DA202: Departmental Administrator Leadership Skills Presenter: Mr DA202: Departmental Administrator Leadership Skills Presenter: Mr. David L. Mineo Chief Grants Management Office NIDDK, NIH, DHHS Hello, I am….. I want to introduce my colleagues Millissa Lee and Nicole Belanger who will be helping me today as well as participating in the workshop. We are very happy to be working with you today and hope that by day’s end you will be looking very differently at the process of leadership and the process of your own career development.

Objectives Identify models and characteristics of successful leadership Discuss how personal strengths and weaknesses effect leadership capabilities Identify techniques for developing improving leadership capabilities To Distinguish Characteristics of Successful Leaders – It is important to recognize what are leadership attributes versus managerial attributes. To Evaluate Personal Strengths and Weaknesses – Knowing where you are and have been in your own leadership development is essential to knowing where you want to go. We will use the Campbell Leadership Descriptor developed by David Campbell of the Center for Creative Leadership. To Identify Techniques for Improving Leadership Capabilities – Knowing what to do and how to develop is important to growth of leadership skills and attributes. To Develop an Action Plan for Career Growth – Once you identify what attributes you admire and want to strive for it is important to devise a strategy for developing that attribute. To Recognize Warning Signs of Derailment – Strengths and Weaknesses are part of the development process. Talk about CCL model versus the Now Discover your Strengths strategy (Marcus Buckingham and Donald Clifton) The Gallup Organization.

What is Leadership? Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable course of action, to meet commonly agreed objectives while having commonly held values.

Fundamental Principles of Effective Leadership 1. Leadership is a Relationship 2. Leadership is Everyone’s Business 3. Leadership is a Set of Skills and Abilities 4. Leadership Development is Self Development James KM. Kouzes and Barry Posner are authors of the book The Leadership Challenge in designing leadership activities they suggest the following principles are the golden rule of leadership development. You must accept these principles before any prescription for development can be accepted. 1. Leadership is a Relationship – between those who spire to lead and those who choose to follow. Could be one to one or one to many. No matter how many it remains a relationship. CCL research has determined through numerous surveys that the number one success factor for the top three positions in an organization is “relationships with subordinates.” 2. Leadership is Everyone’s Business – No matter the organizational level leaders are needed. 3. Leadership is a Set of Skills and Abilities – “Are Leaders Born or are they Made.” No one asks are managers born or made. 4. Leadership Development is Self Development – Tools of the trade. Tools for leaders are in the brain.

Leadership Theory Trait Theory: Some personality traits may lead people naturally into leadership roles. Great Events Theory: A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. Transformational Leadership Theory: People can choose to become leaders. People can learn leadership skills. Note the importance on Setting Direction Creating organizational alignment Getting commitment among groups.

Career Paths and Leadership Professional Growth Interpersonal and Other Leadership Attributes will get you here!!! Example of growth to be considered and why one needs to develop certain skills. Entry Based on Combination of Skills and Abilities Technical competencies will get you here!!!

The Four Framework Approach to Leadership Bolman and Deal Structural Framework – The leader is a social architect whose leadership style is analysis and design. Human Resource Framework – The leader is a catalyst and servant whose leadership style is support, advocacy, and empowerment. Political Framework – The leader is an advocate whose leadership is coalition and building. Symbolic Framework – The leader is a prophet, whose leadership style is inspiration.

The Leadership Challenge Kouzes and Posner Challenge the Process – Find something that needs to be improved. Inspire a Shared Vision – Share the vision in words that can be understood by your followers. Enable other to act – Give others the tools and methods to solve the problem. Model the Way – When the process gets difficult, get your hands dirty. Encourage the heart – Share the glory with your followers’ heart, while keeping the pains within your own.

New Demands for Leadership Development Center for Creative Leadership (CCL) Leadership development must be linked to organizational needs Leadership development is no longer a “rite of passage” Leadership development is strategically linked to organizational goals Leadership development must be linked to organizational needs Leadership development is no longer a “rite of passage” Leadership development is strategically linked to organizational goals

The Varieties of Experience Hardships Challenging Assignments Learning from Others Other Events Coursework First Supervisory Experience Early Work Purely Personal Feedback Business Success Business Failures and Mistakes Demotions/Missed Promotions/Lousy Jobs Personal Trauma Employee Performance Problems Downsizing Race Mattered Scope Fix-It Scratch Line to Staff Projects/Task Forces Breaking a Rut Values Playing Out Role Models Mentors Peers

Experiences that Offer Leadership Lessons Percentage of Events Where Learning Occurs 38% 33% 32% 30% 19% 18% 17% 14% Challenging Assignments Other Events

Research Findings: Lessons of Experience Learning is not random – different lessons are learned from different types of experiences. It is the challenge within an experience that drives the learning forward and makes an experience developmental. The lessons learned from experience can have a lasting impact on how a person manages and leads. Preferable to have a variety of experiences in order to achieve broad and balanced development.

Skills Learned by Experience Resourcefulness Being a Quick Study Doing Whatever it Takes Decisiveness Leading Employees Confronting Problems Managing Change Career Management Differences Matter Building and Mending Relationships Putting People at Ease Compassion and Sensitivity Straightforwardness and Composure Balance between Life and Work Self-Awareness

Challenging assignments. … learning from others… Challenging assignments.… learning from others…. learning from coursework…. learning from hardship…. All must impact: Assessment Challenge Support

Reflection What can I do to learn the most from my job experiences? What new strategies should I try? What obstacles will I need to overcome?

How Can Your Organization Be Supportive? Research on the most admired companies reports that top organizations take aggressive, innovative approaches to improve leadership at all levels by focusing on the following: Disciplined leadership assessments and selection Intensive leadership development programs that address individual needs and the organization’s strategic goals Values that emphasize the importance of people as well as financial results Leadership models that include such attributes as self confidence and self control, achievement orientation, empathy, and teamwork – components of emotional intelligence

Self Assessment Tools • To evaluate personal views of leader’s strengths and weaknesses • To determine and analyze personal strengths and weaknesses Becoming a leader requires understanding oneself. There are many tools available to help with that assessment…but today we’re going to use the Campbell Descriptor.

Leadership Components: Major Tasks of Organizational Leadership Vision – Establish general tone, direction Management – Set goals and focus resources Empowerment – Select and develop subordinates Diplomacy – Forge coalitions Feedback – Observe, listen, share information Entrepreneurialism – Find future opportunities

Vision Consider where your organization is and where it should be going Read other leaders’ vision statements and think about the ways in which those vision statements drive organizations List the resources and the support needed for your vision to succeed Predict what the major barriers to progress might be and how they might be overcome Observe what other leaders in your environment are doing to create motivating visions and supporting goals. Be alert for events that might impede your progress Remain alert for opportunities Consider where your organization is

Management Evaluate the way your organization uses its resources and monitors progress towards its goals Think of and experiment with changes that might improve the way things are done in your organization Identify the operational and administrative problems that cause trouble and work with others to resolve them Use books, software, training programs, and personal organizers to improve the way you manage your time and organize yourself Develop personal systems to organize information, documents, and files Discriminate between what you must do and what can be delegated Establish a system for monitoring progress, giving feedback and revising goals as needed Work with subordinates to set specific performance goals Set specific performance goals Meet your deadlines

Empowerment Pay attention to what seems to motivate the people around you For each subordinate, identify the primary motivator and provide it Involve your subordinates in setting the organizations goals, determining how to achieve them, making decisions, solving them Think of several ways to provide subordinates with education, training, travel opportunities, increased responsibility, and other learning activities Be understanding and support subordinates with external pressures Think of several ways to help those around you celebrate their successes Think of several ways to recognize, encourage, and support people with special talents Recognize when productive subordinates need to move on to other opportunities Focus on results, not process

Diplomacy Rate your interactions with others to determine how often you are in conflict Respect other people, even when you do not agree with them Think of several ways to develop positive relationships with people at different levels of your organization that may be of help to you in the future Expand your network of contacts by becoming active in professional organizations, civic and community groups, and other organizations Find ways to extend your friendships and professional acquaintances to people who are different from you Learn to listen actively

Feedback Evaluate the way information is communicated within your organization Learn how to organize and present numerical data in a helpful way Learn how to give useful feedback that helps people know what they are doing well and upon what they need to improve Find opportunities in which to practice giving feedback (i.e., coaching, teaching) Develop systems for people to give and receive peer feedback in a helpful, non-threatening way Ask for feedback from subordinates and peers on your performance, and listen to what they have to say

Entrepreneurialism Examine several operational or administrative processes in your organization; Continually seek new, innovative, creative ways to do things List the obstacles that keep you from coming up with new ideas Keep a journal or file with new ideas, yours and others Notice which people seem to come up with good ideas and ways to promote them Learn and practice techniques for generating new ideas Practice selling your ides to others Be willing to experiment and risk failure Persist in the face of failure; do not be easily discouraged

Personal Style Think through the need for and implications of legal behavior and ethical behavior Practice explaining your ideas and decisions in a way that helps people understand the reasoning behind them Increase your competence by honing your skills in core activities Take courses that increase your level of skill in tangential activities that may be important to your organization and maybe your career in the future Learn to express positive interpretations of events and develop your sensitivities to issues that are important to others

Personal Energy Educate yourself about the components of a healthy diet Exercise regularly every day and get sufficient sleep Do not smoke or use drugs, and drink alcohol only in moderation Learn methods of controlling stress Periodically involve yourself in rigorous, and challenging activities

Multicultural Awareness Seek activities that bring you into contact with individuals from different cultures or other countries Actively seek opportunities to travel, study, attend conferences, and work in other countries Study another language, listen to music from other countries, and learn to recognize foreign symbols Attend religious ceremonies for religions different from your own Attend ceremonies or celebrations held in various ethnic communities Study the histories of other countries

Personal Action Planning Worksheet: Sample To Improve To Do Resources Needed Deadline Delegation Delegate three tasks I now do Advice from my manager; Time-Schedule 4 weeks Presentation Skills Join Toastmasters 3 Months Communication Take active listening class

Derailment

Derailment Profile Achieving a very high level, but not going as high as the organization expected Reaching a plateau, being demoted or fired, accepting early retirement, or having responsibilities reduced

Why Managers Derail The organization perceives a lack of fit between the manager’s personal characteristics and skills, and the evolving demands of the job.

Primary Reasons for Derailing Inability to change and adapt during a transition Problems with interpersonal relationships Failure to build and lead a team Failure to meet business objectives

Inability to Change or Adapt During a Transition Failure to adapt to a new boss Over-dependence on a single skill or failure to acquire new skills Inability to adapt to the demands of a new job, a new culture, or changes in the market

Problems with Interpersonal Relationships Personality characteristics seen as: Manipulative Insensitive Critical Demanding Authoritarian Self-Isolating Aloof

Failure to Build and Lead a Team Fails to staff effectively Does not manage subordinates Demonstrates poor leadership skills

Failure to Meet Business Objectives Lacks follow-through Shows too much ambition and hoards projects Renders poor performance

How Derailed Executives Differ from Successful Ones Unable to develop or adapt Poor working relations Unable to build and lead teams Fails to meet business objectives Successful Executives: Able to develop or adapt Establishes strong relationships Builds and leads teams Meets business objective Solves problem Shows ambition Takes risks

Events that Can Expose Flaws A change in boss A radically different job A reorganization/culture change A performance problem handled ineptly A clash with a boss or peers A trail of little problems/bruised people An expatriate assignment A failure to learn from mistakes Overusing strengths Going it alone

Sue Weldon Case • To put leadership knowledge into a real life situation and to determine effective actions of a leader

Copyright ASTD, March 2005

Human Relations 101 The Six Most Important Words: “I admit I made a mistake.” The Five Most Important Words: “You did a good job!” The Four Most Important Words: “What is your opinion?” The Three Most Important Words: “If you please.” The Two Most Important Words: “Thank You!” The One Most Important Word: “We” The One Least Important Word: “I”

Suggested Readings Leadership by Rudoph W. Giuliani The 21 Irrefutable Laws of Leadership by John C. Maxwell The Leadership Challenge, 3rd Edition by James M. Kouzes, Barry Z. Posner Leadership and Self Deception: Getting Out of the Box by Arbinger Institute Principle Centered Leadership by Stephen R. Covey Lincoln on Leadership : Executive Strategies for Tough Times by Donald T. Phillips Now, Discover Your Strengths by Marcus Buckingham, Donald O. Clifton How Full Is Your Bucket? Positive Strategies for Work and Life by Tom Rath, Donald O. Clifton

Leadership Development Resources Leader to Leader http://leadertoleader.org/ Leadership Development - http://www.leader-values.com/ Center for Creative Leadership - http://www.ccl.org/CCLCommerce/index.aspx The Gallup University - http://www.gallup.com/content/default.aspx?ci=1399 MindTools - http://www.mindtools.com/

Thank You! This material is primarily based on the process and model for leadership development of the Center for Creative Leadership and are used with permission for educational purposes. CCL is a non-profit organization with over thirty years experience dedicated to the field of leadership development. David L. Mineo mineod@extra.niddk.nih.gov