Leadership Development for Non-Managers TITLE

Transcription

1 Leadership Development for Non-Managers TITLE Melvin Holcom, Ph.D., SPHR Director, HR & Organizational Development The Biodesign SUBTITLEInstitute

2 Workshop Overview Leadership Defined What is leadership? How does leadership develop? What are the stages? Importance of Self Leadership Finding your Sweet Spot Key questions to ask yourself Charting a Path Boyatzis s Theory of Self-Directed Learning Learning Activities and experiences for developing leadership Tips for stretching your comfort zone Team Leadership How to influencing others Teaming tips

3 Leadership is NOT: A Position A Temporary Assignment A Level A Personality Trait(s)

4 So what is Leadership? The capacity and the will to rally men and women to a common purpose and the character which inspires confidence. --General Bernard Montgomery, British General of Allied Troops WWII

5 In a Word, Leadership is: I I N N F F L L U E E C N N C E E

6 Key Message The first thing to realize is that taking advantage of a leadership opportunity does not necessarily mean moving up the career ladder. --Mel Holcom

7 Stages of Leadership Strategic Operational Team Self THREE CONDITIONS COMPETENCE CLARITY COMMITMENT

8 Three Conditions Get Energized! Get Focused! Commitment Clarity Competence Leverage your Talents!

9 Three Conditions Commitment Competence Leverage your Talents! What have I learned quickly? What experiences can I draw from? What resources can I access?

10 Three Conditions Commitment Clarity Get Focused! Where do I want to go and why? What challenges do I enjoy? With whom do I travel? Competence

11 Three Conditions Get Energized! How do I nurture my emotional self? Can you envision yourself in a role? What s holding me back? Commitment Competence

12 Find Your Sweet Spot Ask yourself: What have I learned quickly? What experiences can I draw from? What resources can I access? Where do I want to go and why? What challenges do I enjoy? With whom do I travel? How do I nurture my emotional self? What s holding me back?

13 How Many US employees have found their Sweet Spot? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Gallup US Towers Perrin US Sweet Spot Neutral Bitter

14 So What s holding you back?

15 Chart a Path Leadership cannot really be taught. It can only be learned. Harold S. Geneen, American Businessman

16 Boyatzis s Theory of Self-Directed Learning Practicing the new behavior building through to mastery 4. Experimenting with new behavior, thoughts, and feelings 1. My ideal self Who do I want to be? 5. Developing trusting relationships that help, support and encourage each step in the process 3. My learning agenda Building on my strengths while reducing gaps 2. My real self Who am I? My Strengths Where my ideal and real self overlap My Gaps Where my ideal and real self differ

17 Learning Activities Types of Learning Activities: Classroom, Workshops, Books, E-learning Instruction or Coaching EXPERIENCE doing things! 20% 70% 10% Goal: Blended Learning

18 Experience Builders Establish self-direction/motivation to perform Master an existing process Improve a process Look for messes to clean up Step up to train or assist a coworker Study and know your organization Assume an informal leader role Own it! Coordinate it! Make it happen! Volunteer to lead a project Volunteer in the community

19 So What s holding you back?

20 Key Message To fail to attempt is far worst than attempting and failing. --Mel Holcom

21 Stretch Your Comfort Zone Be self-assured FEAR IS THE ENEMY OF LEADERSHIP! Envision yourself in a new leadership role Look the part Make a list of ten things you hate to do, but know would help your/other s performance, then do them Do IT Now! Always start from a position of Character

22 Stages of Leadership Strategic Operational Team Self THREE CONDITIONS COMPETENCE CLARITY COMMITMENT

23 Team Leadership = Influencing Others How to Win Friends & Influence People --Dale Carnegie, 1936 (74 years in print)

24 Teambuilding Build Purpose: Who are you as a team? Definition: What do you do? Evaluate strengths and weaknesses Insist on a clear team goals and a plan Clarify roles and ways of mutually supporting one another Develop appropriate teaming practices Stress good team decision-making and conflict resolution

25 Team Leadership Understand other s perspectives and agendas Make your perspective known; ask for support Ensure your own perspective addresses other people s needs and interests Be proactive, build influence before you need it Embrace constructive conflict (differences of opinion); quickly resolve destructive conflict When you need to compromise prepare by classifying issues: can drop, nice to have, must have

26 Why are you doing it? It is amazing what can be accomplished when you don t care who gets the credit. John Wooden, Legendary Basketball Coach

27 Teaming Tips Manage yourself model being a team player Emphasize, evaluate, reward working as a team Seek input on decisions affecting others - use it Praise publically, correct privately Credit others when praise is thrown your way Focus on the positives in your teammates and their negatives will begin to fade

28 Thank you for your participation!