1. DA202: Departmental Administrator Leadership Skills Presenter: Mr
DA202: Departmental Administrator Leadership Skills Presenter: Mr. David L. Mineo Chief Grants Management Office NIDDK, NIH, DHHS
Hello, I am…..
I want to introduce my colleagues Millissa Lee and Nicole Belanger who will be helping me today as well as participating in the workshop.
We are very happy to be working with you today and hope that by day’s end you will be looking very differently at the process of leadership and the process of your own career development.

2. Objectives
Identify models and characteristics of successful leadership
Discuss how personal strengths and weaknesses effect leadership capabilities
Identify techniques for developing improving leadership capabilities
To Distinguish Characteristics of Successful Leaders – It is important to recognize what are leadership attributes versus managerial attributes.
To Evaluate Personal Strengths and Weaknesses – Knowing where you are and have been in your own leadership development is essential to knowing where you want to go. We will use the Campbell Leadership Descriptor developed by David Campbell of the Center for Creative Leadership.
To Identify Techniques for Improving Leadership Capabilities – Knowing what to do and how to develop is important to growth of leadership skills and attributes.
To Develop an Action Plan for Career Growth – Once you identify what attributes you admire and want to strive for it is important to devise a strategy for developing that attribute.
To Recognize Warning Signs of Derailment – Strengths and Weaknesses are part of the development process. Talk about CCL model versus the Now Discover your Strengths strategy (Marcus Buckingham and Donald Clifton) The Gallup Organization.

3. What is Leadership?
Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes.
Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable course of action, to meet commonly agreed objectives while having commonly held values.

4. Fundamental Principles of Effective Leadership
1. Leadership is a Relationship
2. Leadership is Everyone’s Business
3. Leadership is a Set of Skills and Abilities
4. Leadership Development is Self Development
James KM. Kouzes and Barry Posner are authors of the book The Leadership Challenge in designing leadership activities they suggest the following principles are the golden rule of leadership development. You must accept these principles before any prescription for development can be accepted.
1. Leadership is a Relationship – between those who spire to lead and those who choose to follow. Could be one to one or one to many. No matter how many it remains a relationship. CCL research has determined through numerous surveys that the number one success factor for the top three positions in an organization is “relationships with subordinates.”
2. Leadership is Everyone’s Business – No matter the organizational level leaders are needed.
3. Leadership is a Set of Skills and Abilities – “Are Leaders Born or are they Made.” No one asks are managers born or made.
4. Leadership Development is Self Development – Tools of the trade. Tools for leaders are in the brain.

5. Leadership Theory
Trait Theory: Some personality traits may lead people naturally into leadership roles.
Great Events Theory: A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person.
Transformational Leadership Theory: People can choose to become leaders. People can learn leadership skills.
Note the importance on
Setting Direction
Creating organizational alignment
Getting commitment among groups.

6. Career Paths and Leadership
Professional
Growth
Interpersonal and Other
Leadership Attributes will get
you here!!!
Example of growth to be considered and why one needs to develop certain skills.
Entry Based on Combination
of Skills and Abilities
Technical competencies
will get you here!!!

7. The Four Framework Approach to Leadership Bolman and Deal
Structural Framework – The leader is a social architect whose leadership style is analysis and design.
Human Resource Framework – The leader is a catalyst and servant whose leadership style is support, advocacy, and empowerment.
Political Framework – The leader is an advocate whose leadership is coalition and building.
Symbolic Framework – The leader is a prophet, whose leadership style is inspiration.

8. The Leadership Challenge Kouzes and Posner
Challenge the Process – Find something that needs to be improved.
Inspire a Shared Vision – Share the vision in words that can be understood by your followers.
Enable other to act – Give others the tools and methods to solve the problem.
Model the Way – When the process gets difficult, get your hands dirty.
Encourage the heart – Share the glory with your followers’ heart, while keeping the pains within your own.

9. New Demands for Leadership Development Center for Creative Leadership (CCL)
Leadership development must be linked to organizational needs
Leadership development is no longer a “rite of passage”
Leadership development is strategically linked to organizational goals
Leadership development must be linked to organizational needs
Leadership development is no longer a “rite of passage”
Leadership development is strategically linked to organizational goals

10. The Varieties of Experience
Hardships
Challenging Assignments
Learning from Others
Other Events
Coursework
First Supervisory Experience
Early Work
Purely Personal
Feedback
Business Success
Business Failures and Mistakes
Demotions/Missed Promotions/Lousy Jobs
Personal Trauma
Employee Performance Problems
Downsizing
Race Mattered
Scope
Fix-It
Scratch
Line to Staff
Projects/Task Forces
Breaking a Rut
Values Playing Out
Role Models
Mentors
Peers

11. Experiences that Offer Leadership Lessons Percentage of Events Where Learning Occurs
38%
33%
32%
30%
19%
18%
17%
14%
Challenging Assignments
Other Events

12. Research Findings: Lessons of Experience
Learning is not random – different lessons are learned from different types of experiences.
It is the challenge within an experience that drives the learning forward and makes an experience developmental.
The lessons learned from experience can have a lasting impact on how a person manages and leads.
Preferable to have a variety of experiences in order to achieve broad and balanced development.

13. Skills Learned by Experience
Resourcefulness
Being a Quick Study
Doing Whatever it Takes
Decisiveness
Leading Employees
Confronting Problems
Managing Change
Career Management
Differences Matter
Building and Mending Relationships
Putting People at Ease
Compassion and Sensitivity
Straightforwardness and Composure
Balance between Life and Work
Self-Awareness

14. Challenging assignments. … learning from others…
Challenging assignments.… learning from others…. learning from coursework…. learning from hardship….
All must impact:
Assessment
Challenge
Support

15. Reflection What can I do to learn the most from my job experiences?
What new strategies should I try?
What obstacles will I need to overcome?

16. How Can Your Organization Be Supportive?
Research on the most admired companies reports that top organizations take aggressive, innovative approaches to improve leadership at all levels by focusing on the following:
Disciplined leadership assessments and selection
Intensive leadership development programs that address individual needs and the organization’s strategic goals
Values that emphasize the importance of people as well as financial results
Leadership models that include such attributes as self confidence and self control, achievement orientation, empathy, and teamwork – components of emotional intelligence

17. Self Assessment Tools
• To evaluate personal views of leader’s strengths and weaknesses • To determine and analyze personal strengths and weaknesses
Becoming a leader requires understanding oneself. There are many tools available to help with that assessment…but today we’re going to use the Campbell Descriptor.

18. Leadership Components: Major Tasks of Organizational Leadership
Vision – Establish general tone, direction
Management – Set goals and focus resources
Empowerment – Select and develop subordinates
Diplomacy – Forge coalitions
Feedback – Observe, listen, share information
Entrepreneurialism – Find future opportunities

19. Vision
Consider where your organization is and where it should be going
Read other leaders’ vision statements and think about the ways in which those vision statements drive organizations
List the resources and the support needed for your vision to succeed
Predict what the major barriers to progress might be and how they might be overcome
Observe what other leaders in your environment are doing to create motivating visions and supporting goals.
Be alert for events that might impede your progress
Remain alert for opportunities
Consider where your organization is

20. Management
Evaluate the way your organization uses its resources and monitors progress towards its goals
Think of and experiment with changes that might improve the way things are done in your organization
Identify the operational and administrative problems that cause trouble and work with others to resolve them
Use books, software, training programs, and personal organizers to improve the way you manage your time and organize yourself
Develop personal systems to organize information, documents, and files
Discriminate between what you must do and what can be delegated
Establish a system for monitoring progress, giving feedback and revising goals as needed
Work with subordinates to set specific performance goals
Set specific performance goals
Meet your deadlines

21. Empowerment
Pay attention to what seems to motivate the people around you
For each subordinate, identify the primary motivator and provide it
Involve your subordinates in setting the organizations goals, determining how to achieve them, making decisions, solving them
Think of several ways to provide subordinates with education, training, travel opportunities, increased responsibility, and other learning activities
Be understanding and support subordinates with external pressures
Think of several ways to help those around you celebrate their successes
Think of several ways to recognize, encourage, and support people with special talents
Recognize when productive subordinates need to move on to other opportunities
Focus on results, not process

22. Diplomacy
Rate your interactions with others to determine how often you are in conflict
Respect other people, even when you do not agree with them
Think of several ways to develop positive relationships with people at different levels of your organization that may be of help to you in the future
Expand your network of contacts by becoming active in professional organizations, civic and community groups, and other organizations
Find ways to extend your friendships and professional acquaintances to people who are different from you
Learn to listen actively

23. Feedback
Evaluate the way information is communicated within your organization
Learn how to organize and present numerical data in a helpful way
Learn how to give useful feedback that helps people know what they are doing well and upon what they need to improve
Find opportunities in which to practice giving feedback (i.e., coaching, teaching)
Develop systems for people to give and receive peer feedback in a helpful, non-threatening way
Ask for feedback from subordinates and peers on your performance, and listen to what they have to say

24. Entrepreneurialism
Examine several operational or administrative processes in your organization; Continually seek new, innovative, creative ways to do things
List the obstacles that keep you from coming up with new ideas
Keep a journal or file with new ideas, yours and others
Notice which people seem to come up with good ideas and ways to promote them
Learn and practice techniques for generating new ideas
Practice selling your ides to others
Be willing to experiment and risk failure
Persist in the face of failure; do not be easily discouraged

25. Personal Style
Think through the need for and implications of legal behavior and ethical behavior
Practice explaining your ideas and decisions in a way that helps people understand the reasoning behind them
Increase your competence by honing your skills in core activities
Take courses that increase your level of skill in tangential activities that may be important to your organization and maybe your career in the future
Learn to express positive interpretations of events and develop your sensitivities to issues that are important to others

26. Personal Energy
Educate yourself about the components of a healthy diet
Exercise regularly every day and get sufficient sleep
Do not smoke or use drugs, and drink alcohol only in moderation
Learn methods of controlling stress
Periodically involve yourself in rigorous, and challenging activities

27. Multicultural Awareness
Seek activities that bring you into contact with individuals from different cultures or other countries
Actively seek opportunities to travel, study, attend conferences, and work in other countries
Study another language, listen to music from other countries, and learn to recognize foreign symbols
Attend religious ceremonies for religions different from your own
Attend ceremonies or celebrations held in various ethnic communities
Study the histories of other countries

28. Personal Action Planning Worksheet: Sample
To Improve
To Do
Resources
Needed
Deadline
Delegation
Delegate three tasks I now do
Advice from my manager;
Time-Schedule
4 weeks
Presentation
Skills
Join Toastmasters
3 Months
Communication
Take active listening class

29. Derailment

30. Derailment Profile
Achieving a very high level, but not going as high as the organization expected
Reaching a plateau, being demoted or fired, accepting early retirement, or having responsibilities reduced

31. Why Managers Derail
The organization perceives a lack of fit between the manager’s personal characteristics and skills, and the evolving demands of the job.

32. Primary Reasons for Derailing
Inability to change and adapt during a transition
Problems with interpersonal relationships
Failure to build and lead a team
Failure to meet business objectives

33. Inability to Change or Adapt During a Transition
Failure to adapt to a new boss
Over-dependence on a single skill or failure to acquire new skills
Inability to adapt to the demands of a new job, a new culture, or changes in the market

34. Problems with Interpersonal Relationships
Personality characteristics seen as:
Manipulative
Insensitive
Critical
Demanding
Authoritarian
Self-Isolating
Aloof

35. Failure to Build and Lead a Team
Fails to staff effectively
Does not manage subordinates
Demonstrates poor leadership skills

36. Failure to Meet Business Objectives
Lacks follow-through
Shows too much ambition and hoards projects
Renders poor performance

37. How Derailed Executives Differ from Successful Ones
Unable to develop or adapt
Poor working relations
Unable to build and lead teams
Fails to meet business objectives
Successful Executives:
Able to develop or adapt
Establishes strong relationships
Builds and leads teams
Meets business objective
Solves problem
Shows ambition
Takes risks

38. Events that Can Expose Flaws
A change in boss
A radically different job
A reorganization/culture change
A performance problem handled ineptly
A clash with a boss or peers
A trail of little problems/bruised people
An expatriate assignment
A failure to learn from mistakes
Overusing strengths
Going it alone

39. Sue Weldon Case • To put leadership knowledge into a real life situation and to determine effective actions of a leader

40. Copyright ASTD, March 2005

41. Human Relations 101
The Six Most Important Words: “I admit I made a mistake.”
The Five Most Important Words: “You did a good job!”
The Four Most Important Words: “What is your opinion?”
The Three Most Important Words: “If you please.”
The Two Most Important Words: “Thank You!”
The One Most Important Word: “We”
The One Least Important Word: “I”

42. Suggested Readings Leadership by Rudoph W. Giuliani
The 21 Irrefutable Laws of Leadership by John C. Maxwell
The Leadership Challenge, 3rd Edition by James M. Kouzes, Barry Z. Posner
Leadership and Self Deception: Getting Out of the Box by Arbinger Institute
Principle Centered Leadership by Stephen R. Covey
Lincoln on Leadership : Executive Strategies for Tough Times by Donald T. Phillips
Now, Discover Your Strengths by Marcus Buckingham, Donald O. Clifton
How Full Is Your Bucket? Positive Strategies for Work and Life by Tom Rath, Donald O. Clifton

43. Leadership Development Resources
Leader to Leader
Leadership Development -
Center for Creative Leadership -
The Gallup University -
MindTools -

44. Thank You!
This material is primarily based on the process and model for leadership development of the Center for Creative Leadership and are used with permission for educational purposes. CCL is a non-profit organization with over thirty years experience dedicated to the field of leadership development.
David L. Mineo