Emerging Nonprofit Leaders, 2012-2013

1. Emerging Nonprofit Leaders, 2012-2013 Retreat, Fall 2012 Sponsored by: Nonprofit Learning Point and its funding partners

2. Outline for Retreat Day Two • Goleman’s leadership styles (from the article “Leadership that Gets Results” and the book Primal Leadership) • Introduction to the Myer’s Briggs Type Indicator and leadership applications • Leadership and Learning • Reflections on developmental goals • Leadership coaching

3. Primal Leadership: Are you using the right club? • Commanding • Pacesetting • Democratic • Affiliative • Coaching • Visionary

4. About Goleman’s Leadership Styles • Can be learned through practice and repetition • We can all use different styles • Different styles are appropriate in different situations • We can learn when to use different styles • Responses to different styles can be predicted

5. Commanding (Coercive) Leadership • Make decisions alone & give orders • “Do it because I say so” • Authority rests fully in the leader • May have coercive elements • Tends to use criticism rather than praise

6. Pacesetting Leadership • Leader offers him/herself as model • Obsessive about doing things better/faster and asks the same of everyone • Holds high standards and expectations • Impatient with poor performance • Often rescues the situation himself or herself when confronts poor performance

7. Democratic Leadership • Others (employees, group members, subordinates) participate in decisions. • Open deliberation. • Advice and ideas shared. • Listen to the concerns and ideas of others

8. Affiliative Leadership • Builds relationships with and among employees at personal and professional level • Seeks to care for the whole person, not just professional side • Provides emotional support • Recognizes and shares emotions • Seeks to increase harmony in workplace

9. Coaching Leadership • Deep conversation with employee that goes beyond short-term concerns • Focus on personal and professional development • Explores personal dreams, goals, career hopes • Helps individual develop to achieve long-term goals • Gives assignments that stretch

10. Authoritative (Visionary) Leadership • Individually and with others develops vision of where organization is going • Provides big picture framework and enthusiasm • Continually reminds group of larger purpose of the organization • Allows other the room to figure out how to reach the vision

11. Styles in a Phrase

12. In your small group… Please identify 3 benefits and 3 drawbacks of your assigned style. Record these on the flipchart. Then, offer a couple of examples of when it would be an appropriate style in a nonprofit organization.

13. Commanding Pacesetting Democratic Affiliative Coaching Visionary Which is your “default” style? Which is the greatest stretch for you to use? Which is needed in your current role? Which would you like to develop so that you are even more effective with it? Primal Leadership: Your repertoire of styles

14. Background on the MBTI • Based somewhat on Carl Jung’s work • Self-report instrument • Preferences…not skills • No “bad types” • Well-researched • 4 dichotomies; 16 types…but not 16 different “types” of people • Keep in mind that each is a scale (see page 3 of your interpretive report)

15. Outward Other People External Breadth Interaction Multiple Relations Sociable Extensive Action Easy To Know Inward Time Alone Internal Depth Concentration Close Relations Private Intensive Reflection Hard to Know Source of Energy:Extraversion vs. Introversion

16. Facts Details Reality Experience Specifics Here and now Practical Literal Concrete Sequential Meaning Big Picture Fantasy Hunches Patterns Future Ingenious Figurative Abstract Random Taking in Information:Sensing vs. Intuition

17. Objective Abstract Principles Policy Justice Categorize Critique Analyze Why Subjective Personal Values Circumstances Mercy Harmonize Appreciate Sympathize Who Decision Making:Thinking vs. Feeling

18. Closure Decided Planned Scheduled Settled Fixed Completed Decisive Punctual Options Open-minded Adaptive Spontaneous Open-ended Pending, flexible Emergent Curious Leisurely Lifestyle:Judging vs. Perceiving

19. Effects at Work Please review page 3 (titled “Effects of Preferences in Work Situations”) in Intro to Type in Organizations. Under your preference on each scale, check those you find true for you. Next, circle the 3 effects (from any scale) that you think are most accurate for you. Discuss those 3 and examples of how these tendencies play out at work for you.

20. The Human Histogram Please pick-up page 3 in your interpretive report and follow instructions from there.

21. Strategies for communicating more effectively with different types. When working with this type….

22. Understanding Your Type Look at the bottom of page 3 on your report, which describes your 4-letter MBTI type. Read it and underline those portions which you think are true for you, especially when you think about yourself at work. Please also review the page in Intro to Type for your type (pages 10-25).

23. ENPL 2012-2013 E=10 I=9 S=9 N= 10 T=10 F=9 J=15 P=4

24. Understanding Your Type Meet with the others who are your same type or very similar. Discuss: How accurate is the description? What’s important about our type in terms of leadership effectiveness? What are our unique pathways to success? How does this fit with our strengths and opportunities for development on the EQ dimensions?

25. Lunch

26. Leadership and Learning “…leaders are people who are able to express themselves fully. By this I mean that they know who they are, what their strengths and weaknesses are, and how to fully deploy their strengths and compensate for their weaknesses….The key to full self-expression is understanding one’s self and the world, and the key to understanding is learning.” - Warren Bennis, On Becoming a Leader

27. Creating a Cycle of Continuous Learning* • Focus on priorities – Identify critical issues and development objectives. • Don’t necessarily focus on a blazing weakness • Instead think about: • Where will development add the most value to my leadership abilities? • What will I need in the future for where I want to go? • What am I personally energized about working on right now? • Stay focused on a couple of top priority goals *Development FIRST: Strategies For Self-Development , Daniel B. Peterson & Mary Dee Hicks

28. Creating a Cycle of Continuous Learning • Implementsomething every day – • stretch your comfort zone. • Think in terms of small, bite-sized pieces. • Look for opportunities for novelty, challenge, or interaction with others. • Reflecton what happens – • Take stock of what worked & what didn’t, what you learned • Scrutinize your successes to learn more about strengths • Learn from mistakes too

29. Creating a Cycle of Continuous Learning 4. Seek feedback and support – learn from others’ ideas and perspectives. 5. Transferlearning into next steps • Celebrate accomplishments • Work toward mastery • Teach and mentor others • Develop new goals

30. Tools to Facilitate your out-of-session learning • Leadership Coaching. A one-on-one opportunity to work with a professional leadership coach on your own development. • Leadership Learning Group. Online dialogue with your color group. I’ll provide a prompt, then ask each person to post a response, then give each other feedback. • Readings. Material to help you prepare for or consolidate learning from group sessions.

31. Your leadership coach • Will focus on YOUR leadership development goals and YOUR agenda • Will tend to ask thought-provoking questions more than give advice • Can talk with you about any of the topics in our curriculum • Will expect you to take action (as agreed upon) between sessions • Is qualified to debrief all of your assessment results • Has expertise in leadership issues, experience working with nonprofit professionals, and a strong track record

32. Prepping for the First Coaching Session:Leadership Reflections Please take about 10 minutes to complete the coaching worksheet.

33. Learning Group Discussionallow time for each group member to review: 1) What’s one goal you want to work on with your coach? 2) What will it look like if you are doing it well, accomplishing your goal? 3) What is one small step you can implement in the next couple of weeks, or something new/different you will try?

34. Next Steps with Learning Groups • We’ll have a round of online dialogue: • Very soon – an MBTI reflection • In January - what you tried and what you learned • You’ll get a prompt from Susan, then post your responses and provide feedback to each other.

35. Reminders about First Coaching Sessions • Will take place in December • What you may want to discuss with your coach: • Current work situation and landscape • Leadership opportunities and challenges • What you want out of ENPL • The goal you identified today • Please let me know if you do not wish me to send your application materials and MBTI to your coach

36. Next Gathering • Wednesday, January 9, 8:30am-4:30pm • At The Partnership for Nonprofit Excellence (7501 Boulder View Drive) • Amy Strite, Executive Director of Family Lifeline, guest speaker • MBTI, Step II and LPI 360 Results • To Do Beforehand: • Meet with your coach • Read The Leadership Challenge • Engage with your online learning group • Have a wonderful holiday