1. Leadership through Influence HR Dimensions, LLC / Career Partners International 4040 Vincennes Circle, Suite 250 Indianapolis, IN 46268-3020 www.hrdimensions.com (317) 396-5000 Facilitator: Steve Grow, Partner

2. What is…?

3. Name a leader, past or present, who inspired you Identify behaviors or characteristics that you most admire in that person What were some obstacles or hardships that his person faced as a leader, and what did this person do to overcome them? What are 3 lessons learned from this person? What makes a leader great?

4. Influence Model

5. Self Awareness: ability to read your own emotions Self-Management: ability to control your emotions and act with honesty and integrity in reliable and adaptable ways Social Awareness: Includes key capabilities of empathy and organizational intuition Relationship Management: Includes abilities to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds “Primal Leadership” From Harvard Business Review: December, 2001 Competencies of Emotional Intelligence

6. Leadership Balancing Act Results Relationships

7. Building Effective Relationships Understand yourself - your strengths, liabilities and blind spots Value - not just tolerate - differences in others Adapt for synergy and more effective communication with others

8. 5 Leaders in 1 Who you are Who your followers perceive you to be Who you perceive yourself to be Who your boss perceives you to be Who your peers perceive you to be

9. Each person’s response to you is dependent upon: who they are what they need and what they expect 5 Leaders in 1

10. Leading Authentically Character -- our essence; who we are authentically Persona -- mask we wear Leading In-Persona vs. Leading In-Character Goal is not to eliminate Persona, but to increase Character to such a degree that Character supports Persona. Persona Character Persona Character

11. How to Prepare for Your Annual Performance Review Begin collecting supporting information immediately after your last review. Use whatever format that makes the most sense to display your information. But keep it simple, concise, with the pertinent information readily visible. Some use a one- inch, three–ring binder with dividers for the various sections. A highlighter can be used to bring attention to relevant paragraphs or phrases.

12. How to Prepare for Your Annual Performance Review Be prepared for any problems or shortcomings that may be brought up. Tell how you will keep this from happening in the future (such as a course you have taken, a mentor you have found, etc.).

13. How to Prepare for Your Annual Performance Review Do not argue, especially about any perceived negatives being discussed. Whether they are true or not, they are your exec’s perceptions. A phrase like, "I understand how you might have viewed it that way. Next time, I will handle it by doing such and such. I want to do whatever I can to strengthen our working relationship. I consider us a team."

14. How to Prepare for Your Annual Performance Review Discuss your personal and professional goals. Get your supervisor’s buy-in to prepare for a professional certification, enroll in a course or seminar to learn technology needed for the future, subscribe to a publication that will enhance your skills, or resource material that will benefit you and others in the office.

15. How to Prepare for Your Annual Performance Review Listen without interrupting. Hold your temper. Remain professional. Remember, this is your opportunity to provide your exec with the ammunition he/she needs to make you shine and positively reflect on the past year. How you end this year will definitely influence how you begin the next.

16. How to Prepare for Your Annual Performance Review Plan Prepare Proactive Professional

17. Trust is… TRUST = Character X Competence

18. Trust = Time Cost The Simple Economics of Trust Adapted from: The Speed of Trust, Stephen M. R. Covey Adapted from: The Speed of Trust, Stephen M. R. Covey

19. 4. Results 3. Capabilities 2. Intent 1. Integrity Character Competence Source: The Speed of Trust, Stephen M. R. Covey The 4 Cores of Credibility

20. Character Competence Low Hi Dimensions of Trust

21. Why is trust important in relationships? Why is trust important in an organization?

22. The “Ripple Effect” of Trust

23. 3 Essential Components of Leadership: Vision Communication Trust

24. Leading through Influence Get it Create it Link it Share it Live it

25. Success is a journey, not a destination. Ben Sweetland