabletalent create an environment whereorganizations will continually be askedto do even more with less and respondeven faster to changes in their industryand economy.

Trend 2: The Innovation Revolution

Innovation is one of the largest factors in an

organizations growth

Only 50% of the executives claimed their

company is amongst the most innovative

companies, meaning there is much room for

improvement

Executives also showed that their companies

have implemented strategies to directly

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promote innovation

In the future, companies will hire other

companies specifically specialized ininnovation to drive higher level of innovation.

Trend 3: The Art of Virtual Leadership

85% of the executives in the study believe

that virtual leadership is now a necessary

skill for senior leaders in an organization

92% also said that they believe virtual

leadership requires different skills that face-to-face leadership

The executives surveyed were asked to

choose one skill that is central to effective

virtual leadership.

Communication dominated with over 70

percent of the responses.

The most frequently cited communicationskills were frequency of communication

and clarity/effectiveness of the message

Trend 4: Collaboration Nation

97% of the executives claim that

collaboration between leaders is required if

they want to succeed

However, only 47% of the leaders believethat their company is effectively collaborating

This leads a huge gap for improvement

Trend 5: The World of Interruption

Research by Gloria Mark (reported in The

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New York Times Magazine in October 2005:

Meet the Life Hackers by Clive Thompson),

concludes that the average worker isinterrupted on the job every 11 minutes.

Even more interesting is that it takes those

same workers about 25 minutes on average

to return to the original task.

This shows that strategies need to be taken

by employees to free themselves from

distractions and interruptions The executives polled had these strategies to

try and prevent themselves from being

interrupted and more efficient in their daily

processes:

Trend 6: Authenticity Is the Next Celebrity

Some leaders struggle in keeping a cohesive

authentic self in their personal lives and atwork

90% of the executives in the study claim to

have an authentic self, meaning that these

leaders are able to do their jobs without

compromising their values, beliefs, and

personality

However, for the leaders who struggle with

an authentic self most attribute this struggle

to maintaining an executive image.

The struggle is between whether you should:

fill the roles your coworkers expect from

you and keep that executive image or

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Present your true self without fear of the

negative outcomes

Trends 7 & . 8: The Fallout from the Baby Boom

The 2000 U.S. Census claims that the Baby

Boomers population of 83 million people will

start to leave the workforce in 4 years

The skills that executives believe the

expertise that will be most lost if the baby

boomers left tomorrow are: (refer to table on

PowerPoint) NK ORDER O it can take years to groom and develop

effective senior managers, and most experts

agree that there will be a critical shortage of

middle and top leaders in the next few years

Therefore, organizations need to prepare for

this dramatic loss and start grooming new

leadersTrend 9: Leadership for Longevity

o Research shows that effective leadership andregular exercise are strongly linked. Executiveswho exercise are rated significantly higher by theircoworkers on their leadership effectiveness thannon-exercisers. In addition to the health benefits,exercisers score better than non-exercisers in allleadership categories including organization,credibility, leading others and authenticity(European CEO, December 2006).

o As we attempt to lead and live in an increasinglycomplex world, improved levels of stress, health,diet, and fitness will be essential to ensure asustainable and productive career.

Trend 10: Whats next?

o When asked to identify a trend they see emerging

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in leadership, 112 executives mentioned 21different trends

o But the trend most often mentioned is the shiftfrom an autocratic style to one thats moreparticipative

o Executives predict that collaboration andteam efforts will be the deciding factors of future success and no longer on individualefforts

o Leaders also note the trend towards instantgratification.

o Employees are becoming less patient, lesscompany-centric, more mobile and moreinterested in near-term tangible rewards.

o Executives also comment on the increasingimportance of balance between time spent at homeand at work.

o Employees are becoming less willing tosacrifice family commitments and privatetime for job demands. Executives see flextime as a concept to be taken seriously.

Before we adjourn, I want to leave you with 9 Deadly Sins most

managers forget. If in doubt, dont go without, contact your agency HR Rep prior to taking action. Failure to Document Failure to Train Failure to Keep Evidence Grade Inflation Failure to Consult HR Inappropriate Electronic Messages Inconsistent Treatment Inappropriate Talk About Ex-EEs Uncontrolled Deadlines

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Unit 8: Wrap Up

Our last group discussion will be where should we spend our timebetween the topic areas on the self assessment? Vision Commitment Customer Service Coaching Staff Development Operations Management Change Management Project Management Performance Management

Overall Message: There is no magic formula!

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Works Cited

Criswell, Corey, and Andre Martin, comps. 10 Trends: a Study of SeniorExecutives Views on the Future. 2007. Center for CreativeLeadership. 23 May 2008.

Dombeck, Mark, and Jolyn Wells-Moran. "Values and Morals Clarification."MentalHelp.Net. 12 June 2006. 23 May 2008.

"Leading Diversity." MPA. Magazine Publishers of America. 27 May 2008.

McNamara, Carter. " Basics of Conflict Management." Free ManagementLibrary. 2008. Free Management Library. 20 May 2008

facilitator guide 11_19_08

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