Leadership development speech
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Leadership development speech

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  • 1. A Path to Leadership Success Discovering and Developing the Leader Within Vicki Whiting, Ph.D. Gore School of Business Westminster College 1840 South 1300 East Salt Lake City, UT 84105 (801) 832-2640 vwhiting@westminstercollege.edu © Vicki Whiting, Ph.D. 2007
  • 2. Session Goals Define leadership Lay out a path for leadership discovery Provide tools and techniques to bring out leadership capabilities in others Develop your own leadership capacity © Vicki Whiting, Ph.D. 2007
  • 3. Leadership is the ability to influence the behavior of others in a goal directed manner © Vicki Whiting, Ph.D. 2007
  • 4. Leadership Development Path Establish • Define values Vision • Identify strengths • Manage perceptions ReflectGenerate ImplementMomentum Change • Eliminate obstacles • Prioritize goals • Engage mentor networks • Create action plans • Enable the team • Execute plans © Vicki Whiting, Ph.D. 2007
  • 5. The Leadership Development Process  Identify leadership vision  Articulate values  Identify talents and passions  Manage perceptions  Define goals and dreams  Create action plans  Overcome obstacles  Establish network of mentors  Support followers  Celebrate successes  Reflect on leadership journey © Vicki Whiting, Ph.D. 2007
  • 6. Identify Leadership Vision Write down three accomplishments over the past five years of which you are especially proud, and share these with someone you trust. Write down two magic moments that you have experienced over the past five years. Describe these to someone new. Write down an obstacle that you thought would keep you from achieving one of these moments or achievements. Explain to someone who would like to learn from you how you overcame this obstacle. Leaders will be most successful influencing the behaviors of others in the areas of their life where they find the greatest sense of achievement and magic. As you consider your leadership legacy, be certain that it resonates with past successes. © Vicki Whiting, Ph.D. 2007
  • 7. Articulate Values  Conduct a values sort  Review your list of values  Rank order your values  Share your top three values with those you work with  Ask those with whom you interact about their values  Discuss as an organization how personal values align with organizational values When developing leadership skills it is important to have value alignmentbetween the leader and the follower. You must be trusted to be a leader mentor. A critical piece of trust is to hold shared fundamental values. © Vicki Whiting, Ph.D. 2007
  • 8. Identify Talents and Passions Individuals who are successful in influencing the behavior of others find their “Sweet Spot”, that is, the place where their talents and passions align. High Talent + High Passion = Success! High Talent + Low Passion = Lost Low Talent + High Passion = Whiner Low Talent + Low Passion = Blamer Clarify your talents  Conduct a strengths analysis, what comes easily to you  Ask 10 people who know you well what you offer to them  List your knowledge, skills and abilities Identify your passions  If you had a day all to yourself with no one to whom you were accountable, what would you do?  If you had a magic wand and could be anything you wanted, what would it be? What are your passions? What are your talents? In developing your leadership legacy you must use your signature strengths and apply them to something you care deeply about. People choose to be influenced by those who have passion for the project being undertaken and an ability to be successful in that project.People will follow you if you are fulfilling your high talents and high passions. © Vicki Whiting, Ph.D. 2007
  • 9. Manage Perceptions Clarify how you will establish your credibility. List how each component of credibility can strengthen how others look at you.  Reputation  Expertise  Composure  Humility  Trustworthiness Ten judgments are made within the first 30 seconds of meeting someone.  Consider the judgments others are making of you and consider if these are the judgments you would like others to have of you  Seek feedback from trusted others as to how others might judge you  Acknowledge the judgments you make of others, then look for confirming or disconfirming data Perception is reality © Vicki Whiting, Ph.D. 2007
  • 10. Identify Goals Write down what is it that you are trying to accomplish  You need to know what it is that you are leading others to follow Make a list of individuals who can assist you in achieving your vision Share your goals with those who can assist you Give examples, paint a picture, tell a story so that others might share your vision Explain what is in it for them if they choose to follow youLeaders know where they are going. They have a vision of what might be.Leaders are successful when goals are shared and others become excited about the opportunity to be part of something meaningful. © Vicki Whiting, Ph.D. 2007
  • 11. Engage Others in the Action Plan Ask others for input Establish milestones and clear actionable steps leading toward goal accomplishment Resonate with those who buy into your goal  List shared desires and outcomes  Identify what is in it for them Provide positive reinforcement Ask how they feel about the progress being made Be open to ideas for ways to improve Resonate with those who are working with you toward the shared goal. Establish a path for those who have joined you in your vision. Enable people to take action toward goal accomplishment. © Vicki Whiting, Ph.D. 2007
  • 12. Overcome Obstacles  List obstacles that stand in the way of goal accomplishment  Determine how to address each obstacle  Focus on the problem, not the people  Turn to your mentors for ideas and support  Work ON the business, not IN the business  Brainstorm solutions with those invested in the outcome  Be tenaciousThere will be setbacks and mistakes. Leadership development involves a high level of resilience, self-esteem and tenacity. The greatest leadership lessons come from failures. Remain positive with people, but realistic about problems. © Vicki Whiting, Ph.D. 2007
  • 13. Establish a Mentor Network Mentors challenge, protect, direct, instill confidence, take risks, encourage responsibility and inspire others Write down the names of people who have crossed your path that played a major role in making you the person you are. Consider leadership skills in which mentors can assist your growth. Write down the names of individuals that have something to offer your leadership development. Engage these mentors in conversation Listen to the lessons they offer by asking questions such as:  “What keeps you awake at night?”  “How did you get to where you are today?”  “How did you know to make that choice?” Begin mentor interaction asking yourself, “I wonder. I wonder what storythis person can tell me. I wonder who this person has been influenced by.I wonder what this person can offer me because I know that my journey is not yet complete. I wonder what this person can teach me.” © Vicki Whiting, Ph.D. 2007
  • 14. Enable the Team  Bring people engaged in your leadership vision together  Ask questions relating to their ability to accomplish the goal  Do they believe they can accomplish the tasks?  Is the reinforcement they receive perceived as fair?  Do they value the rewards they are receiving for their contribution?  Offer encouragement  Provide mentoring  Allow for shared leadership  List the skills needed for goal accomplishment  Identify individuals who possess the needed skills  Ask the individual to lead in their areas of strength A leader is only as effective as those who choose to follow. Allow forparticipation, delegation and growth. Identify complimentary talents, and let others lead within their area of expertise. A leader of everything is a leader of nothing. © Vicki Whiting, Ph.D. 2007
  • 15. Celebrate milestones Write thank you cards Bring flowers Buy lunch Say “Thanks for…” Brag about a person’s contribution Give a gift certificate Celebrate creatively and liberally As milestones toward the final goal are met, take time to celebrate intermediate wins. Success breeds success. Don’t wait until you havearrived at your goal to acknowledge the contributions and progress beingmade. Thank them and encourage continued success through individual, sincere positive feedback. © Vicki Whiting, Ph.D. 2007
  • 16. Reflect on Leadership Development  List the initiatives that you have the talent and passion to lead  Review your leadership vision  Conduct progress checks throughout the leadership path  Ask for 360 degree feedback  Don’t be afraid to fail. Ask yourself, “What is the worst that could happen?” Leaders fail at every single goal they don’t pursue. Reflection on vision,implementation and momentum will allow for leadership adjustments along the path to success.“You will miss 100% of the shots you don’t take.”– Coach John Wooden © Vicki Whiting, Ph.D. 2007
  • 17. Leadership Development As a department, determine where you should introduce the leadership development framework Be clear on the learning outcomes you would like to emphasize with regard to leadership development Consider how to make leadership development personal and meaningful for students Focus on the value of leadership development for the student, the department and the industry Instill in others the belief that each of them is a leader. © Vicki Whiting, Ph.D. 2007
  • 18. Establish • Define values Vision • Identify strengths • Manage perceptions ReflectGenerate ImplementMomentum Change • Eliminate obstacles • Prioritize goals • Engage mentor networks • Create action plans • Enable the team • Execute plans © Vicki Whiting, Ph.D. 2007
  • 19. A Path to Leadership Success Discovering and Developing the Leader Within For more information contact: Dr.Vicki Whiting, Ph.D. Gore School of Business Westminster College 1840 South 1300 East Salt Lake City, UT 84105 (801) 832-2640 vwhiting@westminstercollege.edu © Vicki Whiting, Ph.D. 2007