Reinventing Creative & Innovative Technical Coordinator Leadership Skills Technical Coordinator Brad Fregger

Today’s Agenda Role of the Effective Leader Effective Recruitment And Retention Building Exceptional Teams Motivating/Managing High-Potential Employees Communicate3

Tomorrow’s Agenda The Importance Of Curiosity Learning the Skill of Cue Sensitivity Resolving Conflicts And Solving Problems Nature Of Creativity Achieving Creative Environments First Three-Day’s Summary

Attaining Mastery MASTERY Unconsciously Incompetent Consciously Competent Subconsciously Competent MASTERY

Guidelines Confidentiality (Small & Large Groups) Respect & Trust (Individuals & Ideas) Patience With Different Cultural Norms Honest, Open Communications Unbounded Curiosity Others? (Dress, Language, etc.)

Effective Critiquing What Worked for Me What I Would Do Differently

The Role of Leadership The objective of every executive and manager (every person in the company) is to attain and maintain a competitive advantage. Effective leadership does this best.

The Role of Effective Leadership Effective leaders are more capable of dealing with a changing situation Effective leaders naturally achieve creative environments

The Three Keys to Effective Leadership Show them how good they are Find the right people Show them how good they are Get out of their way

Make sure they’re going in the right direction The Role of Management Set the course Make sure they’re going in the right direction Keep them on course

Discussion Groups: Discuss and The Role of Management Case Study: MVP.com (Case Study02) Study Overview Discussion Groups: Discuss and Report Back

The Effective Leader A leader who gets the job done in ways that increase the competence, confidence, and potential of the individual members of the team being led, while building a team that can accomplish the seemingly impossible (at the very least the extremely difficult); all to the long-term benefit of the organization.

Relationship Dependent Leaders Are: Relationship Dependent Intensely Curious Humble Not Elitist Willing to Give Credit Loyal (To the Team)

Focus Leadership vs. Management Managers are power/control focused Leaders are relationship focused Both strive to get the job done

Leadership vs. Management Managing Up the Organization Flexibility Leadership Styles Managing Up the Organization

Servant Leadership The leader serves the team. The team serves its objectives as they relate to the goals of the organization. The servant leader makes sure the team has everything it needs to move forward. Secret 7

What Managers Expect Managing Up Depend only on themselves Do not fully understand the value of the team Believe in need-to-know Take credit for the development of your team and team members

Section End Questions or comments? How about stories?

Effective Recruitment All You Need to Know “Find the right people, show them how good they are, and get out of their way.”

Finding the Right People What’s Important? Getting the Job Done Arrogance Elitism

Finding the Right People Hiring Diverse Teams is Essential Diverse teams of committed talented individuals accomplish more and better things. Focus on the Best, the Right People We live in a diverse challenging environment. Reflect that environment.

What Matters Personal Characteristics Fit With the Team (Culture) Motivated by What We Have to Offer Intelligence and Skills Needed to Succeed

What Matters Less Education Résumé Experience Age Gender Race/Religion Physical Issues

Four Stories George’s Story (Mervyn’s) Ian’s Story (Ishido) John’s Story (Eclipse) Katherine’s Story (Dryken)

The Interview - Barriers Within Us Attitudes, biases, expectations, hopes, anxieties, needs Environment Noise, poor lighting, people Communication Process Jargon, Semantics, Not Listening Interview Process Lack of Planning, Poor Selection of Questions

Will they be able to get the job done? The Interview Main Objective Will they be able to get the job done? First Impressions What If? Questions

The Interview – Getting Info Questions to Determine What Matters Friendly Interview vs. Stress Interview What’s Their Passion? Listen3 Team Interviewing Importance of Diversity

The Interview – Sharing Info Total Honesty (Stock Options, Challenges, Characteristics Needed) If They’re Not Right … Let Them Know If Possible – Give Them Their Passion

The Interview – Sharing Info Give Them a Challenge Give Them a Chance to Contribute Give Them the Opportunity to Grow (I’ll Wait for Dryken)

Section End Questions or comments? How about stories?

Building Exceptional Teams “An exceptional team is a diverse group of exceptional individuals, each exhibiting initiative, courage, and integrity. Diversity is the Key.” Secret 2 Recruit to Get the Job Done Stay True to Your Hiring Principles Diversity

Building Exceptional Teams Give Them Trust and Faith Give Them Respect Give Them Trust and Faith “You don’t have to prove yourself here, you’ve done that. You are a full member of the team with all the rights and privileges, including the right to work harder than you’ve ever worked. We expect you to contribute from the very beginning. We need your fresh ideas if we’re going to succeed.”

Building Exceptional Teams A Goal They Can be Proud of A Chance to be Better Than They Believed Responsibility with Authority Pay & Reward Them Fairly

Video/Discussion “Bolero” Watch the Video Discuss in Group Report Back Learnings/Insights Comments Questions Report Back

Motivating Exceptional People “You motivate exceptional people by respecting and trusting them and by creating an environment where they can learn and excel.” Secret 3 Make Them Part of an Exceptional Team Exceptional People are Self-Motivated

Side Bar – Fear as a Motivator Is Fear an Effective Motivator? Training Example “Swing” “The problem with negative reinforcement is that, at the most, it has only a short-term benefit. There is great danger of damaging the relationship, personal or business, beyond repair.”

Demotivators Breaking Promises Not Communicating Honestly Not Being Fair Pay or Rewards (Remember, you probably don’t know who the top contributors are.) Not Correcting Wrongs Mary Anne’s Story

Motivating Exceptional People Believe in them. Know they are critical to accomplishing the objectives of the team. Trust them with honest communication. Respect their opinions. (Distinction between different and wrong)

Motivating Exceptional People Provide an Environment where they can learn and excel. Feed their passion. (Make their “work” part of their “job”) Treat them fairly. “Tomorrow’s Sunday!”

Effective Communication are created and gain their power.” Communicate3 “Don’t Assume” “No Surprises” Effective Communication “You get difficult things done only through effective communications; this is how exceptional teams are created and gain their power.” Secret 4

Communicate3 We Speak Different Languages “Communicating clearly is not an easy task; you will need to work on it continuously if you care to understand and/or be understood.” Get Things Done

Communicate3 Before Criticizing Why do we tell what is right? Is their approach wrong—or just different? Why do we tell what is right? “Never compliment, praise, or encourage in anyway, behavior you do not want repeated.” Get Things Done

Effective Critiquing What Worked for Me What I Would Do Differently

Problem Solving 1st Step to Problem-Solving and Conflict-Resolution GAINING UNDERSTANDING Issues with “Active Listening” Doesn’t work with those close to you …

Section End Questions or comments? How about stories?

Day’s - End Questions? Comments? Learnings? Affirmations? Stories?

Tomorrow The Importance Of Curiosity Learning the Skill of Cue Sensitivity Resolving Conflicts And Solving Problems Nature Of Creativity Achieving Creative Environments First Three-Day’s Summary