identifying and developing your leadership strengths
TRANSCRIPT
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Brad Burbaugh
Master Gardener Leadership Conference
June 2, 2016
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IDENTIFYING AND DEVELOPING YOUR LEADERSHIP STRENGTHS
Learning Objectives
Participants will:
1. Understand the difference between leader and leadership
development.
2. Assess their preferred leadership style.
3. Be able to identify behaviors of effective leaders.
4. Explain the key principles of strengths‐based leadership.
5. Identify personal leadership talents and strengths.
6. Create a plan that outlines strategies they will use to
leverage their personal strengths
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How Do You Define Leadership?
•Use template to create a personalized license plate that identifies a characteristic of leadership.
• Your plate may have a combination of up to seven letters, numbers, and/or special characters.
•Creativity is encouraged.
Define leadership using your personalized plate
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U LEAD
COOPR8
Why were our definitions so different?
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“The life stream represents events you accumulate from birth to the present that shape how you choose to influence others and
yourself.”
(Avolio, 2005, p. 12)
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The Life Stream
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“Leader and leadership development is a process,
not an event”(Day, 2000).
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Developmental Target
Comparison Dimension Leader Leadership
Capital Type Human Social
Leadership Model Individual
Personal power
Knowledge
Trustworthiness
Relational
Commitments
Mutual respect
Trust
Competence Base Intrapersonal Interpersonal
Skills Self‐Awareness
Emotional awareness
Self confidence
Accurate self‐image
Self‐Regulation
Self‐control
Personal responsibility
Trustworthiness
Adaptability
Self‐Motivation
Initiative
Commitment
Optimism
Social Awareness
Empathy
Service orientation
Political awareness
Social Skills
Building bonds
Team orientation
Change catalyst
Conflict management
(Day, 2000)
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Are leaders born or made?
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Are leaders born or made?
Born: One’s genetic composition that contributes the foundation for leadership development.
Made: Experiences, learning, and skills that contribute to effective and efficient leadership.
•Effective leaders are constantly learning ‐ they see all experiences as learning experiences (Kouzes & Posner, 1995).
•75% of the events that individuals report as criticalto their careers comes from a combination of learning from the work itself and learning from others (Dalton et al., 1999).
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LEADERS & LEARNING
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1. Attempt to lead
2. Observe leadership in action
3. Talk about leadership
4. Read about leadership
5. Write about leadership(Jackson & Parry, 2011)
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Five Ways to Learn
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“Leadership isn't just about the people at the top. It's a
social process”
(CCL, 2016, p. 2).
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Complete Blake & Mouton Leadership Style Assessment
Scoring your Assessment
You will have two scores for this exercise – a people total and a task total
For People Total Add Your Numbers from Questions:1, 4, 6, 9, 10, 12, 14, 16, 17 and multiply x 0.2
For Task Total Add Your Numbers from Questions:2, 3, 5, 7, 8, 11, 13, 15, 18 and multiply x 0.2
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The above sample shows score of 4 in the people section and a score of 6 in the task section.
The quad where the two lines intersect is your preferred leadership style, in this case – directing section.
Plotting Example
As a leader:
Focuses communication on goal achievement
Spends less time using supportive behaviors
Goal achievement instructions
what and how
close supervision
DIRECTING
High Task Low People
Directing Style
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COACHING
High Task High People
As a leader:
Focuses communication on:
goal achievement
supporting team needs
Involvement through encouragement and soliciting team input
Still makes final decision
Coaching Style
SUPPORTING
High People Low Task
As a leader:
Does not focus solely on goals
Uses supportive behaviors to bring out follower’s skills
listening
praising
asking for input
providing feedback
Delegates day‐to‐day decision‐making control
Supporting Style
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DELEGATING
Low People Low Task
As a leader:
offers less task input and social support
Lessens involvement in:
planning
control of details
goal clarification
Gives team members control
Refrains from intervention and unneeded social support
Delegating Style
How do effective leaders behave?
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Consideration: people‐oriented behavior
– Is mindful of subordinates
– Establishes mutual trust
– Provides open communication
– Develops teamwork
How do effective leaders behave?
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•Leader exhibits concern for the welfare of the members of the group.
Being friendly and approachableTreating all members of the group equallyLooking out for welfare of othersMaking themselves accessible to group members
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Consideration
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Initiating Structure: task‐oriented behavior
– Directs subordinate work activities toward goal attainment
– Typically gives instructions, spends time planning, and emphasizes deadlines
– Provides explicit schedules of work activities
How do effective leaders behave?
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•Leader defines leader and group member roles
•Initiates action•Organizes group activities•Defines how tasks are to be accomplished by the group
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INITIATING STRUCTURE
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• Effective behaviors do not generalize across situations.
• There is no one “best practice” for influencing and leading people.
• Your team members determine the leadership style that is needed.
• Leadership is SITUATIONAL.
Behavioral Approach Assumptions
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•We all have innate talents to be developed into strengths
•Leadership as a collective process
•Recommends different strengths for different leadership situations
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Strengths‐Based Leadership
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“What great leaders have in common is that each truly knows his or her strengths – and can call on the right
strength at the right time. This explains why there is no definitive list of characteristics that describes all leaders.”
‐ Donald O. Clifton, Gallup Researcher and Father of
Strengths Psychology
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Talents + Knowledge + Skills = Strength
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The Strength Equation
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Uncovering Your Strengths in 5 Questions
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Executing Influencing Relationship‐Building
Strategic‐Thinking
Achiever Activator Adaptability Analytical
Arranger Command Developer Context
Belief Communication Connectedness Futuristic
Consistency Competition Empathy Ideation
Deliberative Maximizer Harmony Input
Discipline Self‐Assurance Includer Intellection
Focus Significance Individualization Learner
Responsibility Woo Positivity Strategic
Restorative Relator
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The Four Domains of Leadership Strength
Description
•Know how to make things happen
•Have ability to “catch”an idea and make it happen
Talent Themes
•Achiever•Arranger•Belief•Consistency•Deliberative•Discipline•Focus•Responsibility•Restorative
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Executing Domain
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Talent Themes
•Adaptability•Developer• Connectedness• Empathy
•Harmony
• Includer• Individualization• Positivity• Relator
Description
•Provide essential glue that holds the team together
•Create groups and organizations that are much greater than the sum of their parts
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Relationship Building Domain
Description
•Keep us all focused on what could be
•Constantly absorbing and analyzing information and helping the team make better decisions
Talent Themes
•Analytical•Context•Futuristic• Ideation• Input• Intellection• Learner•Strategic
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Strategic Thinking Domain
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Talent Themes
•Activator•Command
•Communication
•Competition
•Maximizer
•Self‐Assurance•Significance•Woo
Description
•Help the team reach a broader audience
•Take charge, speak up, and make sure the group is heard
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Influencing Domain
According to Gallup’s research the most effective leaders:
1. Are always investing in strengths
2. Surround themselves with the right people and then maximize their team
3. Understand the needs of their team members
(Rath & Conchie, 2008)_____________________________________________________________
What to do with this info…
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•Membership diversity
•Identifying the strengths of others
•Being an effective leaderInitiating structureConsideration
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Keys to Building Effective Teams
•Trust
Chances of being engaged at work or in teams when an individual does not trust the leader(s) is just 1 in 12 (Rath & Conchie, 2008).
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FOLLOWERS’BASIC NEEDS
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•Compassion
Those who indicate “My supervisor, or someone on my team, seems to care about me as a person”are:
Significantly more likely to stay with the organization or team
Substantially more productive (Rath & Conchie, 2008)
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FOLLOWERS’BASIC NEEDS
•Stability
Those with high confidence in their leaders are nine times more likely to be engaged in their jobs (Rath & Conchie, 2008).
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FOLLOWERS’BASIC NEEDS
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•Hope
Among those who disagreed that their company’s leadership made them “feel enthusiastic about the future,” only 1% were engaged in their jobs (Rath & Conhie, 2008).
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FOLLOWERS’BASIC NEEDS
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Understand the Needs of Your Team
Drive engagement by meeting the basic needs of trust, compassion, stability, and hope
Maximize the Team
Create a team with strengths across 4 key domains: Executing, Influencing, Relationship Building, and Strategic Thinking
Invest in Strengths
Understand your own strengths as well as those of the individuals on the team
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Strengths Based Leadership
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1. What is the take home message for you?
2. Complete the action plan worksheet and we will discuss further.
Applying What We Have Learned
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• StrengthsFinder 2.0 by Tom Rath = $15.29 at Amazon
• Strengths‐Based Leadership: Great Leaders, Teams, and Why People Folllow by Rath & Conchie = $18.38 at Amazon
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Evaluation
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