SESSION TWO
Session One Recap
Purpose of LDI Investment Reinforcement Resources Networking
Your Calling Motivate Inspire Communicate Develop
Exercises Marshmallow Challenge Three P’s Application Reading and Preparation
Your Challenge What can I give from myself during Leadership Development Institute?
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Session Two Overview
Session 2 Learning Objectives Learn to eliminate job misery Discover ways to improve team engagement Recognize and understand your leadership style Improve your overall effectiveness and adaptability Hone Emotional Intelligence skills
Thoughts:
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How to lose your best employees
“Ninety percent of adults spend half their waking lives doing things they would rather not be doing at places they would rather not be.”
Thoughts:
-Barry Schwartz, Why We Work
People have three basic needs: Relevance:
The work done matters to another person (team member, member, or supervisor/manager)
Measurement:
A yardstick used to gauge one’s own performance
Distinctiveness:
A sense of individuality
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Eliminate Job Misery Sign
NOTES
Action / plan
Use this space to jot down information about your employee.
Use this space to record your plans for eliminating anonymity from your employee’s job.
Use this space to write down thoughts about how your employee impacts others in his/her job.
Use this space to record your plans for eliminating irrelevance from your employee’s job.
Use this space to write down ideas about how your employee can assess or measure his/her contribution or performance.
Use this space to record your plans for eliminating immeasurement from your employee’s job.
Anonymity Employees who aren’t known and individually appreciated by their managers will not be
Be specific and include dates for completion.
fulfilled in their jobs.
Irrelevance Employees who don’t know how their work impacts the lives of others will not be fulfilled in their jobs.
Immeasurement Employees who can’t assess their own level of performance and success will not be fulfilled in their jobs.
The Three Signs of a MiserabJe Job by Patrick Lencioni © The Table Group, Inc. All rights reserved.
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Team Engagement
Make the connection:
During the Session 1 presentation on the Foundations of Leadership, Bob identified five essential elements of team development: Mentoring and coaching Evaluation and goal-setting Policy administration (fairness) Disciplinary action (no surprises) Understanding the individuals on the team
Engaged team members: Are interested in their work Energize people around them Are motivated‌to ________________________________ Care about the company, members, team Know how their work contributes to results Are alert and focused Enjoy what they do
70% of U.S. workers are not engaged at work 75% of people voluntarily leaving their jobs don’t quit their jobs; they quit their bosses
90% of leaders think an engagement strategy would benefit their businesses, but only 25% have an engagement strategy
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Team Engagement
Engagement Exercises On your own What are the specific things you, as a leader, can do to build engagement with‌ Your individual direct report(s)? Your team? Write down as many as you can in the next 5 minutes:
Equip
Serve
Inspire
As a group
Take fifteen minutes to discuss the individual results and try to narrow the best ideas to two or three from your group that you believe are the most effective at building engagement; After hearing all the suggestions, write down (individually) the one or two you would feel most comfortable actually doing; be prepared to share one or two takeaways.
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Team Engagement
The Six Practical Steps for any servant leader Source: Jim Autry
1. Manage for the best and not the worst. Focus on the good behaviors and good performance of the majority of your people and work to affirm them. Don’t concentrate, as most managers do, on the few people who do not want to do well and who can’t accept trust. These people will make themselves known in good time, and you’ll have ample opportunity to help them change or help them leave. In the meantime, for the sake of your good people and the atmosphere of your workplace, emphasize affirmation not prohibition.
2. Don’t engage in police work. Also called “in-box management," this style is defined as sitting at your desk, monitoring the in-box, and waiting for someone to make a mistake so you’ll have something to do. It’s about leading, NOT policing.
3. Be honest. Honesty is the single most important attribute in a leader’s relationship with employees and fellow workers. Of course, honesty is difficult, but dishonesty is weakness.
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Team Engagement 4. Trust everyone. This is even more difficult than honesty; in fact, trust is the most difficult thing of all, because most of us are conditioned to be always checking our backsides. Remember, most people want to do a good job and will do a good job if trusted to do a good job, so don’t manage for the few who don’t’ want to do a good job. Also understand that trust in and of itself provides an inner discipline for people; also, an environment of trust creates an medium in which peer pressure provides discipline for those who have difficulty accepting trust.
5. Let your first response also be the caring response. Regardless of whatever management situation presents itself, always ask yourself what the most caring response would be. There’ll be plenty of time for technical or professional or functional responses after you’ve demonstrated that you care. And if you don’t care for people, you’ll never be a servant leader and you should probably get out of management before it’s too late. Save yourself a heart attack. Save your fellow workers the grief of having to deal with you. Remember the old maxim: “People want to know how much you care before they care how much you know.”
6. Care about yourself too. The servant leader never neglects the self, because good leadership involves caring for yourself, physically, psychologically, emotionally, and spiritually. You simply can’t jumpstart other people unless your own battery is charged.
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L.E.A.D.
4 Styles of leadership DIRECTING
COACHING
PARTICIPATING
DELEGATING
TASK
High
High
Low
Low
RELATIONSHIP
Low
High
High
Low
What your response should be…
READINESS
If improving…
Low
to
High
Recognize your leadership style My leadership style is (circle one):
Directing
Coaching
Participating Delegating The effective Do it Best Corp. leader modifies his/her behavior to meet the needs of the situation The situation is the ______________________
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What Makes a Leader?
WHAT MAKES A LEADER? BY DANIEL COLEMAN “I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he won’t make a great leader.” – Daniel Goleman
Emotional Intelligence Skills: Self-awareness Knowing one’s strengths, weaknesses, drives, values, and impact on others
Empathy
Sympathy v.s.
Self-regulation Controlling or redirecting disruptive impulses and moods
Motivation
“Empathy drives connection; sympathy drives disconnection.” – Brene Brown
Relishing achievement for its own sake
Empathy
Sympathetic statements begin
Understanding other people’s emotional makeup
with the phrase _______________ ____________________________
Social Skill Building rapport with others to move them in desired directions
Empathy is: Perspective-taking Staying out of judgment Recognizing emotion
“It’s fortunate, then, that emotional intelligence Feeling with people can be learned. The process is not easy. It takes time and, most of all, commitment.” – Daniel Goleman
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Group Activity As a small group, please consider these questions: What did you get out of the article?
How will you apply these leadership principles to your team?
We will ask one person to share your collective feedback with the entire group.
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Case Study Takaways
Make the connection:
In Session 1, we learned about the Three P’s: Philosophy, Policy, and Past Practice. Consider how the Three P’s apply to today’s case studies.
My takeaways from the Emotional Intelligence case studies:
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Action Plan Take a moment to reflect on this session’s learning objectives. Consider your personal development as a leader; including, your current strengths and weaknesses. Your application assignment is to create an action plan to improve your Emotional Intelligence skills.
Step 1: Select one of the following EI skills to hone over the next 30 days. __ Self-awareness - knowing one’s strengths, weaknesses, drives, values, and impact on others __ Self-regulation – controlling or redirecting disruptive impulses and moods __ Motivation – relishing achievement for its own sake __ Empathy – understanding other people’s emotional makeup __ Social Skill – building rapport with others to move them in desired directions
Step 2: Based on your team’s needs, link the EI skill you’ve chosen to one of
the leadership principles addressed in today’s session.
__ Eliminate job misery on my team __ Improve my team’s engagement __ Improve my effectiveness and adaptability as my team’s leader
Step 3: Record the actions you plan to take in the next 30 days: Action step #1: Action step #2:
Action step #3:
Step 4: Come prepared to share your progress in Session 3.
We will begin that session by discussing each participant’s progress.
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Notes:
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