Today s Presenters. Fast Track to Leadership Development. Lael Good The Ken Blanchard Companies. Dr. Joseph Reed Organizational Consultant

Transcription

1 Fast Track to Leadership Development Understanding What Makes Them Tick Lael Good The Ken Blanchard Companies Dr. Joseph Reed Organizational Consultant Michael Segovia Certification Trainer for CPP s MBTI Certification Program Today s Presenters Lael Good The Ken Blanchard Companies Dr. Joseph Reed Organizational Consultant Michael Segovia Certification Trainer for CPP s MBTI Certification Program 1

2 Getting Things Done Managers need to get things done through other people What s Required? ME = (TS + QT + IM) X MS Management Effectiveness Technical Skill Quality Of Thinking Interpersonal Mastery Mindset Situational Leadership II A framework for managing and growing direct reports Is highly intuitive Focuses on three skills that the manager uses To diagnose what somebody needs on a particular goal or task. To flexibly change their leadership style, depending upon the needs of that individual on the goal or task. To partner for performance. Managers become more trusted, more credible and more helpful. They will gain improved skills in diagnosing the needs of their staff, become more flexible and adaptable in giving direction and support and become better at developing and sustaining a partnering relationship that is candid, open, and practical. 2

3 The Four Leadership Styles Why is the MBTI Assessment so useful Helps people understand: Where they get their energy How they take in information How they make decisions Their orientation to the outside world (how they organize their world) 3

4 Characteristics of Personality Type E Extraversion Preference for drawing energy from the outside world of people, activities, and things Energy Direction Introversion Preference for drawing energy from one s internal world of ideas, emotions, and impressions I S Sensing Preference for taking in information through the five senses and noticing what is actual Gathering Information intuiting Preference for taking in information through a sixth sense and noting what might be N T Thinking Preference for organizing and structuring information to decide in a logical, objective way Decision Making Feeling Preference for organizing and structuring information to decide in a personal, values-oriented way F J Judging Preference for living a planned and organized life Approach to Life Perceiving Preference for living a spontaneous and flexible life P The Myers-Briggs Type Indicator (MBTI ) Assessment The most widely used personality tool in the world. Transcends all kinds of industries and cultures Is taken by approximately 2.5 million people globally each year Is based on the work of Carl Jung First version was created in 1943 and is continuously updated with the collection of new data to remain current 4

5 Is SLII and MBTI the same thing? NO! However, their use is highly effective when used together. How Are They Complimentary? How people approach the very same task will vary based on their natural preferences from their respective personality types, as well as their development level. If a leader understands someone s personality type and their development level, they can bridge those two and have more effective conversations with people based on their specific needs and how a manager can approach those needs. 5

6 The Development Process 1. Diagnosis What people need 2. Flexibility The leader s ability to use a different leadership style/different behaviors depending on what somebody s competence or commitment is for a particular task 3. Partnering The day-to-day interactions between managers and direct reports Working with vs. to The Leadership Bridge 6

7 Getting started a simple approach Personality type can be explored also by focusing on what are called the mental functions the middle letters of every type. For example ESFJ - SF s are often called the customer service people ESTJ - ST s are often called the bottom line people Linking the Temperament Lens with Type Linking four temperament types with the MBTI Assessment The temperaments are another way to explore personality that represent the patterns and themes that are important to people in terms of getting their needs met. There are nicknames for those temperaments that link with what you would find in the CPP Introduction to Type booklet. For example The SP mavericks The SJ preservers The NT strategists The NF energizers. 7

8 Extraversion, Introversion and the Dominant Function The dominant function represents the favorite function of each personality type The dominant function will be either S or N (Perceiving) or T or F (judging) for each type. Also, the dominant function will be Extraverted or Introverted depending on whether the four- letter type starts with E or I The MBTI Assessment, Temperament and SLII Bringing it Home to Management Management is about getting things done through and with other people. You can t treat every situation the same You can t treat every person the same You CAN learn to flex so that you can be more effective with the people who follow you and fast track their development through the learning curve 8

9 Management and Our Global Reality Working across cultures on a day to day basis How do you find the common ground? Situational Leadership II and the MBTI assessment can be extremely beneficial tools Type is type regardless of culture, though the expression of type can be affected by culture Flexible leader behaviors are universal Bridging MBTI Assessment, temperament with Situational Leadership II A process that managers can replicate with their direct reports: 1. Identify the goal what you want them to get done 2. Identify their level of competence and commitment to achieving the goal 3. Identify someone s type by having them take the MBTI assessment and verify their type then you can deduce their temperament. 9

10 Creating the Bridge 4. Take a look at yourself and recognize the possible biases based on your personality type Where might you connect or disconnect with somebody who you are leading. perhaps somebody who is your direct opposite Customize your leadership style and approach to meet both the employees development level and type needs? How? percent is about communication and the words you ll use. It s about the approach you ll take. It s about the how, much more than it is about the what. Take the NEW Leadership Bridge seminar at AMA The Leadership Bridge 10

11 Getting Started Become certified to use the MBTI assessment Learn more about Situational Leadership II through public or certified trainer workshops Take the new Bridge course to leverage them both An Illustration Different Types in Action 11

12 The AMA Solution: Bridging the Myers-Briggs Type Indicator (MBTI ), Temperament, and Situational Leadership II Seminar #8596 Discover opportunities for bridging effective leadership actions with the temperament needs of team members Be able to employ leadership style and temperament to positively impact employee or work-team performance Diagnose strengths and blind spots according to personality type Set more appropriate performance goals and keep peak performers from regressing Use Promo Code: LDP8 for $100 Discount (you must register before March 2, 2012) or Webcasts Feb 8: Recruiting, Managing, and Retaining Veterans Feb 15: Career-Crushing Business Myths and How to Overcome them Feb 22: Leadership Presence: How to Build Personal Influence in Your Organization Mar 14: The Progress Principle Mar 21: Mind Matters! Getting Results Through Psychology Mar 28: Identity: Your Passport to Success Apr 4: Identity: Cultivating Leadership in Today s Students For details and FREE registration, visit 12

13 Webinars Difficult Performance Reviews February 9 Ways to deliver corrective feedback that inspires, motivates, and gets results Create the appropriate verbal and written record to insulate your organization from potential legal liability How to achieve an outcome whereby your employee leaves with a sense of fairness and commitment. How to Be a Successful Manager as an Introvert February 23 How to use your quiet strengths at listening, reading, writing, researching, and building oneon-one relationships to your advantage Ways to express yourself more confidently verbally and nonverbally at meetings and presentations Strategies for conserving your energy for face time that counts For details and registration, visit: Daily Round-up: The hottest story of the day picked and commented by our editorial staff. High Gear: Weekly blog describing important issues, innovations and new developments in business. Leader Board: Monthly articles written by noted thought leaders. Visit: 13

14 Questions? 14