Mgt. 667 – LeadershipMgt. 667 – LeadershipSession 4Session 4

Rex MitchellRex MitchellSpring 2006Spring 2006

LPI Results & ApplicationLPI Results & Application

ObjectivesObjectives

Analyze data to add insights re your Analyze data to add insights re your strengths and weaknesses as a leaderstrengths and weaknesses as a leader

Choose some areas you will work on nextChoose some areas you will work on next

Commit to a few actions you will take in Commit to a few actions you will take in the next three weeks to become a better the next three weeks to become a better leaderleader

Critical Points of ViewCritical Points of View

Leadership is a relationshipLeadership is a relationship

Leadership is everyone’s businessLeadership is everyone’s business

Leadership development is self-Leadership development is self-developmentdevelopment

LPI Organized AroundLPI Organized AroundFive PracticesFive Practices

Model the wayModel the way

Inspire a shared visionInspire a shared vision

Challenge the processChallenge the process

Enable others to actEnable others to act

Encourage the heartEncourage the heart

Your LPI ReportYour LPI Report

Five practices data summary pageFive practices data summary page

Summary page for each of the five Summary page for each of the five practicespractices

Leadership behaviors ranking page (based Leadership behaviors ranking page (based on peer ratings)on peer ratings)

Comparisons:Comparisons:– Latest 5,000 from K&P workshopsLatest 5,000 from K&P workshops– Our classOur class

Five Practices Data Summary ExampleFive Practices Data Summary Example

Model the Way Data SummaryModel the Way Data Summary

Leadership BehaviorsLeadership Behaviors Ranking Ranking

Leadership Behv. Ranking (low end)Leadership Behv. Ranking (low end)

Percentile Ranking (K&P Data)Percentile Ranking (K&P Data)

Comparing with Our DataComparing with Our Data

Means and standard deviations for our Means and standard deviations for our class dataclass data

For each practiceFor each practice

Self, others, totalSelf, others, total

Make the Most of Your DataMake the Most of Your Data

Look for messages in the data, not measures

Accept feedback as a gift

Trust the feedback you receive

Value the differences

Plan to use the data for action

ProcessProcess

Receive feedback reportsReceive feedback reports

Do Step 1 in your Participant’s Do Step 1 in your Participant’s WorkbookWorkbook

Share impressions with one person Share impressions with one person (both share)(both share)

Do Steps 2-7 in Workbook on your ownDo Steps 2-7 in Workbook on your own

Share & discuss feedback with one Share & discuss feedback with one personperson

How We LearnHow We Learn

From experience

By example

In formal educational settings

Jot down a few possibilities in each section (Step 8, p.23)

Leadership Development Leadership Development WorksheetWorksheet

Review example on p.26-27Review example on p.26-27

Pick one Practice for focus of attentionPick one Practice for focus of attention

Choose 1-2 behaviorsChoose 1-2 behaviors

Write measurable goalsWrite measurable goals

Select a primary learning strategySelect a primary learning strategy

Write 3-5 action steps to enact your Write 3-5 action steps to enact your strategy & achieve your goalsstrategy & achieve your goals

What are some things that will What are some things that will

make it more likely that you will make it more likely that you will

actually follow through on your actually follow through on your

written plans?written plans?

People are more likely to follow People are more likely to follow through if they:through if they:

Make free choices about their actionsMake free choices about their actions

Make those choices visible to othersMake those choices visible to others

Make those choices hard to back out ofMake those choices hard to back out of

Share briefly in your group:Share briefly in your group:

For one practice and behavior:For one practice and behavior:

– GoalsGoals

– StrategyStrategy

– Action plansAction plans

Make plans to share more completely in Make plans to share more completely in

the group via emailthe group via email

Best Learning PracticesBest Learning Practices

Tip 1. Be self-aware

Tip 2. Manage your emotions

Tip 3. Seek feedback

Tip 4. Take the initiative

Tip 5. Engage a coach

Tip 6. Set goals and make a plan

Tip 7. Practice, practice, practice!

Tip 8. Measure progress

Tip 9. Reward yourself

Tip 10. Be honest with yourself and humble with others

Make Leadership Development a Make Leadership Development a Part of Your LifePart of Your Life

Integrate this draft Leadership Development Worksheet with Myers-Briggs and other data to develop your Leadership Assessment & Development Plan (due 5/11)

Review your Plan at least once a month. Make notes about your progress. Make necessary changes to action plans.

Create new action plans to address other

leadership practices.

Think about your leadership goals &

strategies when you create your “to-do”

lists. Schedule at least one activity every

week designed to help you meet goals.

Regularly reaffirm with others your

development goals

Find ways to get feedback from others on

your progress (e.g., include a discussion

of your leadership behaviors in appropriate

sessions)

Ch. 13. Leadership is Ch. 13. Leadership is Everyone’s BusinessEveryone’s Business

Make a DifferenceMake a Difference

Believe that you can be an effective leaderBelieve that you can be an effective leader

Leaders make a difference (389)Leaders make a difference (389)

Leaders make a connection – between Leaders make a connection – between people & the present and the future (390)people & the present and the future (390)

Leaders take us to places we’ve never Leaders take us to places we’ve never been beforebeen before

… …and wouldn’t go by ourselvesand wouldn’t go by ourselves

Watch out for “catches” – any leadership Watch out for “catches” – any leadership

practice can become destructivepractice can become destructive

Even more dangerous is hubris – Even more dangerous is hubris –

becoming arrogant & pursuing selfish endsbecoming arrogant & pursuing selfish ends

The best-kept secret of successful leaders The best-kept secret of successful leaders is love:is love:

– Staying in love with leadingStaying in love with leading

– With the people who do the workWith the people who do the work

– With what the organization doesWith what the organization does

– With those who honor the organization by With those who honor the organization by using its workusing its work

Leadership is not an affair of the Leadership is not an affair of the headhead

Leadership is an affair of Leadership is an affair of the heartthe heart

Personal Best ExperiencePersonal Best Experience

Think back over your leadership Think back over your leadership

experiences & choose one you consider to experiences & choose one you consider to

be a “personal best” – a time when you be a “personal best” – a time when you

performed at your peak as a leaderperformed at your peak as a leader

For the experience you choose, ask For the experience you choose, ask

yourself the questions on the instruction yourself the questions on the instruction

sheet (Web) & take notessheet (Web) & take notes

Some Questions As You Write Your Some Questions As You Write Your Personal Best ExamplePersonal Best Example

What characterized the situation? Who was involved? Where and when did it take place? Who initiated it?

What motivated you to engage in this project? How did you challenge yourself and others?

What did you aspire to achieve? How did you build enthusiasm and excitement?

How did you involve others? How did you foster collaboration? How did you build trust and respect? How did you build the capacity to excel?

What principles and values guided you and others? How did you set an example? What structures and systems did you apply? How did you progress from one milestone to another?

How did you recognize individuals? How did you celebrate successes?

What lessons did you learn about leadership from this experience?

Each person will share a brief (2-3 min) Each person will share a brief (2-3 min)

summary next timesummary next time

This means that you select from your This means that you select from your

notes on the previous questions only a notes on the previous questions only a

fewfew main points to presentmain points to present

ExamExam

At start of next classAt start of next class

Essay questions - from K&P bookEssay questions - from K&P book

No questions on cases or exercisesNo questions on cases or exercises

70 minutes for 4 of 5 questions given70 minutes for 4 of 5 questions given

Closed-bookClosed-book

Excellent answers score higher than Excellent answers score higher than minimally satisfactory onesminimally satisfactory ones

VisualizationVisualization

VisualizationVisualizationSelf-fulfilling propheciesSelf-fulfilling prophecies

Pygmalion effect, plus or minusPygmalion effect, plus or minus

We tend to create negative imagesWe tend to create negative images

Replace with intentional, positive imagesReplace with intentional, positive images

Can help in many ways, e.g.:Can help in many ways, e.g.:– Public speakingPublic speaking– Stress reductionStress reduction– Difficult interpersonal interactionsDifficult interpersonal interactions– Health…Health…

Argue for your limitations and, sure Argue for your limitations and, sure enough, they’re yours.enough, they’re yours.

Richard BachRichard Bach

The greatest discovery of my generation is The greatest discovery of my generation is that human beings, by changing the inner that human beings, by changing the inner attitudes of their minds, can change the attitudes of their minds, can change the outer aspects of their lives.outer aspects of their lives.

William JamesWilliam James

Visualization ExerciseVisualization Exercise

Identify a specific future situation in which Identify a specific future situation in which you want to perform effectivelyyou want to perform effectively

Get very comfortable and relaxedGet very comfortable and relaxed

Visualize moving yourself through space and Visualize moving yourself through space and time to be in that future situationtime to be in that future situation

With you in that situation performing With you in that situation performing effectively and the situation playing out effectively and the situation playing out positivelypositively– Experience it, not observe or think about itExperience it, not observe or think about it– With input to all senses: sight, hear, smell, feel, tasteWith input to all senses: sight, hear, smell, feel, taste

Next SessionNext Session

MidtermMidterm

““Personal Best” presentations Personal Best” presentations (2-3 min each)(2-3 min each)