SESSION TWO
Session One Recap
Purpose of LDI Investment Reinforcement Resources Networking
Your Calling Motivate Inspire Communicate Develop
Exercises Rocket Building Three P’s Application Reading
Session Two Overview
Session 2 Overview Re-Education of Jim Collins Discussion Team Engagement Survey Social Intelligence & Inspiration L.E.A.D: Situational Leadership How to Lose Your Best Employees & the Triangle of Job Misery Monday Morning Leadership Discussion Performance Management Exercises
Thoughts:
The Re-Education of Jim Collins
“If you want to build a culture of engaged leaders and a great place to work you need to spend time thinking about three things.” – Jim Collins
SERVICE to "a cause or purpose we are passionately
dedicated to and are willing to suffer and sacrifice for."
CHALLENGE AND GROWTH, or, "What huge and audacious challenges
should we give people that will push them hard and make them grow?"
COMMUNAL SUCCESS, or, "What can we do to reinforce
the idea that we succeed only by helping each other?"
Takeaways from the article:
The Re-Education of Jim Collins
Small Group Activity
As a small group, please consider these questions: What did you get out of the article?
How will you apply these principles to your team?
We will ask one person to share your collective feedback with the entire group.
Team Engagement
Notes:
Engaged team members: • Are interested in their work • Energize people around them • Are motivated…to _______________________________________ • Care about the company, members, team • Know how their work contributes to results • Are alert and focused • Enjoy what they do
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:
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.
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 policing, NOT leading.
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.
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 yourself, physically, psychologically, emotionally, and spiritually. You simply can’t jumpstart other people unless your own battery is charged.
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…
If improving…
READINESS
Low
to
High
Recognize your leadership style My leadership style is (circle one):
Directing
Coaching
Participating
Delegating
L.E.A.D. The effective Do it Best Corp. leader modifies his/her behavior to meet the needs of the situation The situation is the _______________________
Notes:
How to lose your best employees
“The problem is straightforward. Without feedback there can be no transformative change. When we don’t talk to the people we’re leading about their strengths and opportunities for growth, they begin to question their contributions and our commitment. Disengagement follows.”
-Dr. Brene Brown, Daring Greatly
Notes:
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
Monday Morning Leadership
CHAPTER 3: Escape from Management Land People quit people before they quit companies Your team expects you to: • • • •
Hire good employees Coach every member of the team De-hire those not carrying the load Remove confusion
As a leader you’re expected to manage up; provide leadership to your boss
Ideas:
Case Studies Case Study: Middle Star George consistently meets your expectations with little supervision. He often “flies under the radar”; meaning, you can count on him to quietly go about his work and produce desired results. You sometimes wish George would be a little more vocal in your department meetings – there’s a lot that others could learn from George. Thinking about George’s overall performance, his strength is his dependability. George sometimes struggles with starting a project without a little extra guidance from you. You get the sense that this is due to some self-doubt, not a lack of initiative. All things considered, you can’t shake the feeling that George hasn’t quite reached his full potential. If you’re honest with yourself, you really can’t remember the last time you’ve provided him feedback about his strengths and opportunities. Some of this lack of coaching stems from the fact that George really does a good job. 1. What steps do you take to motivate George to reach his potential?
2. What are the individual messages or issues George should know and understand regarding his performance?
3. What lessons from Monday Morning Leadership, Three Signs of a Miserable Job, The Re-Education of Jim Collins, or L.E.A.D. can you use to lead a middle star like George?
Case Studies Case Study: Rising Star Emily is cooperative and open-minded in working with others. Members of your team repeatedly share their genuine appreciation for her can-do attitude and willingness to jump in when they need support. Your meetings with Emily reinforce her desire to be a good teammate. She is conscious of the impact her actions have on morale and the performance of the entire team. She has proven herself to be a top performer in all of her assigned tasks. She demonstrates a commitment to continuous improvement. A recent project highlighted her unique ability to understand what’s been done, analyze what needs to be done, and align her actions with department goal. Emily tends to shy away from taking calculated risks. Not unlike other rising stars, she experiences some difficulty recovering from mistakes. You’d like to see her look for more opportunities to try different things, even if there’s a chance she may not succeed. Emily has a strong desire to grow into other roles with the company. More experience should help prepare her for future opportunities, but you have concerns that she may grow impatient waiting for the right promotional opportunity. 1. What steps do you take to keep Emily engaged?
2. What are the individual messages or issues Emily should know and understand regarding her performance?
3. What lessons from Monday Morning Leadership, Three Signs of a Miserable Job, The Re-Education of Jim Collins, or L.E.A.D. can you use to lead a rising star like Emily?
Escape from Management Land Performance Level
Percentage of the Team
Superstars
30%
Middle Stars
50%
Falling Stars
20%
This is the minimum bar
Superstars & middle stars need: Recognition Reward Opportunity Challenges My takeaways from the performance management case studies:
Application Exercise 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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FOUNDATIONS OF LEADERSHIP
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