2. Leadership Fire: How to Get Extraordinary Things Done Consistently…and Manage your Competing Priorities Developed and Prepared for: 2014 Northwest Clerks Institute –PD III Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP

15. What is your Biggest Challenge in Managing your Highest Priorities?

19. What is your Biggest Time Barrier?

20. The Golden Circle Adapted from the book, Start with Why, Simon Sinek Why How What

24. Leadership – is what we do, not what position we hold. Leading is influencing others.

25. Leadership Self Assessment

26. Myths of Time/Life Management  Time can be managed.  More and faster is better.  People and circumstances can make us act in certain ways.

27. Life Management Principles  Time must be budgeted.  Your ability to make decisions on your use of time should be based on your life mission, goals, and responsibilities.  You need to understand your own limits.

28. Life Management Principles  You can seize time when you schedule it far in advance.  The ability to apply assertive communication and say “no” is critical to managing your schedule and your life.  You must know your own natural rhythms of maximum effectiveness.

29. Barriers  Paper  Priorities  People  Other

30. Leadership Fire Goals Planning Systems/Processes Accountability Follow-through

32. Laser Focused Goals Why do I want this goal? What will the goal look like when it is completed? How will I feel like when the goal is completed?

36. M=Measurable T= Time Bound GOALS

37. By October 28, my quarterly ezine and 20 Blog postings will be completed for editing and posting. SAMPLE GOALS

38. By writing on a continuous basis, my credibility will be enhanced, my message will become deeper, and more people will see me as an expert in the field of service, leadership, and human effectiveness. WHY?

39. Effectiveness vs. Efficiency

40. Effectiveness – Doing the things that get you closer to your goals. Efficiency – Performing a given task (whether important or not) in the most economic manner possible.

41. “Doing something unimportant well does not make it important. Requiring a lot of time does not make a task important… -Timothy Ferriss, The 4-Hour Work Week

42. Business Career Mental/Learning Physical Goals

43. Spiritual Emotional Relational Financial Goals

46. ACTION STEP On your index card, write one MT goal that aligns with your WHY.

50. Plan Weekly Review your “why” Schedule your “big rocks” Schedule the week From First Things First, Dr. Stephen Covey

51. Weekly Review (David Allen) 1.Loose papers 2.Process your notes 3.Previous calendar data 4.Upcoming calendar 5.Empty your head 6.Review projects Lists 7.Review next actions lists 8.Review waiting for lists 9.Review someday/maybe lists 10.Review pending files

52. Plan Daily Check today’s appointments Make a realistic list Prioritize From First Things First, Dr. Stephen Covey

53. How to Prioritize Is this a High Value Activity? What am I doing this morning to reach my goal(s)? What am I doing this afternoon to reach my goal(s)?

54. Business Plan BizPlan Builder by Jian Software Company Figure out your work free days/production days/administration days

55. Planning (By David Allen) 1.Define purpose and principles 2.Outcome visioning 3.Brainstorming 4.Organizing 5.Identifying next actions

56. ACTION STEP On your Index card, choose one project that is new or stuck or that could simply use some help. And begin the planning process by thinking of your purpose. Think of what a successful outcome would be. Brainstorm potential steps. Organize your ideas. Decide on your next action. -David Allen, Getting Things Done

57. Systems

58. Accounting System Customer Follow up System Referral Network System Management Team Training System Organizing System

59. Systems Create a series of activities that you do on a daily/weekly basis Set up benchmarks that will help you reach your goals Tickler files (43 folders- 31 daily (1-31); and 12 more labeled with the months) Daily calendar/Daily tickler folder Action lists

60. ACTION STEP On your index, write down one system that you would like to implement in your business or job. Note: David Allen (Getting Things Done) is an excellent book for systems

63. Follow-Through Just do it! Start now Set a timer Recognize your own barriers

64. ACTION STEP Write the name of one person that you are considering forming an accountability system with (Or people you are considering to form a master mind group).

65. Follow through To press on in an activity or process; especially to a conclusion

66. Ideas for Just Doing it! 1.Kitchen timer 2.Delayed gratification 3.Be accountable to someone else 4.Use technology for reminders

67. Action Step Write down one step that you can take to follow through.

71. Action Steps

73. Definitions Goals Planning Systems/Processes Accountability Follow-through

74. Managing your Highest Priorities Knowledge is Power … Get Plugged in Developed and Prepared for: 2014 TRAIN Supervisors’ Conference Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP

75. Trends in Today’s Work World 1.Collapse of information float 2.Technological advances 3.Complexity 4.Mobility 5.Sophisticated customers with high expectations for quick and quality service -Adapted from Margin by Richard A. Swenson, M.D.

76. Trends in your world Declining resources and rising costs Increased need for services Waiting List for services State Legislature’s scrutiny of DVR for continued funding New Governor who desires to know taxpayer value Possible changes from congress to change DVR

77. Stats Activity overload Change overload Choice overload Commitment overload Competition overload Debt overload Decision overload Information overload Expectation overload Fatigue overload People overload Technology overload Problem overload Work overload From Margin, Richard A. Swenson, M.D.

78. Where to Begin The way we see (our paradigm) leads to what we do (our attitudes and behaviors); and what we do leads to the results we get in our lives. If we want to make significant changes, we can’t just change attitudes, behaviors, methods, or techniques; we have to change the basic paradigms out of which they grow.” -Stephen R. Covey, First Things First

79. Changing our Beliefs about Leadership (Stewardship) Replace self-interest, dependency, and control with service, responsibility, and partnership Put real meaning into the ideas of service and accountability Create a workplace where every member thinks and acts as an owner Reintegrate the managing of work with the doing of work- everyone does real work Refocus staff groups to serve core workers and give choice to the line Choose service over self-interest Adapted from Stewardship by Peter Block

80. Quote for thought “Shepherding people helps to make them grow; it demands thoughtfulness about ‘how to make the other one great’ and it implies nothing less than the act of true friendship for others.” -Klaus Bockmuehl

81. Quote for Thought “The radical intent of stewardship is to be of service and to be accountable without having to be in charge.” -Peter Block

82. Principles of Personal Leadership 1.Firmness of Purpose 2.Willingness to serve 3.Strong sense of self-discipline, integrity, and perseverance 4.Optimistic outlook 5.Ability to forge partnerships

83. Behaviors/Attitudes/Tools QualitiesBehaviors/Attitudes/Tools Firmness of Purpose “No man can climb beyond the limitations of his own character.” – John Morley Having a solid set of principles Living out your values every day Making sound decisions Admitting your mistakes Doing what is right despite the opposition Being resolute and determined Never giving up

84. Purpose – Passion - Mission “Success is not the result of spontaneous combustion. You must set yourself on fire.” – Reggie Leach “Write a mission statement by asking yourself: –What’s most important? –What gives your life meaning? –What do you want to be and to do in your life? (First Things First, Stephen Covey)

85. Quote “Whether the value is family, teamwork, hard work, or fun, the truest measure of what leaders deeply believe is how they spend their time. Constituents look to see this measure and use it to judge whether a leader measures up to espoused standards. Visibly spending time on what is important shows that we’re putting our time and money where our mouth is.” -The Leadership Challenge, Kouzes & Posner

86. Quadrant 2 Living CrisisPreparation/True Recreation Interruptions?Trivia, busywork URGENTNOT URGENT IMPORTANT NOT IMPORTANT

87. Twelve Dimensions of Life/Self Management Attitudes – Are you an internal or external thinker? Goals – Top time masters develop clear goals and then focus on the activities that will achieve them. Priorities – After setting your goals, then you determine what activities must be done to help you reach the goal. (Important vs. urgent) Analyzing – No one can really master their time use until they know how they spend their time now. Planning – Planning is the only way to break out of the reactive pattern. It is deciding what to do. Scheduling – Is deciding when to do what you have decided to do.

88. Twelve Dimensions of Life/Self Management Interruptions – Interruptions are a part of your job – accept the uncontrollable and control the controllable. Meetings – Eliminate wasted time in meetings! Written Communications – Learn to trim unnecessary parts and concentrate only on those things that help us achieve results. Delegation – Horizontal and vertical Procrastination – This is doing a low-priority action or task instead of high-priority ones. Things that are unpleasant/things that are difficult/things that involve tough decisions. (SELF-SABOTAGE) Team Time – What’s the best use of OUR time? Respect and help others.

89. Behaviors/Attitudes/Tools QualitiesBehaviors/Attitudes/Tools Willingness to serve “The antidote to self-interest is to commit and to find cause…the commitment to something outside of ourselves.” – Peter Block Look at your co workers as part of your customer base and ask them “How can I server you?” If you are a leader, give power away Reward others

90. Behaviors/Attitudes/Tools QualitiesBehaviors/Attitudes/Tools Self-discipline, integrity, and perseverance “Leaders always find a way to make things happen.” – John Maxwell Use self-control at work Make and keep promises Be committed to the goals Be accountable

91. Behaviors/Attitudes/Tools QualitiesBehaviors/Attitudes/Tools Optimism “If you think your people are negative, then you better check your attitude.” -John Maxwell View failures or setbacks as opportunities Choose your attitude every day

92. Behaviors/Attitudes/Tools QualitiesBehaviors/Attitudes/Tools Ability to forge partnerships “Partnership balances responsibility. It means to be connected to another in a way that the power is roughly balanced.” – Peter Block Treat every one as equals Each person is responsible for the work outcomes, as well as his or her own morale, learning, and career Serve as a boss without playing the role Partnership is the ability to give more choice to the people we choose to serve

93. After attending this workshop, you will be able to: Discover how personal leadership is essential for success in today’s work world Identify ways to implement personal leadership principles in your life and in your work group in DSHS – DVR Develop an action plan based on application ideas from your peers