Leadership by Design

Leadership by

Listening, Learning, Leading

Design Southern Area Leadership Summit October 9-11, 2014 Greenville, SC

Listening, Learning, Leading

Links Pledge and Song Link Selma Robinson-Ayers St. Petersburg (FL)

Listening, Learning, Leading

Linkspiration Link Nancy Shade Anderson 15th Southern Area Director

Listening, Learning, Leading

Welcome Link Eneid A. Francis 18th Southern Area Director

Conference Overview/Theme

Leadership by

Design

Listening, Learning, Leading

Themes First day Southern Area Links: Agents of Change

Second day Leadership for Stronger Chapters: Supporting New, Continuing and Alumna Members

What are the basic responsibilities of a leader?

Listening

What are the basic responsibilities of a leader?

Learning

What are the basic responsibilities of a leader?

Leading

Outcomes As a result of this 2-day leadership conference participating Links will: 1. utilize an assessment inventory that assesses preferred style in approaching change and dealing with situations involving change 2. examine strategies for navigating the “wilderness” of change and transition 3. gain skill in conducting crucial conversations with Chapter members and others that will strengthen chapter relationships, operations, and community impact 4. explore steps for becoming a more effective influencer 5. collect ideas and strategies to add to your own “leadership toolkit” to increase overall Chapter and meeting effectiveness 6. gain organizational effectiveness tools for enhancing the chapter experience, enriching members relations, and building cultures of friendship 7. create 1-2 goals as part of a person development action plan around Chapter/Area leadership

15 minutes

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™

Change Style Indicator (CSI) Developed by: W. Christopher Musselwhite and Robyn P. Ingram ©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

Change Style Indicator™ The CSI is a continuum-based model divided into three styles: CONSERVER PRAGMATIST ORIGINATOR

Change Style Continuum ©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

Where do you See Yourself?

Change Style Continuum CONSERVER

66

Š1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

PRAGMATIST

13

0

13

ORIGINATOR

66

What Does the CSI Measure?

The Change Style Indicator™ measures individual style in approaching change and situations involving change.

Š1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

Some Facts About Change Styles 

Style reflects aspects of personality or neurological preferences - like right or left handedness



Scores do not indicate effectiveness at utilizing a preferred style



There is no right or wrong, “better” or “worse,” style

©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

Understanding your score will help you to: 

Manage your response to change



Recognize and appreciate the contributions that each change style offers



Increase productivity through effective responses to change style differences

©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

CONSERVERS Style Characteristics 

Appear disciplined, precise, methodical and cautious



Prefer solutions that are tested and proven



Accept conventional assumptions



Enjoy predictability



May confuse the means with the end

©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

ORIGINATORS Style Characteristics 

Appear undisciplined, disorganized, abstract and spontaneous



Prefer quick and expansive change



Challenge assumptions



Enjoy risks



May treat accepted policies and procedures with little regard

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Provide future-oriented insights and vision for the organization

PRAGMATISTS Style Characteristics 

Appear practical, agreeable and flexible



Are more focused on results than the process utilized



Serve as mediators



See both sides of an argument



May take a middle-of-the-road approach

©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

Conservers see Originators as: 

Alive with new ideas, projects & activities



Key to future organizational success



Catalysts for change & risk taking



Interesting and never dull or boring



Disrespectful of tradition and history

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Potentially disruptive and generating turbulence in the workplace

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Insensitive to the feelings of others

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Wanting change for the sake of change

Conservers and Originators see Pragmatists as: 

Encouraging of cooperation and compromise in order to solve problems



Realistic and practical



Draw people together around a common purpose or goal



Mediating



At times indecisive and undirected



Noncommittal and easily influenced

©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

Originators see Conservers as: 

A key element of organizational stability



A good balance when sounding their ideas



Reliable; attentive to detail & follow through



Sometimes being too dogmatic

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Hesitant to share new ideas

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Compliant to authority

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Stuck within the system

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Defenders of the status quo

Change vs Transition

Change Transition

Change and Transition

Change is “Situational”

Transition is “Psychological”

• New National • The process President people go • New Chapter Officers through to come • New Membership to terms with the Intake new situation • New By-laws Change

Change and Transition

Change • Understood as a beginning or new start • Usually happens quickly • Experienced externally and visibly (changing jobs, marriage, new officers, new home, new Chapter meeting location, loss of loved one, etc.)

Change and Transition

Transition • Understood in terms of endings — begins with leaving something behind, letting go, etc.

• Takes more time • Experienced internally (might be invisible or hard to observe in others)

The Experience of Transition

Ending

Neutral Zone

Beginning

Key Issue: Letting go of what was

Key Issue: Finding clarity amid the confusion

Key Issue: Managing the ambivalence of starting something new

Ending

Neutral Zone Beginning

Undermining Organizational Change “Nothing so undermines organizational change as the failure to think through who will have to let go of what when change occurs.�

William Bridges

Tips to “Clean Endings” • Define what is or what is not over.

• Identify what you are losing.

• Seek information — don’t sit back.

• Take a piece with you.

• Mark the ending.

• Expect and accept your own feelings.

• Try to find out what you may be gaining.

Navigating Through the “Neutral Zone” • Accept it.

• Expect to be untethered, doubtful, and stressed-out.

• Set short-term goals for yourself.

• Don’t expect to be perfect.

• Don’t expect it from others.

Navigating Through the “Neutral Zone” • • • • • •

Listen to how you describe the situation.

Can you find helpful language?

Get together with others.

Balance complaining with problem solving.

Take stock.

Are there hidden opportunities with the confusion?

Beginnings — Not As Easy As It Seems • Maybe the new way really won’t work out.

• Triggers memories of other beginnings.

• No more “hiding” in the neutral zone.

• Something really ended — “uh oh.”

Change Survival Kit Leading Oneself Through Change Objectives • Understand the difference between change and transition and grasp the implications between the two. • Find ways to help yourself feel more grounded as you move through change.

Transition • Identify a change you are currently experiencing in your Chapter.

• As you consider this change, try to list: – what is changing, and – what isn’t changing.

• What can you do best to manage the “endings”, the “neutral zone, and the “new beginnings?”

Enjoy your lunch!

Welcome back!

“Effective Change Through the Power of Friendship and Service”

Crucial Conversations

Crucial Conversation a discussion between two or more people where (1) stakes are high (2) opinions vary (3) emotions run strong These conversations–when handled poorly or ignored–cause teams and organizations to get less-than-desirable results.

How do you handle crucial conversations?

• We can avoid them • We can face them and handle them poorly • We can face them and handle them well

Exercise

Case Studies Case #1 Insolent Daughter of a Link Melanie---Was inducted 2 years ago. Mother is a charter member. Only attended 2 meetings last year. 48 hours documentation is suspect. Doesn’t serve on a committee or make any time commitment to the Chapter. Did not sell her quota of tickets for the Chapter fundraiser. Has three young children. New members inducted with her are following her example.

Case #2 Absent President Judith---President was elected year ago by 1 vote. Held one executive board meeting last year. Has not followed up and ensured the Chapter is in compliance with by-laws, program report and other requirements. Proposed no fundraisers. Is a dictator at meetings. Chapter members are complaining and disengaged.

Case #3 Disruptive/bullying member Deidre---Disrupts chapter meetings by being defensive and argumentative. Bullies others who do not agree with her. Prolongs meetings because she has to have the last word and is always right. Files frivolous ethics charges against chapter members. Some members avoid meeting because of her. Frequently gossips about chapter members.

Steps for creating an effective dialogue

STEP ONE: Get focused with a heart check. Skilled people begin high-risk discussions with the right motives, they know what they want and they stay focused. Clearly define the issue and ask yourself these questions: a. b. c. d.

What do I really want for myself?

What do I really want for our Chapter?

What do I really want for the relationship with my Link sister?

How would I behave if I really wanted these results?

STEP TWO Decide on the players a. b. c.

Who needs to lead the conversation?

Who needs to be present?

Does the situation require Executive Board action?

STEP THREE

Craft your strategy for entering into dialogue.

AMPP — Ask, Mirror, Paraphrase and Prime

STEP FOUR

Make It Safe What is your style under stress?

Silence or Violence?

STEP FIVE: STATE 1. Share your facts 2. Tell your story 3. Ask to learn the other person’s perspective 4. Talk tentatively 5. Encourage testing

Step Six: Learn to Look

How to notice when safety is at risk: When others move to silence (withdrawing, masking, avoiding) or violence (controlling, labeling, verbal attacking), these are signs that others don't feel safe.

Move to Action

Make assignments and put decision into action Who? Does what?

By when?

How will you follow up?

Exercise Table reports on your crucial conversations

Influence and Leading Change

Leadership is Influence Leadership calls for changing people’s behavior.

Influencers are those leaders who understand how to create rapid, profound, and sustainable behavior change.

Influence and Leading Change Three Keys to Influence Influencers do 3 things better than others: • Clearer about the results they want to achieve and how they will measure them • Focus on a small number of vital behaviors that will help them achieve those results • Overdetermine change by amassing 6 sources of influences that both motivate and enable vital behaviors

Influence and Leading Change Help Them Love What They Hate (Personal Motivation) Influencers help people change how they feel about vital behaviors by connecting them with human consequences both through direct experience and through potent stories.

Influence and Leading Change

Personal Motivation • • • • • •

Allow for choice Encourage first-hand experience Invite people to “just try it” Tell meaningful stories Make it a game – make it fun Recognize and affirm people’s values

Influence and Leading Change Help Them Do What They Can’t (Personal Ability)

New behavior requires new skills. Overinvest in helping people learn how to master skills and emotions.

Influence and Leading Change Personal Ability • Sometimes it’s a will issue but sometimes it’s a skill issue • Break mastery into mini-goals • Provide immediate feedback • Prepare for setbacks – build resilience • Build emotional skills

Influence and Leading Change Provide Encouragement (Social Motivation)

Harness the power of social influence by engaging leaders and opinion leaders in encouraging vital behaviors

Influence and Leading Change Social Motivation • Get support from formal leaders and opinion leaders • Give personal and emotional support • Listen to others concerns and issues • Acknowledge effort, accomplishments, and abilities and express appreciation • Talk the talk and walk the walk • Discuss the undiscussables

Influence and Leading Change

Provide Assistance (Social Ability)

People need more than just encouragement; they often need help in order to change how they act during crucial moments

Influence and Leading Change Social Ability • Be mindful of acceptance and inclusion – not feeling like being an “outsider” among insiders • Build social capital – getting assistance from others • Acknowledging that rarely does any one of us have all that is required to succeed with the complex tasks we face every day

Influence and Leading Change

Change Their Economy (Structural Motivation)

Modestly and intelligently reward early successes.

Punish only when necessary. Be judicious about using incentives.

Influence and Leading Change Structural Motivation • Let people have ownership • Provide visibility and recognition • Be careful in use of extrinsic rewards - use incentives wisely • Reward behaviors – not just results • Hold others accountable but be judicious about the use of punishment

Leadership Application

Create a mind map with the central idea “Applying the information I’ve learned today”

https://www.youtube.com/watch?v=MlabrWv25qQ

See you tomorrow morning