1. Presented by: Susan P, Training Mgr. “Would I Follow Me?”

2. Learning Objectives Recognize misguided leadership behavior and its negative effects Understand the positive effects of good leadership practices on trust, engagement and motivation Learn effective leadership behaviors and appreciate the effects of such behaviors on success of work team Examine individual leadership style and behaviors

3. What Makes You Follow Someone? ACTIVITY

4. “If you could be on the receiving end of your own leadership style, how do you think you would answer this question: “Would I Follow Me?” - “Would I Follow Me?” Video

5. “Would I Follow Me? ACTIVITY

6. “Would I Follow Me?” VIDEO

7. Six Wrong Ideas 1.I’m in Charge Here 2.Hide the Truth 3.People Love a Control Freak 4.Accentuate the Negative 5.When in Doubt, Shout 6.I’m Always Right

8. Effective Leadership Practices 1.Don’t Dictate; Facilitate 2.Be Honest and Ethical 3.Let People do Their Jobs 4.Focus on the Positive 5.Use Mistakes as Opportunities 6.Be Inclusive

9. “Everyone…wants the same thing in life: to be recognized to be cared for, and to be given an opportunity to grow. And, if you’re authentic and trustful, people will realize that, and they’ll respond.” - Fast Company Magazine “A Leader’s Journey” (Issue 25)

10. “If you idealize your role (as a leader) – you fool yourself about what people really think of you. You don’t get open and honest feedback from people. There’s no reality testing.” - Fast Company Magazine “A Leader’s Journey” (Issue 25)

11. Analysis of Leadership ACTIVITY

12. “The next time you’re out there in the trenches, leading people, put yourself in their place and ask yourself: Would I Follow Me?” - “Would I Follow Me?” Video

13. Presented by: Karla K, VP HR Trust, Engagement, Inspiration Source: PDI-Ninth House

14. Learning Objectives Understand the value of a high-trust work culture Understand the impact of leadership practices that engage and inspire Learn how to build and sustain trust within your team Learn techniques to involve and engage others in ways that impact performance, relationships, and results Learn how to inspire high levels of personal commitment and connection to mission & goals

15. “The new leaders will be both inspired and inspiring. They will be able to find and hold a vision while enthusing others to share that vision. They will be able to manage chaos and complexity while instilling enough stability to ensure smooth daily operations…” - Oliver, Richard. Inspirational Leadership: Henry V and the Muse of Fire

16. The Right Stuff Source: PDI-Ninth House ENSURE ENGAGEMENT: Ownership BUILD TRUST: Alignment INSPIRE COMMITMENT: Loyalty DISCRETIONARY EMPLOYEE EFFORT

17. Three Perspectives: The Leader’s Role Source: PDI-Ninth House

18. “TEI Quotient”: Overall MSGCU Supervisory Team Responses You the Leader Your Leadership Team Whole Department Trust 223225198 Engagement 200207200 Inspiration 218219203 Totals 641651601

19. TRUST

20. High- & Low-Trust Working Environments ACTIVITY – Part 1

21. Foundations of Trust Outcome of trust = Credibility Risk taking Confidence Mutual respect Cooperation Loyalty Source: PDI-Ninth House

22. Competence Communicate about results, direction and progress. Share rationale for decisions. Demonstrate expertise. Celebrate team’s results and successes. Highlight and recognize individual contributions. Source: PDI-Ninth House

23. Integrity Model ethical behavior. Keep promises. Discuss own work values. Reinforce consistence and follow-up. Reward individuals and the team for acting with integrity. Source: PDI-Ninth House

24. “While the development of fundamental values is crucial, integrity is the one value required in every leader. Integrity is not just the absence of lying but telling the whole truth, as painful as it may be. Without complete integrity in your interactions, no one can trust you. If they cannot trust you, why would they ever follow you?” - Bill George, Former Chair & CEO, Medtronic

25. Positive Intent Share control. Disclose motives and agendas. Encourage open communication. Take time to get to know individuals and their concerns. Address “up front” perceived gaps between individual and group interests. Source: PDI-Ninth House

26. High- & Low-Trust Working Environments ACTIVITY – Part 2

27. Break

28. ENGAGEMENT

29. From Satisfaction to Engagement SATISFACTION How much I like things here COMMITMENT How much I want to be here ENGAGEMENT How much I want to and actually do improve our business results Stay Say Serve Source: Hewitt Associates -13-

30. The Cost of Disengagement Gallup Index 2004 MSGCU 2010 Actively Disengaged17%5% Not Engaged54%7% Truly Engaged29%62% Almost Engaged: 26%

31. Foundations of Engagement Outcome of Engagement = Accountability and Ownership Sense of having “skin in the game” High results focus Giving one’s best Smooth teamwork Cognitive buy-in Ownership ENGAGEMENT Clarity of Purpose Credibility of Goals Contribution/Partic. ENGAGEMENT Source: PDI-Ninth House

32. Engagement through Participation ACTIVITY

33. Leading for Engagement Create channels and methods for engaging the team in dialogue about the group’s purpose and goals. Have the group share accountability for achieving goals. Periodically revisit and refocus on the Priority or Critical Few areas Source: PDI-Ninth House

34. Leading for Engagement Make sure every individual in the unit/team knows that his/her work contributes in some important way. – Connect the dots explicitly between tasks and high level goals – Recognize and celebrate individual contributions Source: PDI-Ninth House

35. Dramatization The Story of the NY City Teacher… CAST Narrator: Susan Pasikowski Teacher: Lisa Pionk Principal: Scott Townsend

36. INSPIRING

37. “’Inspiration’…comes from the word “in-spirare,” to breathe in. And a vision is like a breath of fresh air, it gives energy…I would say the fundamental ability of an inspirational leader is to change the energy of those around them.” - Olivier, Richard. Inspirational Leadership: Henry V and the Muse of Fire.

38. Inspiring Messages - Quotes ACTIVITY

39. Foundations of Inspiration Source: PDI-Ninth House

40. “To excel in the 21 st century, great companies will go one step further by engaging the hearts of their employees through a sense of purpose. When employees believe their work has a deeper purpose, their results will vastly exceed those who use only their minds and their bodies. This will become the company’s competitive advantage.” - Bill George, Former Chair & CEO, Medtronic

41. Inspirational Messages Sincerity Purpose Personal Connection Good Stories Colorful Images Source: PDI-Ninth House

42. Creating a Message to Inspire ACTIVITY – Two Parts

43. SUMMARY

44. The Right Stuff Source: PDI-Ninth House ENSURE ENGAGEMENT: Ownership BUILD TRUST: Alignment INSPIRE COMMITMENT: Loyalty DISCRETIONARY EMPLOYEE EFFORT

45. Three Perspectives: The Leader’s Role Source: PDI-Ninth House

46. Session Closing