Transcription

1 Leadership Development Training for Team Leaders Mike Voight, Ph.D., CC-AASP Team-Leadership Consultant

2 Presentation Objectives Connections between leading and winning Defining leadership (situation-specific) specific) Improve the on-team leadership skills of your players Learn to merge best motivational and leadership practices into your own coaching philosophy so that you can become primary mentors of leadership development Reinforce on-team leadership as a dominant part of the team culture

3 Presentation Objectives (cont.) Team Leadership Process integrated into team vision, team standards, & individual player capacities Specific description of team leadership roles and responsibilities, strategies that team leader-athletes athletes can use while they lead, and guidance for leader- athletes who confront serious team issues. Learning about sport assists athletes throughout their sport careers; however, learning about leadership will help athletes for a lifetime. Share one sample of a Leadership Development Program that I ve used with top collegiate teams if you can use it, go for it!

4 I. Leadership 101 Definitions Quotes Examples/Models Valuing Leadership Benefits of Leadership Manager or Leader? Managers control and problem solve to ensure the plan is enacted, while leaders motivate and inspire staffs to keep moving in the right direction despite the obstacles Dr. Kotter (HBR)

5 Leadership Quotes There are no hereditary strata in leading. They re not born; they re made. There has to be an inclination, a commitment, a willingness to command. Vince Lombardi, NFL Green Bay Packers Leadership is getting people to do what they don t want to do, to achieve what they want to achieve. - Tom Landry, NFL Dallas Cowboys Many of the world s greatest leaders demonstrated relatively little aptitude for leadership in their youth, but instead learned this esoteric art through study, apprenticeship and practice. - Steven B. Sample, former president of the University of Southern California

6 Leadership Defined "Leadership is like gravity. You know it's there, you know it exists, but how do you define it?" - Former San Francisco 49er Tight End, Dr. Jamie Williams Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.

7 Leadership Defined (cont.) The Army has further defined influence as: a means of getting people to do what you want them to do. It is the means or method to achieve two ends: operating and improving. But there is more to influencing than simply passing along orders. The example you set is just as important as the words you speak. And you set an example good or bad with every action you take and word you utter, on or off duty. Through your words and example, you must communicate purpose, direction, and motivation.

8 Valuing Leadership Pat Williams, executive with the NBA s Orlando Magic and father of nineteen children, states that the number one desire of every parent, teacher, coach, pastor and youth worker is to help the youth of today become leaders. A professor of management was quoted in his book as saying If today s kids do not become leaders, where does society go?

9 Valuing Leadership It feels good to be a leader... and there are great rewards for being a good leader. Those rewards include a sense of satisfaction and a feeling that what you are doing is meaningful and significant. S Gilbert, JU football Young people need to understand that the rewards of leadership far outweigh the rewards of following and that parents and coaches need to help them see that there are few things in life more exciting and uplifting than leadership the challenge of determining their own destiny and even the destiny of their entire team or organization. S Morrison, AD Cal St Riverside Donna Lopiano (WSF) believes that everyone should be given the chance to captain because they are rewarded with increased self esteem and confidence, along with improved basic people skills, organizational skills, and communication skills.

10 Benefits of Improved Team Leadership Team organization Team connections Locker room climate Practice/game leadership Go-To s Lead by example Competitive tone Challenge teammates Improve team/teammate play Problem solving/organizing Winning??

11 I. Leadership IQ Leadership IQ = Leadership Intelligence Quotient = Leadership Intelligence Quotient knowing about leadership theory, practice, and application Theories/Studies of Leadership: - Trait versus Behavioral - Transactional versus Transformational - Multidimensional Model for Sport - Energy Management (Loehr) - Strengths-Based Leadership (Rath, Conchie) - Four Components of Leadership (Martens) - Voight s Model = 8 factors

12 Lship IQ: Strengths-Based Psychology-Leadership 34 StrengthsFinder themes naturally cluster into these 4 domains of leadership strength:

13 Strengths-Based Psychology-Leadership For a team- best to have a representation in all domains Most cohesive & successful teams possessed broader grouping of strengths Individual leader who tries to do everything (falls short) or individuals who all have similar strengths (organization falls short) While 2 leaders may have identical expectations, the way they reach their goals is always dependent on the unique arrangement of their strengths (Rath & Conchie, 2008)

14 Strengths-Based Psychology-Leadership: A GOLDEN MOMENT I m not looking for the best players Craig, I m looking for the right ones. Everyone of those boys was chosen for a specific reason Now I know best what I need to compete & the team I ve chosen is it! Herb Brooks Herb Brooks Miracle 1980 Gold

15 MV s Leadership Model

16 MV s Model Components Leadership 101 = value; defined; personal/team I. Leadership IQ = theory and research II. Leadership EQ = emotional intelligence III. Leadership LSQ = styles IV. Leadership LQ 3 = talents, techniques, tactics V. Organization OQ = organizational dynamics/team building VI. Situational Lship VII. Followership = level, sport = talents, techniques VIII. Development LDP = leader development program

17 II. Leadership EQ EMOTIONAL IQ: Emotional Intelligence Leadership Emotional Quotient, similar to what we often see as an individual s IQ, or Intellectual Quotient, the measure of one s intelligence. According to one of the originators of E.I., Daniel Goleman, five domains = Knowing your emotions Managing your emotions Motivating yourself Understanding other people's emotions Managing the emotions of others

18 Leadership EQ (cont.) Self-Awareness Skills = (1) Emotional self awareness (2) Accurate self assessment (3) Self confidence Self-Management Skills = (1) Self control (2) Self regulation (3) Motivation-Initiative (5) Adaptability (4) Trustworthiness Social Awareness - Ability to Relate to Others = (6) Empathy (7) Team awareness Social Skill (8) Visionary-Developer-Teamwork (9) Influencer-Catalyst-Conflict Conflict manager (10) Communicator-Building bonds

19 Leadership EQ EQ Reflective Questions: (1) Which of these competencies are strengths? weaknesses? (2) What would your friends say? coaches? teammates? (3) When you have relationship/interpersonal conflicts, are any of these competencies at the crux of the problem? (4) Your model leaders you mentioned in question #6 (above), what are their particular E.I. competencies?

20 III. Leadership LSQ Leadership LSQ, or Leadership Style-Substance Substance Quotient = greater detail about leadership styles and how to use these leadership styles to your benefit, as well as helping team leaders identify and captain from the needed and desired style. As well as talents, techniques, & tactics of good & effective leaders. Leadership styles Leadership talents Leadership techniques Leadership tactics

21 Lship LQ: Leadership Styles Approach to Leadership (Daniel Goleman, HBR) 6 Leadership Styles: Styles of leadership = which style best matches the situation * coercive = do what I tell you * authoritative = come with me -- * affiliative = team comes first * democratic = what do you think? * pacesetting = do as I do, now -- * coaching = try this -- kickstart a turnaround or crisis drive to achieve; self control direction/vision is needed self-confidence; change catalyst --motivate teams; harmony building relationships to build acceptance team leadership-communicate quick results; high standards initiative; drive to achieve improve performance for future developing excellence [Harvard Business Review, 2000]

22 IV. Leadership LQ 3 = Talents Humility: Alan Murray (WSJ WSJ): leaders must be arrogant enough to believe they are worth following, but humble enough to know that others may have a better sense of the direction they should take. Tough Leaders Character-in-Action Emotional Capacity Leadership Competence Effective Communicator Passion and Inspiration Courageous Work ethic Competitive Team player [see the Individual Assessment]

23 IV. Leadership LQ 3 = Techniques Collaboration Connections Confidence Communication Competition Conflict-Change Change Management * Warren Bennis (USC) & others

24 IV. Leadership LQ 3 = Tactics I HOW do leaders use their talents, techniques and styles for the greater good. The six tactics most cited in the leadership literature include: the use of debriefs facilitating effective meetings gaining perspective/awareness being a go-to leader balancing leadership responsibilities leadership crucibles-making the most of leadership moments.

25 IV. Leadership LQ 3 = Tactics II The tactics of good and effective leaders among the author s clients, which represent top NCAA Division I athletes, Olympians and professional athletes = running the locker room leading by example being the go-to player improving communication problem solving running captains meetings/start of practice improving team building relating and connecting to players and coaches how to balance it all.

26 V. Organizational OQ Improving team building = USC examples 2012 Enhancing team cohesion and team relationships Formulating a common vision Create team identity & standards Adhering to a common vision Organized communication process Accountability procedures Connections w/ teammates

27 VI. Situational Leadership Competitive level Prior experience Team versus Individual sport Leadership by situation People who lack the underlying abilities have a narrowed leadership repertoire, and so are too often stuck relying on a style that s ill matched to the challenge of the moment. Daniel Goleman What works in one context at one point in time won t necessarily work in a different context at the same time, or in the same context at a different time - former USC President Steven Sample

28 VII. Followership According to Gallop Poll research (10K between ), followers very clear picture what they want/need from most influential leaders in their lives = Trust Compassion Stability Hope Maximizing followership = establishing rapport and relationships active listening and effective communication processes working for those who work for you confidence building delegation of responsibilities establishing a culture where every member contributes to the success of the team competence be the example

29 Followership For people to follow someone willingly, the majority of constituents believe the leader must be honest, forward-looking, inspiring, and competent. - James Kouzes and Barry Posner in The Leadership Challenge

30 VIII. Developing Culture of Leadership The first step is Testing,, the self and team assessment of leadership abilities and skills. The next stage is Teaching how to instruct and mentor good leadership practices. Another critical step is for leaders to be placed in situations where they can practice being good and effective leaders - leaders actually practicing how to lead (Training). How leadership effectiveness is transferred (Transfer)) on and off the field of play followed by transforming (Transform)) what is learned and not only make it apart of their everyday behaviors but how they encourage and empower others to model these leadership attitudes and actions.

31 VIII. Leadership Development Program Created with the help/support of all of my coaches, captains, & teams, & the leadership/business scholars I ve researched 15 step Program [see Handout 2]

32 Leadership Development Training Steps: LDP Step 1 & 2: Leadership 101: Reality check & Your Call Step 3: Reality Check: Reflective Questions Step 4: Application sharing of info from above Step 5: Captain Platform Step 6: Assign starter Process Points Step 7: Assessing team dynamic & primary needs Step 8: Indiv. Assessment; Match leader skill sets to team needs Step 9: Feedback from team ( followers )

33 Leadership Development Training Stages: LDP Step 10: Step 11: Step 12: Step 13: Step 14: Roles & Responsibilities matched to needs Education how best to accomplish roles Practice aware/capture captain moments Actual problem solving as they occur Follow-ups & check-ins Step 15: Evaluation during/post-season/debriefings * Some Sample Application [see HANDOUT Part II]

34 Step 8. Individual Leader Assessment Items 1 30 = 10 critical qualities of effective leaders: Courage (items 1-3) Work rate (4-6) Competitor (7-9) Confident (10-12) 12) Quality trainer (13-15) 15) Team player (16-18) 18) Lead (19-21) Awareness (22-24) 24) Committed (25-27) 27) Compassion (28-30) Items = 10 critical practices of effective leaders (6 styles): Support (31-33) 33) Follow (34-36) 36) Challenge (37-39) 39) Team builder (40-42) 42) Refocuser (43-45) 45) Liason (46-48) 48) Problem Solver (49-51) Organizer (52-54) 54) Go-To Player (55-57) 57) Energizer-Motivator (58-60)

35 Step 10-11: 11: Leader Responsibilities Roles & Practices [how do I [how do I captain?] LEAD by... example, encouragement, SUPPORT by... putting team first, stand behind decision of others (trust),.. FOLLOW by... doing what others ask of them, actively listening to other viewpoints, CHALLENGE by... expanding personal/team comfort zones, do something new/different,. TEAM BUILDING... organizing team functions, connects w/ each teammate, REFOCUSER... helps teammates when struggle, offers encouragement, LIASON... approachable, easy to talk to, good listener, good rapport w/ coaches, PROLEM SOLVER... willing to step up and solve problems, willing to seek out assistance,

36 Steps 11-12: 12: How To & Priorities DAILY TO-DO LIST FOR CAPTAINS: Be the hardest worker in practice notice a letdown in intensity & pick it back up being approachable to teammates; good listener connect with as many teammates as possible help individual players when struggling challenge teammates and team when below standard step up and help resolve team issues right away help keep teammates/coaches on the same page continue to captain & help the team despite your play display confidence regardless of play use encouragement & energy as much as possible be the hardest competitor in each drill remind the team of the team standards & goals run the warm-up/stretch & energize pre-game/1/2 game/1/2-time lead by: example motivator support team builder re-focuser challenge problem solver liaison team player confidence lead competitor focuser energizer

37 Step 15: Post-Season Debriefing Evaluation LEADERSHIP INTERVIEW GUIDE (1) What effect did you have on the team? (2) What challenges did you face as a captain? (3) What lessons did you learn? (4) How well did you work with your co-captain(s)? captain(s)? head coach? assistant coaches? Any challenges? (5) If applicable, how did the leadership development program assist you? (6) What helped you the most to be an effective captain? (7) How can the leadership development program be improved? (8) What would you say is the job description for being an effective team captain? (9) What are the benefits and the drawbacks of being a team captain? (10) How did you captain at practice? at games? on the road? outside of the court/field/pool?

38 THANKS for being here! [working title] -- early 13 release Lead or Lose in Sport: Lessons on Leadership from Business Scholars & Icons Let me know if I can help w/ your leadership programming Mike Voight, Ph.D. e: [email protected]