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Bringing Out the LEADER in YOU

Bringing Out the LEADER in YOU. Moorings Park Leadership Seminar. Bringing out the Leader in You! Fall 2005. Welcome to Creative Problem Solving. Professor Dave Jaye Professional Development Center Naples. Workshop Overview. Definition of Leadership Desired Leadership Behaviors

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Bringing Out the LEADER in YOU

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  1. Bringing Out the • LEADER in YOU

  2. Moorings Park Leadership Seminar • Bringing out the Leader in You! Fall 2005

  3. Welcome to Creative Problem Solving Professor Dave Jaye Professional Development Center Naples

  4. Workshop Overview Definition of Leadership Desired Leadership Behaviors Self Assessment Basics of Leadership

  5. ICEBREAKER Warm-up Time

  6. Definition of Leadership 4 Leadership Styles (Book: Leader’s Window) Frontline Leadership by Zenger Miller 7 Habits of Highly Effective People by: Stephen Covey

  7. Define Leadership Leadership is action, Not position

  8. Conditioning vs. De-Conditioning Research shows adults use only 13% of their creativity --- How does this affect our leadership abilities?

  9. Desired Leadership Behaviors · Recognizes how his/her feelings shape what he/she perceives, thinks or does. · Stays composed, positive and calm even in trying moments.

  10. Desired Leadership Behaviors · Does not become upset with people who give constructive feedback. · Has the confidence to make decisions despite uncertainties and pressures. · Models and personally demonstrates the changes they expect of others.

  11. Desired Leadership Behaviors · Always gives positive feedback when people perform well. · Recognizes the need for change and removes obstacles that hinder it. · Gives timely coaching, and offers assignments that challenge and grow a person’s skills.

  12. Desired Leadership Behaviors · Is an effective communicator. · Gains and keeps the trust of his/her people. · Encourages diversity. Values the differences in people, backgrounds and point of view

  13. What do you see?

  14. What do you see?

  15. Self Assessment of Personal Leadership Style

  16. Self Assessment of Personal Leadership Style • Instructions: • Circle the number on the scale that you believe comes closest to your skill or task level. Be honest about your choices as there are no right or wrong answers - it is only for your own self-assessment.

  17. Self Assessment of Personal Leadership Style • Instructions: Scoring • Total each of the five columns and then add the five columns together for your final score. The maximum score is 250 while the minimum score is 50.

  18. Circle of Influence vs. Circle of Control

  19. Basics of Leadership Communication Skills • What you say and how you say it can be as important as anything else you do as a leader.

  20. Basics of Leadership Getting Good Information • Getting good information can help leaders make better decisions.

  21. Ice Breaker

  22. Basics of Leadership Interpersonal Skills • Interpersonal Skills are needed in almost any aspect of leading others • Recognizing Positive Results

  23. People want to trust leaders People don’t care how much you know…. Until they know how much you care

  24. Traits of “Doers” Traits of “Don’ts” Leading by Example

  25. Set the Example…… Be a “DOER”

  26. TEAM BUILDING WELCOME!

  27. WHAT IS A TEAM? • A group organized to work together. • A team is a group of individuals working together to solve a problem, meet an objective, or tackle an issue.

  28. SHORT HISTORY OF TEAM BUILDING • Mayo: confirmed relationship between human factors and productivity • Maslow: linked motivation and performance • Team relationships important • Business demonstrated effectiveness of teams and refined structure and use

  29. WHY DO TEAMS WORK? • Whole is greater than the sum of its parts • Individuals bring a range of talents, knowledge, experience, contacts, etc. • Working together, a team can accomplish more

  30. INTANGIBLE BENEFITS • Sense of accomplishment • Self-fulfillment • Esprit de corps

  31. INTANGIBLE BENEFITS • Get to know one another • More participation in activities • Enhance Professional reputation We know how to get things done for our kids!

  32. BUILDING AN EFFECTIVE TEAM • Get to know one another • Establish consensus as to team’s purpose • Identify available resources • Establish rules of behavior

  33. ESTABLISH CONSENSUS FOR TEAM’S PURPOSE • Short term team: once achieved, team disbands: task forces • Long term team: on-going objective • Establish specific objectives • Establish its authority • Reach consensus on expected results • Establish a completion date

  34. IDENTIFY Team RESOURCES • What’s the budget? • Special equipment • Time members can devote – get a commitment

  35. IDENTIFY Team RESOURCES • Special, relevant information • Other teams and/or individuals • Roles people play • Deadlines

  36. Be optimistic Be on time Support one another Be courteous HELPFUL BEHAVIOR

  37. Complete your work Present ideas, comments clearly Be prepared, do your home work, search Google and Yahoo for solutions HELPFUL BEHAVIOR

  38. Constantly critical Dominate/monopolize Be manipulative Be judgmental Act bored/uninterested Do unrelated things HARMFUL BEHAVIOR

  39. Sub-conversations Simply agree with everything Avoid decisions HARMFUL BEHAVIOR

  40. HARMFUL BEHAVIOR • Go off on tangent, off track • Name-calling • Attack people/ideas

  41. COMMUNICATIONS • “to make known” • “to have an interchange of ideas” • “to express ideas so you are easily and clearly understood Behaviors affect communications!

  42. RUNNING A HIGH PERFORMANCE TEAM • Keep each team member in the loop, keep informed • Thank dominating members for their contributions, but ask them to allow others to participate

  43. RUNNING A HIGH PERFORMANCE TEAM • Get all members to participate • Help members make their point clearly

  44. Ways to Involve Team Members • Pass a baton so each person must add to the conversation • Ask open-ended questions • Call directly on non-participants

  45. Ways to Involve Team Members • Assign specific tasks • Ask for opinion • Rotate team roles

  46. Conflicts and Behavior • Individuals attacking personalities or ideas • Constant criticism of other points of view • Displaying anger

  47. Conflicts and Behavior • Showing contempt • Unwilling to share the workload • Non participation • Gossip

  48. Handling Team Conflicts • Identify/recognize problems • Act quickly • Formal conflict resolution an option

  49. Handling Team Conflicts • Team needs to reach consensus • Time out • Use Humor • Use Sugar

  50. Providing Recognition • Recognize individual team members informally and continually • Also provide formal recognition for special accomplishments

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