leadership lessons learned capcsd conference april 10, 2014
TRANSCRIPT
Leadership Lessons Learned
CAPCSD ConferenceApril 10, 2014
-The Pragmatics of Leadership
-To lead well is to move an enterprise forward with integrity, vision and a positive attitude using whatever resources at your disposal
Theory to Practice
Structural Leader
Social ArchitectAnalysis/Design
Human Resource Leader
Catalyst/ServantSupport/Empowerment
Political Leader
Advocate/Coalition Builder
Symbolic Leader
Prophet/PoetInspiration/Frames
Experience
Reframing Leadership
QUALITIES:Strong Core Values FocusedOptimistic
Leadership
Strong Core Values(Holding the Center)
Leadership
-Integrity
-Today there is no clear path for leaders, especially for women (Bateson, 1990; Sandberg, 2013) Leadership is changing and constantly
redirected Leadership is improvising, like language
learning
Leadership
-Integrity Creating external works in
research, courses, programs takes courage to hold onto the past and break free.
Creating oneself as a leader takes courage and staying centered.
-Twenty Attempts to answer how to conduct an honorable and correct life (Bakewell, 2010).
-Moral dilemmas of Leadership.
-Good of the few over good of the many Tobacco free campus
-Short term good over long term good Hiring more tenure track faculty
How to Live…Montaigne
LosingGiving it up to the “Lord”
Leadership
Focused(Holding the Center)
Leadership
-Primary task of leader is to direct attention of others (Goleman, 2013)
-Understand your own biases-Cultivate a triad of awareness
Focusing as Leader
Optimistic
Leadership
-Presidents with gray hair and gray suits bemoaning change
-Language of defeat
-Not wanting to learn about new ways of doing business
-Spiraling downward
-Higher Education is in denial…so much for critical thinking
Embrace Change or Fear Change
-Being Ridiculously In Charge (Cloud, 2013)
-”Find a Way Thinking,” Nick Roddey (2013)
-Asking How We Could Do “IT”
-Then asking what might be problems
-Once committed, Failure is not an option
-Showing people that they can do what they don’t
realize they can do…”getting Ripiched”
How to Find a Way
-The Innovative University (Christensen, Eyring, 2011) disruptive innovation as good
-Innovative Incubator Project, UNE 2014: Bill and Melinda Gates Foundation Competency Based Online BS in Business to
be developed in 12 mos. Online growing, competency based degrees
coming. Adapt or atrophy.
Innovation as Opportunity
SKILLS:Spinning the Plates Being Responsible/Taking RisksKeeping Equity and Balance
Leadership
Spinning the Plates
Leadership
Keeping Equity and Balance(Cutting the Cake)
Leadership
Being Responsible/Taking Risks(Picking Winners)
Leadership
- Less than 1% Science Students Study abroad
- Problem/Strategy Global Study: Costs extra and loans too much already Can’t get good lab courses Made cost neutral Built Science labs Maine to Morocco in 15 months Eliminated costs/created new product
Blue Ocean
- How to create market space and make competition irrelevant (Kim, Mauborgne, 2005)
- Leave the bloody waters by the shore and go for the Blue Ocean, the deep water.
- VALUE INNOVATION occurs where costs savings eliminate factors industry competes on and creates elements industry never offered.
Blue Ocean Strategy
Most Important Asset:
A Leader Must Love to Lead!
Leadership
-Power Stress can lead to dissonance(Boyatzis & McKee, 2005)
-Leadership requires personal sacrifice and this leads to inability to sustain the self
-Renewal requires: Mindfulness, a state of whole awareness of life. Hope, a belief in a better future. Compassion, understanding of human
motivations.
Resonant Leadership
Spinning the PlatesFocusing For and On OthersCutting the CakeHolding the CenterReturning the InvestmentSeeing the BestLoving the Work
Active Verbs – Leadership Takes Action
Leadership - Seven Secret Steps
Intentional Leadership: Harnessing Potential In
People & Programs“Leadership matters”
Gail M. Whitelaw, PhDThe Ohio State University
Leadership matters:
The science of leadership: Challenging the myths Evidence based leadership
Diversity in leadership Gender
Generation
Strengths
Creating a culture of leadership in Communication Sciences and Disorders
Defining leadership:
Leadership is a developmental process of growing one's skills in leading others with an awareness and knowledge of our own honesty and integrity. (Leadership Center at The University of North Georgia)
Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal (Kruse, 2013)
Defining leadership: What leadership is
NOT: Seniority or position in the
hierarchy
Titles
Personal attributes (leadership is not an adjective)
Management(Kruse, 2013)
Some considerations in leadership
(Loeb and Kindel, 1999) The “natural leader”
Charisma should not be confused with skill
Confusing leadership with command (the authority to lead)
Confusing leadership with management (focus on tasks, do things) (an ongoing theme) The old adage of “manage things,
lead people”
Managing vs. leading Leaders
First who, then what? Focus on people and getting the “right people on the bus”, then getting them in the right seats (Collins, 2001)Part of why we hope you are here today—
addressing how to get people on the bus Leaders do the right things; not to be
confused with the popular things: A couple of examples from professional organizationsBusiness being business vs. friendship
being friendship!
Leadership matters Studies vary in the influence that leaders
have in an organization, from less than 10% of difference between best and worst organization to being all knowing
Pfeffer and Sutton (2006) indicate that although effects of leadership are overstated, there are many rigorous field studies and experiments that document situations in which leadership skills and actions have significant impact (See Goethals, Sorenseon, and Burns, 2004)
Theories of Leadership
There is a science of leadership that can be applied to this process
Have evolved and changed over the years, some with research, some with changes in the “culture” in which leadership occurs, some with a generational approach
Some vogue, some recycled and “old school”
Themes in leadership
Where we’ve been, where we’re going
Where we’ve been
“Leaders are born, not made”
Theories that are based on the individual as leader and what they are “born with” “Great man theory”
Trait theory (Stogdill, 1948, 1974)
People are born with traits that make them particularly suited to leadership. These skills would include a combination of goal orientation, ambition, and decisiveness. May identify a particular personality or behavioral characteristic shared by leaders.
Outdated, as these traits are based on trait studies first in the 1940’s, then in the 1970’s
“Leaders are made, not born”
Behavioral theories Successful leadership is based on a well
defined set of behavioral that can be learned through teaching and observation
Based on teaching leaders a set of skills in order to be leaders
Rooted in the psychological theory of behaviorism, this leadership theory focuses on the actions of leaders
Organizational Theories
These set of theories are based on the leader being “in change” of the organization and focus on a leader/follower hierarchy
Transactional theory of leadership:
People are motivated by “reward and punishment”
Clear chain of command and clear structure for followers
Also known as “management theories”
Used in business—when employees are successful, they are rewarded, when they fail, they are reprimanded
Where we are and where we’re goingNewer theories of leadership
Current theories of leadership
Leadership is not just “top down” but also “bottom up”
Flatter hierarchy and see many people in the organization in a leadership role, not just “the leader”
This type of leadership is sometimes referred to as “thought leadership”—will be referred to here as relational and ethical leadership
Relational and ethical leadership theories
Theories based on the root concept of “authentic leadership”, which helps leaders develop the self-awareness they need to be effective
Feedback from those the leader interacts with, 360 degree assessment, getting feedback and using it
Theories focus on the relationship between leader and others, not necessarily a hierarchy
Theories place a premium on transforming belief into action
Focus on creating a positive environment
“Servant leadership” https://greenleaf.org/what-is-servant-leadership
Principle centered leadership (Covey, 1990)
Level 5 Leadership (Collins, 2005)
Build a superior team then figure out the best path to greatness: this concept is “first who, then what”: “getting the right people on the bus then getting them in the right seats”
The “Stockdale paradox”:Believe in the end that you will
prevail despite difficulties WHILE confronting the most brutal facts about the current reality Believe there will be a positive
outcome
Level 5 Leadership (Collins, 2005)
Vision: Maintain core ideology yet be open to change…understand what is sacred and cannot be changed and what should be open for changeFocus is on BHAGs…big, hairy,
audacious goalsContrast to management: Focus
on getting the day to day things done
Biology of Leadership (Goleman and Boyatzis,
2008) Based on theories of emotional intelligence and impact on leadership
What happens “in the brain when people interact”
Postulated in neurology of interaction
Social intelligence is described as a “set of interpersonal competencies, built on specific neural circuits, that inspire people to be effective”
As a leader, help brain learn new skill by working hard and garnering information from multiple sources (the 360 degree assessment)
Diversity in leadershipChanneling the best in individuals and
organizations
Avoiding “group think” in a new age of leadership
The world is full of gatherings for the like-minded. People go to a great deal of trouble to sequester themselves with people who think like them and to screen out people who are different. Instead, leave your comfort zone and seek out diverse people who will challenge your assumptions. If you practice being present, inquiring, and listening, you world will never be the same. Before you know it, you will have crossed divides that would otherwise have been impassable. (Gerzon,2006)
Diversity as a key word in leadership
Breadth of skills and strengths
Balance of gender Are there still biases? Example from my
recent presentation/panel
Generational considerations
Cultural considerations Historical perspectives of leadership in
contrast to current needs and demands
Diversity in gender in leadership
Research that shows stylistic differences Women tend to be more collaborative than men
Question is Nature vs. Nurture Evidence of nature: Women and men seem to have
neurobiological differences related to communication (how much they talk, what they say, using visual cuing) (Robison, 2005)
Evidence of nurture: Women resent being disciplined by other women (theorized that they are rarely rebuked in school and take it personally) from a paper titled “Wait Until Your Father Gets Home”
(Atwater as cited in the Economist, 2000)
Diversity in gender in leadership
Despite earning the majority of college degrees, women make up just 19% of the U.S. Congress, 5% of Fortune 500 CEOs and 10% of heads of state. (Sandberg and Chavez, 2014)
The paradox for women
If women behave like women, they are viewed as not possessing leadership skills
If women behave like men, they are seen as “bullies” “bitches” and “aggressive”
Recent focus on the word “bossy”: http://banbossy.com/
Not addressing this can impact profitability of an organization, since gender diversity has been proven to result in better decision making
(Gerber in Robison, 2005)
Gender mix shows potential for best leadership
(Walker, 2004)
Generational/cultural considerations
“The workplace we inhabit today is awash with the conflicting voices and views of the most age- and value-diverse workforce this country has known since our great-great-grandparents abandoned field and farm for factory and office.” (Zemke, Raines, and Filipczak, 2000, p. 9)
Generational considerations
Meta-analysis of generational research: Gen Y and Millennials (contiuum) Collaboration in problem solving
Granting and garnering respect
Interested in social responsibility; focus on helping others
In organizations, comfort and autonomy are important; security is less important to these generations than to previous generations
Dedicated, focused on collaborative goals, trusting, relationship focused, optimistic
Generational considerations
Mentoring and reverse mentoring Reverse mentoring between millennials and boomers
(Murphy, 2012)
Leaders “…are beginning to realize that knowledge is not a one-way street. It’s in everyone’s best interest to share expertise.” (Greengard, 2002)
Building leadership from the “bottom of the pyramid”
Communication: Social media http://online.wsj.com/news/articles/
SB10001424052970203753704577255531558650636
Angel’s Advocates: A compliment to the “devil’s
advocate”: A new era Bring best thinking to the table before poking
holes in it Bring information, insights, and initiate
epiphanies
Listen to other people
Need both devil’s advocates and angel’s advocates Angels are collaborative
Devils help to challenge idea and support defense for ideas
Banducci, 2005
Theories are fine, but…
How do we build a culture of leadership for the future
Where will we find tomorrow’s leaders? (Hill, as
cited in Hemp, 2008) Current organizational research suggests:
There is a need to broaden the search for leadership
“Talent isn’t necessarily portable”…example of experience
The thought that any experience prepares someone to deal with tragedy, devastation, someone out of their experience level
“Homegrown leadership”
Where will we find tomorrow’s leaders? (Hill, as
cited in Hemp, 2008) Current organizational research suggests:
Leadership is about making emotional connections to motivate and inspire people, and our effectiveness at doing this has strong cultural overtones
Many talented people have been overlooked: How to recognize the full pool for potential leadership
Who volunteers or gets selected/nominated might not be who is needed?
Where will we find tomorrow’s leaders? (Hill, as
cited in Hemp, 2008) “Leading from behind” (Nelson Mandela)
A leader, he said, is “like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.“
Someone who understands how to create a context or culture in which other people are willing and able to lead.
Where will we find tomorrow’s leaders? (Hill, as
cited in Hemp, 2008) “Leading from behind” (Nelson
Mandela) This type of “leading from behind” is
often overlookedMany see leaders as “out in front”,
great model for some situations, but very ineffective for others
Why do people become leaders? Some for personal glory and recognition
Where will we find tomorrow’s leaders? (Hill, as cited in Hemp, 2008)
“Leading from behind” (Nelson Mandela)
Don’t let preconceptions about the way a leader looks and acts blind you to real leadership potential
Lead from behind skills developed working in volunteer situations—diverse tasks and diverse individuals…where you learn most
Let people make themselves visible
Takes into account issues of diversity and globalization
How to identify the full range of leadership
neededGetting the right people on the bus, then
getting them into the right seats (a paraphrase from Jim Collins’ Good to Great (2001)
Identifying skills Self knowledge and knowledge to share in
building a team
Many tools and options Myers-Briggs Personality Types (
http://www.myersbriggs.org)
DiSC Assessment (Dominance, Influence, Steadiness, Conscientousness) (https://www.discprofile.com)
Leadership “Colors”: True Colors Personality Types (http://truecolorsintl.com/)
Calling cards: The Inventure Group (The Power of Purpose) (https://www.inventuregroup.com)
Identifying skills: StrengthsFinder
The science of leadership
Fifty years of research from Gallup Research-based management consulting company
Concept of identifying an individual’s talents and helping them develop these into strengths
Reward behaviors you want to see Focus on what people do well
Motivation to get more of this behavior “Playing to” strengths Strengths lead to success
Identifying skills: StrengthsFinder
Think of a performance assessment: Often focus on weaknesses: We
get what we focus onAddressing weaknesses results in
prevention of failure Can help develop some skills that help the person not to “fail”, but not likely to help make them successful as leaders or build their desire to grow and change/engage in the developmental process of leadership The hypothetical clinical
supervisor
StrengthsFinder Talents vs. Strengths
Talents: A naturally recurring pattern of thought, feeling, or behavior Developed early in life, as young as
3-5 years of age Talents developed and become
strengths aged 3-15 years Brain is wired and strengths do not
change much after age 15 years
StrengthsFinder Talents vs. Strengths
Strengths: Ability to provide consistent performance
Expands natural talents to capitalize on leadership in the workplace and the volunteer space
Gallup research suggests that using a strengths based approach results in people who are:
Six times more likely to be engaged in their jobs
Three times more likely to report an excellent quality of life
12.5% more productive in their jobs
StrengthsFinder Thirty-four “themes” that are strengths:
Based on the Clifton StrengthsFinder 180-item questionnaire
As part of assessment, top 5 strengths are identified
Categorize into 4 major areas
Executing (Action)
Influencing (Persuading and selling)
Relationship building (Synergy that makes the entity greater than the sum of the parts)
Strategic thinking (Focusing on what we can be)
Getting the right people/skills/strengths in the right jobs
Why StrengthsFinder works for “us”
StrengthsQuest: Designed for students, staff, and faculty at Universities Used at over 600 Schools and Universities in
the US with the goal to assist in career exploration and aid in leadership development
Ohio State is requiring all incoming freshman to participate in StrengthsQuest to identify each student’s themes, beginning Fall, 2014.
http://www.strengthsquest.com
Resources on our own campuses
Leadership Centers at most Universities An example: The Leadership Center at Ohio State
Great education, training, and consultation at reasonable rates
Approaches to addressing diversity
http://leadershipcenter.osu.edu
Grant opportunity that may be overlooked: Leadership Education in Neurodevelopmental and Other Disabilities (LEND) grant: http://www.aucd.org Cultural competence is one of the foci
Forty-three programs in 37 states
Resources from professional organizations Great opportunities to becoming involved in
profession/University/program, etc. Leadership skills by “osmosis” Possibility of transferrable skills
Just serving as a volunteer, on a committee, on a board, etc. may not help the “leadership cause” Learn “bad behaviors” Get turned off by experience Wrong people/wrong seats
Resources from professional organizations
Specific programs from professional organizations American Academy of Audiology (AAA):
Jerger Future Leaders in Audiology Conference (JFLAC)
American Speech-Language-Hearing Association (ASHA): MSLP:Minority Student leadership Program, LDP: Leadership Development Program
State organizations: Ohio Academy of Audiology (OAA) as an example
Resources from CAPCSD
Leadership resources: http://www.capcsd.org/resources/
Scholarship for leadership for doctoral and MA students
Kudos for topic of the conference
Strengthening our future..
Must focus on the differences between leadership and management Error of professional organizations Task management vs. leadership Capacity Building Tactical thinking vs. visionary and
strategy Conflict management Negotiation
Goal for leadership“If your actions inspire
others to dream more, learn more, do more and become more, you are a leader.” Sinek (2014)
ReferencesBanducci, B. (2005). Women’s philanthropic leadership:
How is it different? New Directions for Philanthropic Fundraising. 50 (4), 39-53.
Collins, J. (2001) Good to Great. New York: HarperBusiness.
Gerzon, M. (2006). Leading through conflict: how successful leaders transform differences into opportunities. Boston: Harvard Business Press.
Goleman, D. and Boyatzis, R. (2008). Social Intelligence and the Biology of Leadership. Harvard Business Review, 86(9), 74-81.
Greengard, S. (2002). Moving forward with reverse mentoring. Workforce, ---(3), 15.
References.
Hemp, P. (2008). Where will we find tomorrow’s leaders? Harvard Business Review. 86(1), 123-129.
Keller, E. & Berry, J. (2003). The Influentials. New York: The Free Press.
Kruse, K. (2013) What is Leadership? Forbes online
http://www.forbes.com/sites/kevinkruse/2013/04/09/what-is-leadership/
ReferencesLoeb, M. and Kindel, S. (1999) Leadership for Dummies.
Foster City, CA: IDG.
Lyons, S. & Kuron, L. (2013) Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organizational Behavior (Supplement), 35, S139-S157.
Murphy, W.M. (2012). Reverse mentoring at work: Fostering Cross-Generational learning and developing millenial leaders. Human Resource Management, 51 (4), 549-573.
Pfeffer, J. and Sutton, R.I. (2006). Hard facts: Dangerous half-truths and total nonsense. Boston: Harvard Business School Press.
Robison, J. (2005). Why can’t women be leaders too? Gallup Management Journal.
ReferencesSandberg, S. & Chavez, A.M. (2014) Sheryl Sandberg
and Anna Maria Chávez on 'Bossy,' the Other B-word: The Saturday Essay. The Wall Street Journal (March 8, 2014)
Sinek, S. (2014). Leaders Eat Last: Why Some Teams Pull Together and Others Don’t. New York: Portfolio Hardcover.
Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at work: Managing the clash of veterans, boomers, xers, and nexters in your workplace. Toronto: Amacom.