1. “Embracing the Leadership Challenge”
An interactive seminar
Barry Wright
Goodman School

2. Agenda: Developing your Leadership Skills
Thinking / Reflecting about Leadership
Five Fundamental Practices
Starting Well (296)
Three Takeaways (LLL) Who are you NOW?

4. Leadership
In small groups - “develop criteria about how to judge the perfect apple.”
What did you come up with?
What has this got to do with leadership?

5. Traits “Leaders are born not made”
Intelligent EQ
Initiative
Self-assured
Good health
Above/below average height
Upper Socio-economic level

6. Traits - Problems
Implied - elite officer corps who have inherited characteristics
Ideal is impossible
Traits so ill-defined that they are almost useless
So many exceptions to the rule

7. Leadership Personal Leadership (Transformational)
Expert
Referent (influence)
Individual Consideration
Intellectual Stimulation
Inspirational Motivation
Positional Leadership (Transactional)
Legitimate (formal)
Reward / Coercive (carrots / sticks)

9. Leadership is a process (practice), not a position
Followers
Situation

10. Leadership Lead Self (know thyself) Lead Others (team)
Lead Organizations (multi-teams)
The skill set that got you here is not the one that you will need at the next level. (Yea not busy being born …)

11. Fundamental practices
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable others to Act
Encourage the heart
CEI – ME lead

12. Kouzes & Posner Define Leadership
“The art of mobilizing others to want to struggle for shared aspirations.”
Task: What do these words mean to you?

13. Credibility Insight First Law of Leadership
“If we don’t believe in the messenger, we won’t believe the message
Task: What does this mean to you?
Personal experience?

14. The Credibility Factor: What do followers want?
Honest - consistency
Forward Looking - vision
Inspiring - cheerleader, excited, passion
Competent - record of achievement
Credible - trustworthy

15. Leadership Lesson 1 Model the Way
People first follow the person
Then, they follow the plan
Credibility is key

16. How do you know when you see a credible leader?
They practice what they preach
They walk the talk
They put their money where their mouth is
They follow through on their promises
Their actions are consistent with their words
LLL - They do what they say they will do

17. Leadership Development
Task: Opportunity for working as a team.
Practice the new “handclap”
Do it all at the same time
What was this about!?

18. Model the Way
Be Honest, Forward Thinking, Inspiring, Competent
DWYSYWD
Titles are given but what you do wins respect.
Words and deeds must be consistent
Leaders go first
People are watching YOU

19. Task: Reflection Time
You are driving and as you turn the corner you drive into fog – what do you do?

20. Leadership Lesson 2 Inspire a Shared Vision
You first need to develop a clear vision of the future
Then share it with others to “enlist them”

21. Vision – on a clear day you can see forever
Visions are about possibilities, about desired futures.
Learning Points (2-9-6)
Discover the Theme – what are you passionate about? (Others too)
Imagine the ideal – what is the best that could happen
Janusian Thinking – examine the past / future
“Tactical vs. Strategic” – short and long term
“Intuition” – trust yourself

22. Strategic Visioning
Henry Mintzberg (1994) strategy should involve intuitive glimpses of possibility: The anticipatory principle - ongoing projection of a future image (vision)

23. Strategic Vision (examples)
What are we doing? Where are we going?
Being Remarkable (Branksome Hall)
A Healthier Niagara (Niagara Health)
Take back the RED (RCMP) by:
Building the Right atmosphere;
Putting the Right people in the Right jobs;
Providing the Right recognition and training

24. Three things … Aligning with WI “Above and Beyond”
What do you want your team to be known for (vision)?
Group of ONE
Partner Up and discuss

25. Enlist Others Develop a shared sense of destiny
Listen deeply to others - what excites them?
Find the common ground
Discover and appeal to a common purpose
A chance to be tested, take part in a social experiment, to do something well, do something positive, a chance to change the way things are
Give life to vision by communicating expressively
Use powerful language – use the three peat, speak from the heart, image-analogy-feel,

26. Dr. King Let’s read (out loud) the “I have a Dream” speech
Then we will deconstruct it

27. Language of Leadership
Jay Conger
How things are framed makes a difference
Focus on intrinsically appealing goals and values
Accent the positive
Highlight the significance of the project
Who are the key antagonists
Highlight why it will succeed
Use analogies, stories, metaphors to make your point
Allow your own emotions to surface when you speak

28. Language of Leadership: Listening

30. Leadership is About Listening Active Listening Exercise
Speaker
Active Listener
Discussant
Groups of three
Speaker, Listener, Discussant
Speaker discuss anything of interest
Listener listens using effective listening techniques
Following, feedback is given to listener by the Discussant
Rotate roles

31. Active Listening ... Bridging - yes, go on… nodding
Restating - So Niagara is the best place to work in the world.
Paraphrasing - So, one reasons is because Niagara has great employees.
Inviting clarification - Could you expand a little more on your point that Niagara has the best Leadership Development program?

32. Topics – anything you want
Something about life in Niagara
An event in History
A difficult time
Sports
A pet-peeve
The Future
Life in general

33. Which one were you most effective at using?
Bridging - yes, go on… nodding
Restating - So Niagara is the best place to work in the world.
Paraphrasing - So, one reasons is because Niagara has great employees.
Inviting clarification - Could you expand a little more on your point that Niagara has the best Leadership Development program?
Other …
Reflect feelings - give a person feedback on the emotions they are expressing – You sound excited about this possibility
Give emotional support – Oh, poor you.

34. Inspire a Shared Vision
Develop a vision of the future (shared)
Enlist others (How to Start a Movement)

35. Reflective Moment
Who are you now?

36. Step 3 - Challenge the Process
Picasso
Manet
Pollock
VVG

37. Challenge the Process Treat every job as an adventure (Paul House)
Question the status quo and Search for Opportunities (ask and seek)
Make something happen (be proactive)
Balancing Routines – routine work drives out non-routine
Using Outsight/ Insight – look outside for ideas but take time to think (when do you think/reflect?)
Add fun
Nouveux realism

38. To Challenge the Process Experiment and Take Risks
Set up little experiments
Make it safe for others to experiment
Accept that failure will happen – learn from it
Eliminate fire hosing
Work with ideas that sound strange
Encourage possibility thinking

39. 3) Challenge the Process
Do things differently (better)
Experiment (take risks)

40. Lesson 4: Enable Others to Act
Smaller themes:
Foster Collaboration
a) Develop cooperative goals by seeking integrative solutions
b) Wins / Losses
c) Build trusting relationships
Strengthen Others
d) Small Wins

41. Competition vs Collaboration
Positive points
Greater heights
Increased productivity
(sometimes)
Negative points
Frustrated
Hostile
Poor productivity (sometimes)
Cooperation / Collaboration
Positive points
Friendliness
Cohesion
Good Morale
Negative Points
Too comfortable
Non productive (sometimes)

42. Collaboration Secrets
a) Develop cooperative goals
Win / Win / Win
Mary Parker Follet
Share information
Enlarge people’s sphere of influence by assigning critical jobs

43. c) Build trusting relationships
Words of Warren Bennis on TRUST
What makes you trust others …
1) Competence - good
2) Constancy - principled
3) Caring - compassionate
4) Candor - speak the truth
5) Character - “backbone”

44. Small Wins Kids F.A.C.E. started in 1989,
in Nashville by Melissa Poe a fourth grader. The first club had six members.
2000 clubs in 15 countries.
300,000 members; planted 1 M trees.

45. 4) Enable Others to Act (summary)
Foster Collaboration
a) Develop cooperative goals (WWW)
b) Build trusting relationships (CCCCC)
Strengthen Others
c) Small Wins (one tree at a time)

46. 5 - Encourage the Heart Be there for them Recognize Contributions
Build Self-confidence through high expectations
Make Ceremonies Public
Celebrate Accomplishments

47. Everyday Leadership - Drew Dudley
Ted. com

48. Reflective Process
Task: Think about a time where your contributions were recognized.
How did it make you feel?
Share those experiences with your colleagues.
Were there some commonalties?

49. Build Self-confidence through high expectations
Self-fulfilling prophecy
The “exceptional” class

50. Making Ceremonies Public
Big Brothers/Big Sisters organization
What does this do for the organization?
goals and priorities

51. Celebrating Accomplishments
Valuing the Victories
Think back to some good celebrations you have had ...

52. Fundamental practices
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable others to Act
Encourage the Heart
CEI – ME lead

53. Starting Well (296)

54. The Map

55. Leadership Development Final Exam
Who are you now?
Session Goal – L.L.L.

56. Thank you! Barry Wright Goodman School of Business Brock University
ext 6789
BarryatBrock