1. Executive Leadership Dr. Christina T. Fong
King County Fire Chiefs’ Association
Leadership Summit
September 27, 2017

2. OBJECTIVES Today’s Agenda lead practice discuss learn connect
Where do you stand?
What is leadership?
Practice Round 1: WHAT & WHY?
Leadership Hacks
Practice Round 2: HOW & WHO?
Wrap Up
Today’s Agenda
8:45-10:45 am EXECUTIVE LEADERSHIP
8:45-9:00: Intro + Where do you stand?
9:00-9:05: Is leadership a dirty word? 9:05-9:25: Table Talk
9:25-9:30: Should you lead? 9:30-9:50: Leadership Practice #1
9:50-10:05: Paths to Leadership
10:05-10:35: Practice Round #2
10:35-10:45: Debrief and Wrap UP

3. Where do you stand? Leadership is more like a hammer. True or False?
To be a leader you must have followers.
Leadership is more like a hammer.
–OR-
Leadership is more like a nail.

4. IS Leadership a dirty word?
Control
Selfish
Recognition
Personality
IS Leadership a dirty word?
empowerment
prosocial
change
action

5. TABLE TALK What are the unique challenges of leading as a firefighter?
What’s an example of a successful leadership behavior that you’ve seen?
Give me one challenge that is unique to being a leader in this context.
Give me one example of a great leadership behavior that you’ve witnessed at work.

6. Should you Lead? Vision for the future Energy to change
Moral and ethical perspective
Courage to stand out

7. LEADERSHIP PRACTICE 5m Silent Reflection
What do you want changed, and why?
10m Pair and Share
3 minutes: WHAT?
2 minutes: WHY?
No HOW allowed!
Report out
What happened?
How did it feel to share?
How did it feel to hear?

8. HoW DO I BECOME A LEADER? Reward Power Coercive Power Legitimate Power
Compliance through granting rewards
Reward Power
Compliance through punishments
Coercive Power
Compliance through formal authority
Legitimate Power
Compliance through specialized knowledge
Expert Power
Compliance via charisma and likeability
Referent Power

9. Three Surprising Ways to Start
Manage your social network
Become more likeable
Adopt a learning mindset

10. The Power of Social Networks
Who has a town outside of Boston named after him?
Who roused a militia that fired “a shot heard around the world?”
Who rode horseback on April 18th 1775?
Who was immortalized in a Longfellow poem (“Listen my children and you shall hear of the midnight ride of …”)?
A) Paul Revere? -OR- B) William Dawes?

11. Revere’s Ride
Dawes’ Ride

12. …both are important! Human Capital refers to what you know.
Knowledge, Skills, Experience, Education
Social Capital refers to who you know
Size, quality and diversity of your personal and professional contacts
…both are important!

13. Managing your Social Networks
SIZE
Bigger is not always better.
DIVERSITY
Avoid self similarity to make smarter decisions.
FOCUS
Talk to your contacts about many things.

14. 50%
1985
>30%
2004
66%
32%
71%

15. On Likeabililty
Your chances of being seen as a good leader when you are disliked are less than 1 in 2000.
Compliance with requests is equal between likeable and competent individuals, but internal conformity is only seen with likeable individuals.
Warmth is recognized first at the cognitive and neural level, competence comes later.
These initial judgments influence financial decisions.

16. We Like People Who….
Are attractive
Are similar to us
Like us

17. Everyone 1.45 more offers $1,650 more in their starting salaries
“Likeable” MBAS receive:
1.45 more offers
$1,650 more in their starting salaries
Everyone
Surprisingly, this effect was linear, not curvilinear, and the interviewers were told in advance to watch out for and discount ingratiatory behavior!
…but beware of the “slime effect”!

18. How to be likeable

19. When your job is a calling
Identity based
Focus on unique self
Response to challenge: Passion + lost faith in the system
Contribution based
Focus on impact
Response to challenge: Passion + lost sense of self
Practice based
Focus on learning
Response to challenge: Passion + empowerment
Negotiating the challenges of a calling: Emotion and enacted sensemaking in animal shelter work“ Journal Article: Schabram, K. & Maitlis, S., (2017). Academy of Management Journal, Vol. 60(2), pp

20. LEAD 2014 Leadership Development Day 1 Notes
9/19/2014
What Are Mindsets?
Remember: You can CHOOSE and CHANGE your mindset!
Fixed Mindset
Skills and intelligence are fixed
Nature determines who we are
Goal is to demonstrate competence
Focus: Performance
Growth mindset
Skills and intelligence can be improved upon
Nurture determines who we are
Goal is to develop competence
Focus: Learning

21. LEAD 2014 Leadership Development Day 1 Notes
9/19/2014
Why Do Mindsets Matter?
SUCCESS
Learning vs. proving yourself
Stretching yourself vs. showing off your talent
WORK
Deep vs. surface level processing
Preparing vs. winging it
FAILURE
Learning from or hiding mistakes
Challenge as an obstacle or omen
Correct or deny deficiencies

22. Mindsets and Performance
LEAD 2014 Leadership Development Day 1 Notes
9/19/2014
Mindsets and Performance
Math Achievement over Time
Columbia PreMed Student GPAs
See mindsetsonline.com

23. Fostering Growth Mindsets
LEAD 2014 Leadership Development Day 1 Notes
9/19/2014
Fostering Growth Mindsets
What do you say to yourself, your colleagues about failure? About success?
Identify “Fixed” talk
Develop a system to track your development over time
Celebrate Progress
Profit from your mistakes
Seek Feedback
See Leadership as a process of mentoring, not evaluating.

24. LEADERSHIP PRACTICE Round 2
5m Silent Reflection
What are the tools you usually use to get things done?
What’s a new tool?
20m Pair and Share
5 minutes: HOW can you get this done?
3 minutes:
WHO can help you?
2 minutes: What challenge will you overcome?
Report out
What happened?
How did it feel to share?
How did it feel to hear?

26. THANK YOU!
Christina Fong