SESSION THREE
2 | Program Review
Triangle of Job Misery Engagement L.E.A.D. Emotional Intelligence Skills
Warm-up exercise:
Make the connection: Building on previous sessions.
Session 1 Foundations of Leadership 3 P’s
Session 2 L.E.A.D. Self Assessment Team engagement and E I Skills
Session 3 Skills Exercises Performance management
Learning Objectives | 3
Learning Objectives Identify opportunities to improve performance management Practice proactive performance management Apply leadership strategies, skills, and principles in a business breakthrough exercise: Consider real issues Collaborate to reach a conclusion Advocate your team’s position
Thoughts:
4 | Performance Management CARLY FIORINA • CEO Hewlitt Packard from 1999-2005 • Chairman of the Fiorina Foundation • Global Envoy for Lance Armstrong’s LIVESTRONG organization • Chair of The One Woman Initiative Fund for Women’s Empowerment & founding partner with The African Leadership Academy
BILL HYBELS • Founding and Senior Pastor of Willow Creek Community Church • Best-selling author of over 20 books; including, Courageous Leadership and The Volunteer Revolution
PATRICK LENCIONI • CEO and Founder of the Table Group • Best-selling author of 10 books; including, The Three Signs of a Miserable Job and Five Dysfunctions of a Team
DR. HENRY CLOUD • Clinical Psychologist, Leadership Expert • Best-selling author of many leadership books; including, Boundaries for Leaders and 9 Things a Leader Must Do
DR. DAVID IRELAND • Founder and Senior Pastor of Christ Church • Leadership Coach for over 25 years • Diversity Consultant to National Basketball Association • Adjunct Professor at Drew University
Performance Management | 5 “Don’t ever hold back the message” – Patrick Lencioni
“Don’t hire someone that you can’t fire “ – Dr. Henry Cloud
“Take your time to fire, but as soon as you see something is wrong, begin the conversation. A firing should never be a surprise” – Carly Fiorina
“The most important gift you can give someone is
candor – Carly Fiorina
”
“Use a system that makes it
extremely clear
what a person’s performance level is” – Bill Hybels
“Jack Welch said ‘The kindest form of management is the truth.’
We twist that into; ‘The kindest form of management is avoidance.’ ” – Bill Hybels
Write down one or two things from the video that tie into LDi learning objectives.
What do you already do?
What surprised you?
What did you hear that is a part of our culture?
6 | Performance Management Performance Management Model
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People Leadership
D B E V E
LD E N T UI PM LO ANS
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Performance Management | 7 Coach every team member to become better
Make the connection:
In Session 2, we learned about a leader’s function.
“The first rule of inspiration is this: it all starts with you. You need to be motivated. You need to be inspired.” – Dan Starr
My takeaways from the business breakthrough exercise
8 | Personal History Exercise Personal History Exercise
First, work to identify key moments from your childhood, adolescence, and adulthood that have influenced who you are today. If you get stuck identifying key moments, some questions are provided to help you get started. Then, work to complete the questions about your mentor on the back of this form. Where did you grow up? Did you have one childhood home or did you move around
Childhood a bit? How many siblings do you have and where do you fall in that order? What was your happiest memory as a child? Your biggest disappointment?
Adolescence What activities did you participate in? (Sports, dance, music, arts, etc.) What did you like/dislike about high school?
you attend college? Adulthood Did Did your parents influence your choice of career? How so?
Personal History Exercise | 9 Who would you identify as a key role model or mentor in your life? Why?
What attributes of your role model/mentor have influenced your leadership style?
How have all these experiences impacted both your personal and professional lives?
10 | The Five Dysfunctions of a Team The Five Dysfunctions of a Team - Reader’s Guide Consider these questions as you read 1. What is vulnerability-based trust and why is it so important to the team?
2. On your current/past team, have all team members been aware of the team standards - both formal and informal? Why are they important? Please refer to page 10.
3. What can teams do differently to make sure they are goal enforced?
The Five Dysfunctions of a Team | 11
4. What was the problem with Mikey? How can one person throw off an entire executive team?
5. What characteristics does Kathryn possess that make her such a great manager? Is she perfect?
STATUS & EGO RESULTS INATTENTION TO
AVOIDANCE OF
ACCOUNTABILITY LACK OF
COMMITMENT FEAR OF
CONFLICT ABSENCE OF
TRUST
LOW STANDARDS AMBIGUITY ARTIFICIAL HARMONY INVULNERABILITY
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