some drivers for success krista ciccozzi [email protected] 404-946-4154
TRANSCRIPT
LEADERSHIP VS. MANAGEMENT
Leadership : creating environments that influence others to achieve group goals. “People support a world they help create.”
Management: creation and implementation of the process and the monitoring of results. “People support a process that helps them succeed.”
LEADERSHIP VS. MANAGEMENT
Leadership Managing Conflict and
Change Making Decisions Building Cooperation Recognizing Human
Potential Communication to Lead Developing Personal
Leadership
Management Coaching and Appraisals Delegation Performance Process Planning Process Innovation Process Develop Organizational
Leadership
LEADERSHIP: THE “B” VITAMINS
Be Self-Directed Build People Skills Build Process Skills Be a Good Communicator Be Accountable (And Hold Others
Accuntable)
BE SELF-DIRECTED
Leaders Create Leaders Leadership Vitamins- Leadership Experiences.do
cx Personal Leadership Vision Quadrant Time
PERSONAL LEADERSHIP VISION
“I will vigorously pursue, fulfill and actualize my calling to be a transformative leader. Via accomplishment of the latter I will live a mentally, emotionally, and physically viable life which will positively impact my professional colleagues and peers, and my organization, place of business, company, and /or corporation. I will realize unlimited and incomprehensible success in all of my endeavors and pursuits by adopting and practicing the principles of exemplary leadership.”
QUADRANT TIME: YOU MUST BE SELF-DIRECTED TO MANAGE YOUR TIME
“Time is the scarcest resource, and unless it is managed, nothing else can be managed.” -Peter Drucker
BUILD PEOPLE SKILLS
Leaders Build Relationships of Trust and Respect
Recognition and Appreciation
BUILDING RELATIONSHIPS OF TRUST AND RESPECT
Delve into WHO a person is Elicit commitment vs. compliance The “Innerview”
THE “INNERVIEW”
Factual Questions Where did you grow up? Tell me about your family? What do you do for recreation
Causative Questions Why did you pick that college? How did you come to work for this company? How did you get involved with that hobby?
Value-based Questions Tell me about a person who had a major impact on your
life If you had it to do all over again, what, if anything would
you do differently?
YOUR TURN!
Factual Questions Where did you grow up? Tell me about your family? What do you do for recreation
Causative Questions Why did you pick that college? How did you come to work for this company? How did you get involved with that hobby?
Value-based Questions Tell me about a person who had a major impact on your
life If you had it to do all over again, what, if anything would
you do differently?
RECOGNITION AND APPRECIATION
Manipulation
Doing this out of a sense of compliance
Negative Sneaky Fair Obligation
Motivation
Getting people to do things on their own- being self-driven
Positive Reason/Purpose Desire
RECOGNITION AND APPRECIATION
What do Employees Really Want? To be treated with uncompromising truth To be trusted by peers To mentor and be mentored unselfishly To be receptive to new ideas, regardless of origin To be able to take risks for the organization’s sake To be given credit where due To behave ethically To consider the interests of others before one’s
own interests
RECOGNITION AND APPRECIATION
Say “Thank You!” Ask Employees What They Want
RECOGNITION AND APPRECIATION
Things Accomplishment
s Personality
Traits
What I like (TAP) “The reason I
say that is…” Ask a question
TAP FormulaUse with managers, peers, and direct reports
BUILD PROCESS SKILLS
Leaders know that people will support a world they help create
Planning Process
PLANNING PROCESS
8- Step Planning Process
1. Should Be
2. As Is
3. Goals
4. Action Steps
5. Cost
6. Timetables
7. Implementation
8. Follow -up
“One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont
PLANNING PROCESS
8- Step Planning Process
1. Should Be- Create a Picture of what you want the outcome to be and how others will benefit
PLANNING PROCESS
8- Step Planning Process
1. Should Be
2. As Is- Reality of the current situation. What factors may help or hinder efforts
“One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont
PLANNING PROCESS
8- Step Planning Process
1. Should Be
2. As Is
3. Goals- Define and set goals. This helps people become result oriented rather than task- oriented
“One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont
PLANNING PROCESS
8- Step Planning Process
1. Should Be
2. As Is
3. Goals
4. Action Steps- Work out action plan. Involve team members so everyone will clearly understand who will do each part of each job and how the parts tie together.
PLANNING PROCESS
8- Step Planning Process
1. Should Be
2. As Is
3. Goals
4. Action Steps
5. Cost- Estimate the cost of the plan.
PLANNING PROCESS
8- Step Planning Process
1. Should Be
2. As Is
3. Goals
4. Action Steps
5. Cost
6. Timetables- Set deadlines and communicate them.
PLANNING PROCESS
8- Step Planning Process1. Should Be2. As Is3. Goals4. Action Steps5. Cost6. Timetables7. Implementation- Everyone understands their part
in the total undertaking, commit to the achievement of the results and act in a unified concerted manner to put the plan into effect.
PLANNING PROCESS8- Step Planning Process
1. Should Be
2. As Is
3. Goals
4. Action Steps
5. Cost
6. Timetables
7. Implementation
8. Follow –up- Maintain effective performance measurement systems that show deviations from expected results and putting corrective action into place.
PLANNING PROCESS
1. Should Be
2. As Is
3. Goals
4. Action Steps
5. Cost
6. Timetables
7. Implementation
8. Follow -up
25%
25%
25%
25%
COMMUNICATION SKILLS
Leaders Create Opportunities to Listen and Learn
Interactive Communication LADDER Delegation Process
INTERACTIVE COMMUNICATION
Message Sent to Receiver Receiver Responds Providing
Information that Allows Sender to Evaluate Level of Understanding
Sender Formulates Response
COMMUNICATION SKILLS
Look at the other person Ask questions Don’t Interrupt Don’t Change the Subject Express Emotion with Control Respond Appropriately
DELEGATION PROCESS
1. Identify the Need
2. Select the Person
3. Plan the Delegation
4. Hold a Delegation Meeting
5. Create a Plan of Action
6. Review the Plan
7. Implement the Plan
8. Follow Up
ACCOUNTABILITY
Leaders Provide Direction and Manage Change
Follow Up Process Holding People Accountable Managing Conflict
ACCOUNTABILITY
Talk About Your Own Mistakes Be an Example Call Attention to People’s Mistakes Indirectly
FOLLOW UP PROCESS
The Process
Owners of the
Process
Users of the
Process
HOLDING PEOPLE ACCOUNTABLE
Take it Back Put in Limbo Establish Accountability
HOLDING PEOPLE ACCOUNTABLE
Take it Back• Let me think about• I’ll let you know when• Leave it here, I’ll• I’ll check with • I’ll draft up• After I finish
• This phrasing negates the delegation. Assignment remains with you. No progress until you do something
HOLDING PEOPLE ACCOUNTABLE
Put in Limbo• Send me a memo and• Why don’t you check with • Draft up a proposal and• See me later about• Let me know if I can help• We’ll have to do something
• This phrasing progress is slowed. Decisions are delayed. Delegation is partially completed
HOLDING PEOPLE ACCOUNTABLE
Establish Accountability• I know you can do • I’m counting on you to• I gave it to you because• What are you going to do• What’s your plan for• I know you will get it done
• This phrasing is clear that delegation has shifted. The delegation is complete. Progress is much more likely
MANAGING CONFLICT
Build Rapport Relate to the Situation Communicate “Dialoguing”
A FEW MORE VITAMINS
CONCLUSION
Continue your journey and share your successes with others!
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Questions?