Need For Leadership
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Presentation describing unique, powerful approach to solving the leadership problems in your organization.
![Straight Talk ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Need For Leadership
- 1. Fail-Safe Leadership: Straight Talk About Correcting The Leadership Challenges In Your Organization Mark Sturgell, CBC President || Performance Development Network
- 11. How do you motivate others?
- 12. Forrest Gump Why did people follow Forrest Gump? Direction Purpose Meaning Goals VISION
- 13. inspir ation Mission Motives
- 16. Promotion Model “ You are a Super Worker. Congratulations, because on Monday you are a supervisor!” “ Hope” for Results Then Watch what others do, and do your best
- 17. Leadership Transition People Skills Technical Skills 90% Executive Manager Supervisor Front-line Employee 10% 10% 90%
- 18. Competency Model Competency models have produced much of what we have now in corporate America – and how good is that? “ Hope” for Results Then Grow Leadership Qualities in People
- 19. Results-Based, Values-Driven Model PDN Leadership Development will help you define and achieve the results you want. Grow People & Processes to Ensure Those Results Then Define the Desired Results & Values
- 21. Mark Sturgell, CBC President || Performance Development Network 217.362.0500 [email_address] http://www.pdncoach.com http://purposeandnow.com http://twitter.com/pdncoach
Notes de l'éditeur
- Rich took a job right out of high school and has stayed for more than 25 years and counting. He joined the union. He moved up through ranks of management He now manages about 50 employee and is second in command Now considering his potential for top leadership position and enrolled in PDN Leadership Institute 7-day goals… Because of his years in the rank-and-file, he knows the joke about “After management training… ‘Things are going to be different around here…’” Meeting with 50 employees, says: As you know, I am participating in the Leadership Institute “ Things are going to be different around here…” and waits for laughs and rolling eyes. Then… There are three things I want to change about ME Please let me know when you catch me getting it right Be kind and let me know when you catch me getting it wrong Within a week, three union members came to him asking to form a management/labor committee, essentially a pro-active and positive process improvement team was formed… As a result of Rich’s promise to change himself, everything in his organization changed, and he is now the top leader in that organization.
- Too often, we take the “car wash” approach to leadership development. You know, you drive your car through a car wash and it comes out so clean and shiny that you THINK it MIGHT actually perform better. Then you drive it a few miles and what happens? It loses its shine and, of course, the performance hasn’t changed at all. That’s the common approach leaders take to training and development. They go to a workshop, or they SEND their employees, hoping they come back clean, shiny and better performing…and it seldom works for “more than a few miles” – it seldom makes a difference for more than a few days or weeks. The leader provides the edict of “You need this training”, so they go. Unless employees make their own reasons for being there, however, they get little from the experience. Worse yet, they have to return to an environment where THE SAME LEADERSHIP is still in place. Whether you enroll or send someone else, if you are one who believes that Leadership Development is just an opportunity to “fix your followers” – THINK AGAIN. GET OVER IT. If you are a leader, I guarantee your development is the key to improving results in your organization… just ask your followers. This is true NO MATTER where you are in your organization.
- In fact, there really are only two ways to change an organization: Change Leaders Change the Leaders That is, you can replace the people in top leadership positions OR you can change them. Quite frankly, many leaders are easier to replace than they are to change. Too may leaders are resistant to their own development.
- How we see ourselves, our problems and our challenges determines how we lead. If fact, how we see our challenges may determine whether we can address them, effectively, at all. We are all observers in the world. We see the world in a particular way. As observers, we have 3 choices: Be “pinballs” and victims, bouncing off our circumstances Take new actions based on how we see the world – trying to change the results we get from our circumstances. This is how 95% of people and organizations operate 95% of the time. See the world in a new way – the business I am in, helping people try on new assumptions about their potential and their circumstances, creating new possibilities, renewed passion and increased ability for creating greated success.
- Depending on who you read, behavioral scientists tell us that the average person uses somewhere between 3% and 25% of their potential resources, of their abilities and talents. The reason is that most people have closed their eyes or limited their options due to closed minds and preconceived idea. Actually, the last time we truly had an open mind was the day we were born. From that point on, we’ve been conditioned. You will do well to try to look beneath the surface of everyday living. Look not at why or how something won’t work. Look for reasons and ways to make things work . Go beyond the obvious. Expand your horizons.
- Most organizations try to solve their problems at the “relationship level”… Yet the root cause of most problems starts with the lack of clear, shared sense of mission and goals, with a lack of clarity and mutual expectations about roles, with people playing by different sets of rules. When Goals, Roles and Rules are congruent among you and your partner, your team, your organization…relationships often take care of themselves. Where before there was a diminishing conflict between “right vs. wrong” or “win vs. lose”, now there is innovative, positive conflict between “right vs. right”, because all people and their ideas are equally valued.
- Leadership is the ability to motivate and influence a group toward the achievement of goals. As a leader, what is your role in motivating and retaining employees? How are you measured? What do you do? What are the results? How will your employees, colleagues and stakeholders remember you? Think about it, managers are ultimately remembered for two things: How well did the manager LEAD others to produce intended results? How well did the manager INSPIRE and sustain an environment that brought out the best in everyone?
- Is motivation really that simple? Can you motivate another person? In order to motivate someone, you must change them. Motivate = to stir to action or feeling Can you change another person? How many of you are married? You CANNOT change or motivate another person. So what can we do?
- Have you een the movie Forrest Gump starring Tom Hanks? Remember when Gump starts running, and he runs back and forth across the country? What happens? What do other people begin to do? Why? And what eventually happens? Why?
- We CANNOT motivate others, but are several things we can do: We can find out what motivates them. We CAN inspire people. We can create a “motivating environment”. = People find maximum motivation when they are satisfying their personal needs and desires even as they work to fulfill a mission beyond themselves. <CLICK> As leaders, we must both cast a compelling mission and tap into the sometimes hidden motives of the people we wish to engage in our mission. Motivation requires both LOGIC and EMOTION. Through logic we understand how something works and why it’s important in order to commit to it. Emotions provide the fuel that drives our actions or internal change. Both EMOTION and LOGIC come from the Latin word that means TO MOVE . If you are to move people to action you must have an inspiring mission that also connects and satisfies their hopes and desires.
- We must BE the leaders that people WANT to follow. More accurately, we must be the leaders who people will follow on their way to becoming the leaders they are meant to be.
- Generally, organizations take two or three approaches to producing leaders. Two most common approaches are: Promotion Model Competency Model Third model seldom seen in practice: 3. Result-Based Value-Driven Model
- Promotion Model of Leadership This model is simple: promote the “super-worker” to supervisor and hope for the best. (Otherwise known as the “ After all, that’s how I learned to lead ” model). Isn’t this the same way most of us learned about sex? ……. And how accurate was that?
- Unfortunately, while front-line workers use about 90% technical skills and 10% people skills, the moment they become supervisors that ratio changes to at least 50:50, and the higher you go in an organization the more people skills, and less technical skills, are critical. Yet, where and when have most leaders learned these skills, if at all?
- This is a common approach. Determine what qualities leaders have, develop those qualities in people, then “hope” for results. The problem with this model is that different leaders, in different situations, succeed because of a vast array of possible qualities. Research on leadership qualities has generated an enormous list of credible competencies; many of them are contradictory. A great deal of money is spent on competency models of leadership in this country. I would be so bold to say that we are seeing the results – and the results are not pretty.
- There is a better way… The most effective leaders have defined a clear mission, the results they aim to produce, and the values that guide their decision-making and actions. The most effective leaders are models in the pursuit of their mission. People want to follow them, to emulate them, and even to “out-do” them by achieving as great, or even greater, results. PDN Leadership Development provides you the opportunity to create organizations full of people who produce the right results through their leadership.