Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Who are you
Similaire à Who are you (20)
Who are you
- 1. Who are you? Really? Randy Krause Fire Chief Port of Seattle Fire Department Developing Your PERSONAL Leadership Philosophy We lead from the essence of who we are as a person: Lillas Brown
- 2. Overview Elements of Leadership Credibility – Consistency – Trust – Integrity What is leadership? Five levels of leadership Personal mission statement Why have a leadership philosophy? Continuous cycle of leadership
- 3. Take a moment and think about the roles you fill in your life. How Many Hats Do You Wear? Parent LeaderDaughter Son Chief Firefighter Team Leader Follower Committee Member Team Member Coach Mentor Sister Brother Friend Financial Consultant Lawyer Facilitator Chairman Peer Grandparent Captain Relative Associate Colleague Teacher Student Servant
- 4. Credibility - To be persuasive, we must be believable; - To be believable, we must be credible; - To be credible, we must be truthful. Edward R. Murrow
- 5. Characteristics of credible leaders? They do what they say they will do. They keep their promises and follow through on their commitments. (DWYSYWD) Their actions are consistent with the wishes of the people they lead. They have a clear idea of what others value and what they can do. They believe in the inherent self-worth of others. And they learn "how to discover and communicate the shared values and visions that can form a common ground on which all can stand." They are capable of making a difference in the lives of others-and liberating the leaders in everyone. They admit their mistakes. They realize that attempting to hide mistakes is much more damaging and erodes credibility. But when they admit to making a mistake, they do something about it. They arouse optimistic feelings and enable their people to hold positive thoughts about the possibilities of success. They create a climate for learning characterized by trust and openness. Source: Credibility: How Leaders Gain and Lose It, Why People Demand It, by James M. Kouzes and Barry Z. Posner, Jossey- Bass Inc., Publishers, 350 Sansome St., San Francisco, CA 94104 Reprinted from: Communication Briefings - VoL XV, No. IlL
- 6. L E A D E R S H I P The leader always establishes a clear & consistent path for others to follow Consistency: Is consistency important? When do you start being consistent?
- 7. The “First Encounter” How important are first impressions? There are no “do-overs” It is important to get it right the first time, every time. A leader with a good sense of self is able to be confident and comfortable when presented with new encounters, relationships, and challenges allowing for consistency = Integrity.
- 8. Image building or Integrity building Are you the same person no matter who you are with? Yes or no. Do you make decisions that are best for others when another choice would benefit you? Yes or no. Are you quick to recognize others for their efforts and contributions to your success? Yes or no.
- 9. Trust = Positive Change Low Trust Inspire Trust No Clear Purpose or Vision UnderutilizedTalent AndPotential Bureaucratic M isaligned System s Clarify Purpose Unleash Talent Align System s *Adapted from Covey Leadership Center
- 11. Are you a good follower? You cannot be a great leader without being a great follower.
- 12. Subject Leader Manager Essence Change Stability Focus Leading people Managing work Have Followers Subordinates Horizon Long-term Short-term Seeks Vision Objectives Approach Sets direction Plans detail Decision Facilitates Makes Power Personal charisma Formal authority Appeal to Heart Head Energy Passion Control Dynamic Proactive Reactive Persuasion Sell Tell Style Transformational Transactional Exchange Excitement for work Money for work Likes Striving Action Wants Achievement Results Risk Takes Minimizes Rules Breaks Makes Conflict Uses Avoids Direction New roads Existing roads Truth Seeks Establishes Concern What is right Being right Credit Gives Takes Blame Takes Blames
- 13. WARNING! Sometimes it is NOT easy to LEAD
- 14. Leadership is………. Influence….. “nothing more and nothing less” John C. Maxwell My Adaptation: Leadership is “positive” influence. Influencing and providing a positive environment unleashes the FULL potential of everyone.
- 15. Five Levels of Leadership Developing the Leader Within You: John Maxwell Position Rights People follow because they have to NOTE: Your influence will not extend beyond the lines of your job description. The longer you stay here, the higher turnover and the lower morale. 1 Permission Relationships People will follow because they want to. NOTE: People will follow you beyond your stated authority. This level allows work to be fun. Staying too long at this level can cause highly motivated personnel to become restless. 2 Production Results People follow because of what you have done for the organization NOTE: This is where success is sensed by most people. They like you and what you are doing. Problems are fixed with little effort do to momentum. 3 People Development Reproduction People follow because of what you have done for them NOTE: This is where long range growth occurs. Your commitment to developing leaders will inspire ongoing growth to the organization and to people. Do what- ever you can to achieve and stay at this level. 4 Personhood Results People follow because of who you are and what you represent NOTE: This step is reserved for leaders who have spent years growing people and organizations. Few make it; those that do are bigger than life. 5
- 16. Increasing Levels of Influence Must know what level you are on Apply the qualities needed to be successful at each level Developing the Leader Within You: John Maxwell
- 17. Level 1: Position/Rights Know your job description thoroughly Be aware of the history of the organization Relate to the organization’s history to the people of the organization (team player) Accept responsibility Do more than expected Offer creative ideas for change and improvement Developing the Leader Within You: John Maxwell
- 18. Level 2: Permission/Relationships Possess a genuine love for people Make those who work with you more successful See through other people’s eyes Love people more than procedures Do “win-win” or don’t do it Include others in your journey Deal wisely with difficult people Developing the Leader Within You: John Maxwell
- 19. Level 3: Production/Results Initiate and accept responsibility for growth Develop and follow a statement of purpose Make your job description and energy an integral part of the statement of purpose Develop accountability for results, starting with you Know and do the things that give a high return Communicate the strategy and vision of the organization Become a change agent and understand timing Make the difficult decisions that will make a difference Developing the Leader Within You: John Maxwell
- 20. Level 4: People Development / Reproduction Realize people are your most valuable asset Place a priority on developing people Be a model for others to follow Pour your leadership efforts into the top 20% of your people Expose key leaders to growth opportunities Be able to attract other winners/producers to the common goal Surround yourself with an inner core that complements your leadership Developing the Leader Within You: John Maxwell
- 21. Level 5: Personhood/Respect Your followers are loyal and sacrificial You have spent years mentoring and molding leaders You have become a statesman/consultant, and are sought out by others Your greatest joy comes from watching others grow, develop, and succeed You transcend the organization Developing the Leader Within You: John Maxwell
- 22. Leadership Development Awareness (I’m not perfect) 50% Motivation (I care about it) 25% Skill-building (I want some help) 25% Mercer Delta Consulting
- 23. What type of leader are you? Have you given it consideration? Do you know? Do you care? In today’s environment caring is not an option and knowing where you lead from is essential for success and growth.
- 24. Leadership Styles Autocratic Bureaucratic Charismatic Participative People-oriented Servant Task Oriented Transactional Transformational
- 25. Ten Servant Leadership Characteristics Listening Conceptualization Empathy Foresight Healing Stewardship Awareness Commitment to the growth of people Persuasion Building Community
- 26. Servant Leadership Is not just one great big “group” hug
- 27. Why a philosophy? Leaders' and their constituents must quickly mesh in their organizations. A philosophy of leadership whether written or verbal is an appropriate mechanism for the members of the organization to get to understand you as the leader. The philosophy should be from your heart and in your own words. A clear philosophy provides the best opportunity upfront to state your priorities, goals and areas of emphasis for your organization and life. Ultimately, whatever leadership philosophy you select, You must live the philosophy. Remember, there is no one recipe for success as a leader. However it is your own core values that will form the bedrock of your philosophy
- 28. Defining Yourself (Finding Your Voice) Yearning for self discovery (Hardest Part) Strong chore values (The maker of your own life) Role models Do you have role models in life? in work? in play? Are your role models someone you would like to follow? Are you a role model for others? Would you follow you? Remember this……ALWAYS Some ideas to help you with defining yourself. Personal reflection….(meditation) Reading about “great leaders” (as you define them) Reading books on leadership Take courses on leadership It takes courage to grow up and become who you really are. ~e.e. cummings
- 29. What defines you? Write down at least five things you really like about yourself. • Consistent • Strong faith • Curious about self & others • Confident & competent • Try to do the right thing in all situations • Ability to see the big picture • Supportive of others Write down at least five things others would say about you. • Loyal • Ethical • Competent • Supportive • Caring and kind And remember, no matter where you go, there you are. ~Confucius
- 30. How do you view others? Does this matter? How you view others is critical in how they react to you as a person and/or leader. Do you try to define them? Do you trust others? Do you promote, support, and let them excel and grow by being who they are? Autonomy…… Is this giving something away? Or, unleashing talent and potential?
- 31. Personal Mission Statement Take a moment and think about some of the leadership characteristics that you find most appealing in good leaders. (strong, honest, loyal, competent, good listener, true to self and others, compassionate, strategist, good communicator, builds community, servant, etc) Can you put together (develop) a statement that captures all you want to be as a leader? Your mission statement should be in writing and something you look at often trying to make it the best representation of capturing who “you” are and who “you” want to be.
- 32. “The Golden Rule” “do unto others as you would have them do unto you” “The Platinum Rule” “do unto others as they would like you to do unto them”
- 33. Mission Statement (Example) To live a faith centered life striving to be a better husband, father, friend, leader, and employee by first serving others and setting a daily example in guiding, coaching, and mentoring others to reach their true and full potential in life.
- 34. My Leadership Philosophy Elements Self-discovery Relationships Building Community Empowerment Humility Servant Path finding (Strategy)
- 35. Empowerment Humility Servant Build Communities Path Finding (Strategy) Relationships SELF DISCOVERY Leadership Journey (Continuous cycle) Experience 1 gets processed - growth and learning takes place. Multiple Leadership opportunities = experience and ability to grow as a leader. 1 2 To the next experience with growth and learning from each previous experience.
- 36. The Continuous Cycle of Leadership Cycle of Leadership for growth: Each experience is compounded for positive growth and reflection Moving Leadership experiences forward Ongoing Growth Reflection
- 37. The Goal If as leaders we commit to a personal mission statement and the development of a leadership philosophy that is sincere and genuine we can adapt to any situation and hold true to our core values ALL the time and wear only one hat.
- 38. Conclusion Whatever your leadership level or type of organization you lead, you owe it to those who work for you to develop a thoughtful, comprehensive, and realistic leadership philosophy. No leadership philosophy can address all of the issues you will confront, but it will serve as a solid starting point that will not only be understood by you but, more importantly, by those you lead.
- 39. Resources
- 40. Thank You
Notes de l'éditeur
- What seems to be such a simple question, is REALLY quite complicated. When did you define yourself? Who you are? What you believe in? Where you stand on issues? You chore beliefs? Your passions? Self definition is a “lifelong” journey and one that a leader must consider early on is life and in ones career. Throughout this presentation you will be challenged or given the opportunity to ponder the “big picture” of leadership.
- Areas of conversation today. We will address at a minimum these topic areas. However, if the conversation goes elsewhere today, that is o.k. too and we will venture into any territory or topic related to these elements that the audience feels most pertinant.
- Leadership is nothing without followers. The leader needs to have a kind heart and open honest intentions when leading others. As John Maxwell has stated, Leadership is influence, nothing more, nothing less. I personally buy into this and would like to add. A leader is anyone that has POSITIVE influence over another. I say this because as a leader the goal should be to make those around you better than if you were not involved in their lives. With this definition: Would you consider Hitler a leader? Suddam Husain a leader? You may, I DO NOT. That is why I categorize it by only bestowing positive influence upon those you come into contact with.
- Listening: The servant leader seeks to identify the will of a group and helps clarify that will. He or she seeks to listen receptively to what is being said (and not said!). Listening also encompasses getting in touch with one's own inner voice and seeking to understand what one's body, spirit, and mind are communicating. Listening, coupled with regular periods of reflection, is essential to the growth of the servant-leader. Empathy : The servant-leader strives to understand and empathize with others. People need to be accepted and recognized for their special and unique spirits. One assumes the good intentions of co-workers and does not reject them as people, even while refus ing to accept their behavior or performance. Healing : Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing one's self and others. Many people have broken spirits and have suffered from a variety of emotional hurts. Awareness: General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary-you never know what you may discover! Awareness also aids one in understanding issues involving ethics and values. It lends itself to being able to view most situations from a more integrated, holistic position. Persuasion : Another characteristic of servant-leaders is a reliance on persuasion, rather than using one's positional authority, in making decisions within an organization. The servant-leader seeks to convince others, rather than coerce compliance. This par ticular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups. This emphasis on persuasion over coercion probably has its roots within the beliefs of the Religious Society of Friends (Quakers), the denom ination with which Robert Greenleaf himself was most closely allied.
- 6. Conceptualization: Servant-leaders seek to nurture their abil ities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. For many managers this is a characteristic that requires discipline and practice. The traditional manager is focused on the need to achieve short-term operational goals. The manager who wishes to also be a servant-leader must stretch his or her thinking to encompass broader-based conceptual thinking. Within organizations, conceptualization is also the proper role of boards of trustees or directors. Unfortunately, boards can sometimes become involved in the day-to-day operations (some thing that should always be discouraged!) and fail to provide the visionary concept for an institution. Trustees need to be mostly con ceptual in their orientation, staffs need to be mostly operational in their perspective, and the most effective CEOs and leaders probably need to develop both perspectives. Servant-leaders are called to seek a delicate balance between conceptual thinking and a day-to-day, focused approach. 7. Foresight : Closely related to conceptualization, the ability to foresee the likely outcome of a situation is hard to define, but easy to identify. One knows it when one sees it. Foresight is a character istic that enables the servant-leader to understand the lessons from the past, the realities of the present, and the likely consequences of a decision for the future. It is also deeply rooted within the intuitive mind. As such, one can conjecture that foresight is the one servant- leader characteristic with which one may be born. All other charac teristics can be consciously developed. There hasn't been a great deal written on foresight. It remains a largely unexplored area in leader ship studies, but one most deserving of careful attention. 8. Stewardship : Peter Block (author of Stewardship and The Empowered Manager) has defined stewardship as "holding something in trust for another." Robert Greenleaf's view of all institutions was one in which CEOs, staffs, and trustees all played significant roles in holding their institutions in trust for the greater good of society. Ser vant-leadership, like stewardship, assumes first and foremost a com mitment to serving the needs of others. It also emphasizes the use of openness and persuasion rather than control. 9. Commitment to the growth of people: Servant-leaders believe that people have an intrinsic value beyond their tangible contribu tions as workers. As such, the servant-leader is deeply committed to the growth of each and every individual within his or her institution. The servant-leader recognizes the tremendous responsibility to do everything within his or her power to nurture the personal, profes sional, and spiritual growth of employees. In practice, this can include (but is not limited to) concrete actions such as making available funds for personal and professional development, taking a personal interest in the ideas and suggestions from everyone, encouraging worker involvement in decision making, and actively assisting laid-off work ers to find other employment. 10. Building community : The servant-leader senses that much has been lost in recent human history as a result of the shift from local communities to large institutions as the primary shaper of human lives. This awareness causes the servant-leader to seek to identify some means for building community among those who work within a given institution. Servant-leadership suggests that true community can be created among those who work in businesses and other institutions. Greenleaf said: "All that is needed to rebuild com munity as a viable life form for large numbers of people is for enough servant-leaders to show the way, not by mass movements, but by each servant-leader demonstrating his own unlimited liability for a quite specific community-related group."
- This is very important. Do NOT let others define you. Never compromise your chore values to please or do something for someone else. It starts with strong chore values. It’s is not about religion, but about doing what is right. For example: The Golden Rule is something that may guide many of you or something you have heard or even used for yourself. Story about my upbringing and the golden rule. Defining what you stand for, what you believe in, and what makes you wake up in the morning is the start to defining or fine tuning your leadership philosophy.
- Personal self discovery is often the most over looked aspect of leadership. You cannot be an effective leader without a clear understanding of who you are. How many in the audience spend time learning about and understanding themselves? This is essential to establishing ones chore beliefs. Identifying your fundamental principles in which to operate is most important. I will call this finding your ONE hat. We all too often in life see people trying to change depending upon the audience being addressed. This is a leader without a clear understanding of themselves. This type of leader is going to eventually fizzle out and not be very effective.
- Have you given this much thought? What do you do when someone speaks out against your policies? Decisions? Do you view this as an opportunity? Or a challenge to your authority? If you know who you are and are making decisions from a good place and not out of spite, you can move forward using this as an opportunity.