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

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

3. 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

4. Attaining Mastery MASTERY Unconsciously Incompetent
Consciously Competent
Subconsciously Competent
MASTERY

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

6. Effective Critiquing What Worked for Me What I Would Do Differently

7. 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.

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

9. 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

10. 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

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

12. 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.

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

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

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

16. 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

17. 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

18. Section End Questions or comments? How about stories?

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

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

21. 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.

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

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

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

25. 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

26. 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

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

28. 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

29. 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)

30. Section End Questions or comments? How about stories?

31. 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

32. 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.”

33. 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

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

35. 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

36. 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.”

37. 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

38. 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)

39. 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!”

40. 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

41. 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

42. 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

43. Effective Critiquing What Worked for Me What I Would Do Differently

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

45. Section End Questions or comments? How about stories?

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

47. 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