Jessica Kay Caldwell College LEADERSHIP – CHAP. 3

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OVERVIEW Introduction Leadership behaviors Visual leadership Invisible leadership Questions/Comments

SOURCES Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.

“The single most important leadership function is to create focus for the group’s behavior”

Intelligent Enthusiastic Good social skills Lead by example Ability to empower Instill trust Confident Not afraid to take risks Ability to overcome obstacles Emotionally stable See the “big picture” WHAT MAKES A GOOD LEADER? Bailey & Burch, 2010

WHAT MAKES A GOOD LEADER? Effective leadership skills must translate to observable behaviors

HOW TO GET STARTED Observe current leaders in your organization Demonstrate that you are a leader Volunteer for a project with a short deadline Lets you size up colleagues to determine how to best use their skills Bailey & Burch, 2010

HOW TO GET STARTED Sharpen your skill at motivating people Cant TELL them what to do Motivate through antecedent control and reinforcement!! Bailey & Burch, 2010

ANTECEDENT CONTROL A “vision” The ability to describe a task in a way that people “buy in” to the outcome Provide a task analysis Visible enthusiasm REINFORCEMENT, REINFORCEMENT, REINFORCEMENT!!! Bailey & Burch, 2010

INTEGRITY Commitment to a set a goals that is unwavering in the face of pressure Code of ethics Coach as Leader Guiding instead of using authority Bailey & Burch, 2010

VISIBLE LEADERSHIP: MEETINGS As an employee, this is a good time to observe Practice business etiquette, show assertiveness, and demonstrate leadership TIMING  show up 10 minutes early SEATING  close enough to make eye contact, but not too close SOCIAL SKILLS  acknowledge people, introduce yourself, exchange business cards Bailey & Burch, 2010

VISIBLE LEADERSHIP: MEETINGS Observe leadership skills Small talk? Is there an agenda? Time limit set? Someone taking meeting minutes? Bailey & Burch, 2010

VISIBLE LEADERSHIP: MEETINGS Managing people --> responsibility of the leader Leaders are clear in their objectives about the meeting and meeting behaviors Bailey & Burch, 2010

LEADERSHIP 101 Participate effectively in a meeting Take notes and look for opportunities Volunteer on small tasks Appear on board Selfless in your approach Reinforce the ideas of your colleagues and contributions  subtle is better Bailey & Burch, 2010

LEADERSHIP 101 Be ready to talk about tasks that are relevant to you Acknowledge others If you are expected to talk don’t go over your allotted time End of meeting, confirm briefly with people that you will be working with Compliment the leader  BROWNIE POINTS

RUNNING A MEETING Send out agenda 24 hours in advance Allocate time to each item appropriately Don’t put too much on the agenda

GETTING OTHERS TO PARTICIPATE Motivate people to participate  shaping Reinforce suggestions that colleagues make while also making constructive comments

GETTING OTHERS NOT TO PARTICIPATE… “What’s wrong here? Don’t any of you have any suggestions?” Asking the person who made the suggestion to follow through Punishes behavior of making suggestions

DELEGATING Key skill  easier said than done? Engage others as partners  their own leadership positions Establish a history of publicly recognizing people

LEADERSHIP FOR BEHAVIOR ANALYSTS Many behavior analysts work up the ladder quickly working with families, teachers, and nonbehavioral professionals Working on committees or review boards, starting your own company It is likely for a behavior analyst to step into various leadership roles quite rapidly

INVISIBLE LEADERSHIP Using behavioral strategies is useless if the vision is flawed Ability to think creatively or outside the box Reading the newspaper, magazines, journal articles

SUMMARY Leadership skills include running meetings, delegating and giving feedback to others, using social skills, and motivating others to participate Development of leadership starts with small steps Over time leaders develop the ability to engage in creative, big-picture thinking

REFERENCES Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.