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slide1

Leadership To Transform the Mentoring Movement

Prepared for the National Mentoring Summit

Arlington, VA; January 2014

slide2

"There are many people who think they want to be matadors, only to find themselves in the ring with two thousand pounds of bull bearing down on them, and then discover that what they really wanted was to wear tight pants and hear the crowd roar.

Greg Owens, LMSW

welcome
Welcome
  • What You Should Walk Away With:
  • A framework for leadership work
  • A better understanding of yourself as a leader
  • An understanding of low and high performance
  • How to diagnose for leadership & high performance work
  • Leadership functions, tools and competencies
  • Ideas about where leaders spend their time

Greg Owens, LMSW

slide4

Traditional Leadership Mindset

New Collective Leadership Mindset

Greg Owens, LMSW

slide6

The Role of Leaders

According to businessman & author Max De Pree, whose leadership moved his company to the top of the Fortune 500:

The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor.

Greg Owens, LMSW

what is leadership
What is Leadership?
  • Leadership is a body of work
  • Everybody has to do leadership work to get performance
  • It’s a journey; not a destination.

Greg Owens, LMSW

slide10

Followers!

Greg Owens, LMSW

outdated models
Outdated Models

Where and When Did This Come From?

Greg Owens, LMSW

a brief history lesson
A Brief History Lesson
  • Work Is Holistic – 1800s
    • Shoemaker
  • Work Is Compartmentalized – 1900s
    • Assembly Lines
    • Factories
  • Work Is Holistic Again – 2000s
    • More Access to Information and Knowledge
    • Global
    • Fast

Greg Owens, LMSW

why do we still use it
Why Do We Still Use It?

Do We Still Believe in an “All Powerful Oz”?

Greg Owens, LMSW

the nature of change
The Nature of Change

Then

Now

__________

Greg Owens, LMSW

sir ernest shakleton
Sir Ernest Shakleton

“Persons wanted for hazardous journey, small wages, bitter cold, long months of complete darkness. Safe return doubtful. Honour and Recognition in case of success.”

[In London Newspaper, 1906]

Greg Owens, LMSW

would you go on this voyage
Would you go on this voyage?

Do you think that anyone did?

Greg Owens, LMSW

leadership or management
Leadership orManagement?

Greg Owens, LMSW

slide21

Manager vs. Leader

Competencies

A ManagerA Leader

  • Has short-range perspective. Has a long-range perspective
  • Plans how and when Asks What? and Why?
  • Eyes the bottom line Eyes the horizon
  • Imitates others. Originates.
  • Accepts the status quo. Challenges the status quo.
  • Does things correctly. Does the correct thing.
  • Seeks continuity. Seeks change.
  • Focuses on goals for improvement. Focuses on goals of innovation.
  • Power is based on position or authority. Power is based on personal influence.
  • Demonstrates skill in technical competence. Demonstrates skill in selling the vision
  • Demonstrates skill in administration. Demonstrates skill in dealing with ambiguity.

Greg Owens, LMSW

3 kinds of work
3 Kinds of Work

Leadership workThinking long-termLooking beyond your unit, grasping the relationships to othersReaching and influencing constituentsPutting emphasis on vision or valuesManagement WorkFocusing on production and process, monitoring quality and quantityTechnical WorkDoing the actual work, performing the task, hands on

Greg Owens, LMSW

exercise where do you spend your leadership time
Exercise – Where Do You Spend Your Leadership Time?
  • Think of a typical week
  • What kinds of activities did you do during the week, by the day part (morning, afternoon, after school, after work)
  • List the activities by indicating whether they were leadership, management or technical. (see chart on next slide)
  • Take one management or technical activity and think of how to turn it into a leadership activity.

Greg Owens, LMSW

slide24

Activity T M L

Greg Owens, LMSW

leadership work gets better performance

1st

LAST

2nd

3rd

Leadership Work Gets Better Performance

Where leaders spend their time

Urgent

Not Urgent

In High Performance, work is concentrated in Quadrants I and II

QI

QII

  • Crises
  • Deadline driven projects
  • Pressing problems
  • Prevention
  • Capacity building
  • Relationship building

More

Important

  • Some meetings, some calls
  • Proximate, pressing matters
  • Some reports, mail
  • Trivia, busy work
  • Some phone calls
  • Time wasters

Less

Important

QIII

QIV

Greg Owens, LMSW

approaches to leading and teaching
Approaches to Leading and Teaching

HIGH

Level of commitment and understanding by all those involved

Capacity for continuous generation of leaders

Teach Them

Sell them

Amount of time required

Tell Them

Depth of Learning

Command Them

LOW

Greg Owens, LMSW

slide27

What is “High Performance”

The leadership work that is done to achieve targeted outcomes that improve the quality of life for our customers

Greg Owens, LMSW

slide28

High Performance

  • Why we strive for high performance
    • A higher moral purpose
      • Customer’s lives, families, self sufficiency, and communities well being.
      • Create an organization that taps into the energy of its employees around the well-being of children and families.
      • High stakes for low performance: children, adults, and families at risk

Greg Owens, LMSW

slide29

Markers of Performance

Lower Performance Organizations

Management Philosophy and Style

Problem Driven

Rule-bound; system focused

Centralized control of information, resources, decision making

Communication generally top down or not at all

Few opportunities for participation or interactions with management

Often win/lose or adversarial mindset internally and externally

Ends and means often confused

Authority and Responsibility

Top knows “best”

Little risk taking; territorial/isolated

Parent/child interactions

Fear and punishment are primary motivators

Disagreement seen as disloyal

No self or organizational renewal

Competition in problem solving

Short-term perspective

Quality not integrated into process/work methods

Higher Performance Organizations

Management Philosophy and Style

Vision and value driven; well articulated and shared throughout the organization

Focus on customers

Results based

Communication, decision making dispersed throughout the organization

Information used for problem-solving and self-guidance

Win/win mindset internally and externally

Authority and Responsibility

Each individual takes responsibility for own actions; has a personal sense of efficacy

Adult/adult interactions

Self-expression, making a contribution are primary motivators

Individual and organizational renewal

Collaboration in problem solving

Larger, longer-term perspective

Continuous improvement mindset

Greg Owens, LMSW

exercise 4
Exercise 4
  • Take a minute of “I” time and review the markers
  • Briefly discuss/describe them
  • Select one marker from the “red” or low performing side and describe why it is a concern for the organization
  • Select one from the “purple” or high performing side, and discuss why it is a good thing or value add for the organization
  • Take one marker in the “red”, and discuss how to move it to the “purple” or high performance

Greg Owens, LMSW

slide31

Ideas

Set Direction

Values

Set Boundaries

Create Alignment

Energy/Edge

High Performance

Greg Owens, LMSW

quick quiz
Quick Quiz!!
  • What was the name of the star ship in the hit TV series Star Trek?
  • What was the mission of the captain & the crew?

Greg Owens, LMSW

slide33

Space - the Final Frontier. These are the voyages of the starship Enterprise. Its five-year mission: To explore strange new worlds. To seek out new life and new civilizations. To boldly go where no man has gone before.

Greg Owens, LMSW

this is gene roddenberry s initial mission statement
This is Gene Roddenberry's’ initial mission statement…

This is the adventure of the United Space Ship Enterprise. Assigned a five year galaxy patrol, the bold crew of the giant starship explores the excitement of strange new worlds, uncharted civilizations, and exotic people. These are its voyages and its adventures.

Greg Owens, LMSW

justin black s contribution
Justin Black’s contribution…

Space, the final frontier. Endless. Silent. Waiting. This is the story of the United Space Ship Enterprise. Its mission: a five year patrol of the galaxy. To seek out and contact all alien life. To explore. To travel the vast galaxy, where no man has gone before. A Star Trek.

Greg Owens, LMSW

what do you know about your organization
What Do You Know About Your Organization?

What is the vision of your work here?

What are the Core Values of the organization?

How do you know this?

Greg Owens, LMSW

leadership exercise
Leadership Exercise
  • Think of someone that you followed.
  • Why did you follow them?
  • What did they demonstrate or show you?
  • What did they believe?
  • What would they not tolerate?

Greg Owens, LMSW

slide39

Big Ideas

Values

Edge

Energy

Greg Owens, LMSW

big ideas
Big Ideas
  • Encompassing, metaphorical; sets direction and keeps people focused on the same goals; something everyone in the organization can contribute to
    • We won’t have any nursing home that I wouldn’t put my mother in
    • Every child will enter school ready to learn
    • Every child has a right to a childhood

Greg Owens, LMSW

big ideas1
Big Ideas
  • “I am the Greatest”
  • “Let’s put a man on the moon”
  • “Let us develop a kind of dangerous unselfishness.”
  • “Each One Teach One”

Greg Owens, LMSW

what is my best hope for the mentoring movement in america the world
What is my best hope for the mentoring movement in America/the World?

Greg Owens, LMSW

big ideas must be
Big Ideas Must Be…
  • Clear
  • Concise
  • Consistent
  • Compelling

Greg Owens, LMSW

the paradox of ideas
The Paradox of Ideas

Quantum Ideas

(aka BIG IDEAS)

Trans-formation

Incremental Ideas

(aka little ideas)

ContinuousImprovement

Evolutionary Change

Revolutionary Change

Greg Owens, LMSW

values
Values

Core values are traits or qualities that you consider not just worthwhile, they represent an individual's or organization's highest priorities, deeply held beliefs, and core, fundamental driving forces. Core values define what your organization believes and how you want your organization resonating with and appealing to employees and the external world.

Greg Owens, LMSW

big idea exercise values
Big Idea Exercise - Values

Its 10 – 15 years in the future, and you encounter someone you or your program mentored. What do you want them to say about the experience?

Greg Owens, LMSW

edge exercise
Edge-Exercise

If those statements or comments are your values statements, and your belief about the people who came to you for help, then what won’t you tolerate?

Greg Owens, LMSW

slide48
Edge
  • What is your “line in the sand” about mentoring?
  • What won’t you tolerate?
  • What will cause you to take action to stop something from happening?
  • How will people know what your “edge” decisions are?

Greg Owens, LMSW

energy
Energy
  • The thing that makes you go “Yea Baby”!
  • The reason that you come to work.
  • The reason that you got into this business.
  • What energizes you?
  • What energizes others around you? (team/division/agency)
  • What de-energizes you and others?
  • What will you do to stop the energy leaks?

Greg Owens, LMSW

energy exercise
Energy-Exercise

What are the things about this work that energize you?

How do you create, maintain and contribute to an environment where people want to perform at their best?

Greg Owens, LMSW

winning organizations movements
Winning Organizations & Movements…
  • Have strong values
  • Everyone knows the values
  • Everyone knows what they look like
  • Decisions are made that are consistent with the values
  • The organization finds ways to energize it’s members
  • Edge decisions are made & people can see when & where the tough calls are made

Greg Owens, LMSW

diagnose your organization s leadership system setting boundaries
Diagnose Your Organization’s Leadership System - Setting Boundaries

SYSTEM 3Consultative

Up &Down

At Top, withConsultationSome

GrowthRecognitionMixed(toward)positive

Good to Excellent

SYSTEM 4Participative

Up, Down, and SidewaysGroup Participation

Much

IdentityAchievementInfluence

Favorable

Excellent

SYSTEM “0” Laissez Faire

Mixed(mostly within technical areas)

Mixed(sometimes not set at all)Mixed(mostly on technical issues)Higher Level(from outside organization)

Mixed(positive toward job but not org.)Mixed(poor to good)

SYSTEM 2BenevolentAutocratic

MostlyDown

Top Down

Little

Status

Mixed(toward negative)Fair to Good

SYSTEM 1ExploitativeAutocratic

DownOnly

Top Down

None

SecurityMoney

HostileMediocre

COMMUNI-CATION

TEAMWORK

GOALS SET

EMPLOYEEMOTIVATION

EMPLOYEE ATTITUDESOUTPUT

Developed by AHPSA

Greg Owens, LMSW

diagnose leadership philosophies find and fill leadership gaps with high performance work
Diagnose Leadership Philosophies; Find and Fill Leadership Gaps With High Performance Work

Greg Owens, LMSW

winning leaders and organizations
Winning Leaders andOrganizations
  • Clearly articulate a set of values for the entire organization
  • Embody the values with their own behavior
  • Encourage others to apply the values in their own decisions and actions

Adapted from The Leadership Engine by Noel Tichy

Greg Owens, LMSW

walking the talk
Walking the Talk

“Walk the Talk”

“Stumble the Mumble”

Values

Children & families are important

Trust, openness, inclusiveness

Actions

People suffer, not enough to go around, poverty, crime, etc.

You make all of the decisions for the children & families. They are not included

  • Values
    • Children & families are important
    • Trust, openness, inclusiveness
    • Actions
      • Children & families will be safe, have enough food, thrive, be successful
      • Children & families will be a part of the process

Greg Owens, LMSW

aligning values behaviors
Aligning Values & Behaviors
  • Not settling for achieving results or honoring agency values.
  • High Performance requires both!

Results

No Values

Results

Honoring Values

No Results

Honoring Values

No Results

No Values

Greg Owens, LMSW

the nature of people
The Nature of People

5 % People who will try to do a good job

10-15 % People who will perform with some “help” regardless of the system

People who are “watching” what 60 % happens to “them” before deciding

15 % -10% People who will perform with some “help”

5 % People who won’t do a good job regardless of the system

Greg Owens, LMSW

slide59

A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves

- Eleanor Roosevelt

Greg Owens, LMSW

leadership tools
Leadership Tools
  • Time
  • Behavior
  • Attention
  • Decisions

Greg Owens, LMSW

slide62

Focus of Attention

Longer)-

Term

Top of theOrganization

Leadership

Time Horizon

Level in Organization

Task -

Management

Shorter)-

Term

1st LineWorker

100 % +

0 %

Percent ofTime

Leadership and Management in the Networked Talent Model

Greg Owens, LMSW

behavior can increase leadership capacity
Behavior can Increase Leadership Capacity
  • You are a role model – your staff and your peers observe what you do. Be the leader you want to be lead by.
  • You can stop saying we/they about the field vs. home office or between Divisions or between units or facilities.
  • You can stop complaining about other divisions, other parts of the organization.
  • Model respect – being on time is one way to do this.
  • If your staff meetings are not focused on outcomes, change them.

Greg Owens, LMSW

time and attention
Time and Attention
  • You send a signal to everyone around you about where you spend your time, about what is important.
  • As a manager/supervisor spend time where performance is not happening.
  • What meetings do you go to? Are they focused on outcomes?
  • What do you do with your meeting time? Going around the room for a report out of what everyone did with their time is a waste of time. Ask instead: "What did you do this week to accomplish the agency mission? Whose help do you need?”

Greg Owens, LMSW

slide65

Do you take extra staff with you to meetings? Why? If it is for teaching purposes it makes sense. Or, is it just wasting someone's time?

  • Do you spend time on leadership work? Performance? Outcomes?
  • Show people you value them. You are worth my time.

Greg Owens, LMSW

assignments
Assignments
  • Give assignments that will get staff to develop new behaviors about performance. Get them thinking about performance.
  • Volunteer for assignments that will build new skills.
  • Ask for expectation, directions and required outcomes.
  • Set expectations, give direction and require outcomes.
  • Publicly reward contributions.

Greg Owens, LMSW

decisions
Decisions
  • How do you make decisions – Which do you make that your staff should make? Ask them.
  • Link decisions to performance.
  • Help staff, teach staff to make better decisions. Spend time coaching. Teach others how you make decisions.
  • Spend an hour per week with direct reports. Make this valuable time and show them it is important by not allowing interruptions. Ask for some time with your supervisor.

Greg Owens, LMSW

leadership competencies
Leadership Competencies

Those discrete skills & abilities that enable you to use the tools effectively.

In order to build capacity throughout the agency we need to assess what behaviors and competencies we need to develop at the individual, team and organizational level.

Greg Owens, LMSW

slide69

Championing Innovation

  • Organizational Astuteness
  • Interpersonal Communications
  • Developing Leadership
  • Team Leadership
  • Supporting the Community
  • Communicating Vision and Direction
  • Promoting Ethics
  • Leading by Example
  • Continuous Learning
  • Strategic Thinking
  • Decision Making
  • Systems Thinking

Greg Owens, LMSW

exercise
Exercise
  • How many of these competencies do you (individual) have?
  • How many does my team (office, group) have?
  • How many does the organization (CATA) have?
  • How will you work to get more competencies for yourself, team and the organization?

Greg Owens, LMSW

championing innovation
Championing Innovation

“...Most companies are peppered with people who are very quick to say ‘no.’ Most newly hatched ideas are shot down before they even have time to grow feathers, let alone wings. In saying ‘yes’ to all those who brought their ideas to me, I was simply leveling the imbalance a bit. …One ‘yes’ in a sea of ‘no’s’ can make the difference.”

Gordon MacKenzie. author of Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace.

Greg Owens, LMSW

leaders
Leaders
  • Teach
  • Act Like the Leader they want to be lead by
  • Have strong values
  • Demonstrate those Values in their Behavior

Greg Owens, LMSW

leaders have a personal narrative what s yours
Leaders have a Personal Narrative – What’s Yours?
  • Where is the “chaos” in your leadership world?
  • What does that place look like?
  • Where do you go from there?

Questions posed at the Open Society Foundation: Leadership and Sustainability Institute, Miami Fl., December 2013

Greg Owens, LMSW

communication exercise
Communication Exercise
  • What is the current communication strategy for your organization?
  • What would the perfect communication strategy for your organization look like?
  • What is the difference?

Greg Owens, LMSW

the gap analysis
The Gap Analysis
  • Think of a situation that you would like to change or improve.
  • What is it like now? Be as descriptive as possible.
  • What would it be like if everything was perfect?
  • The difference between bullets 2 & 3 is the gap.

Greg Owens, LMSW

closing the gap
Closing the Gap
  • What will I do to begin to close the gap? What does my team need to do?
  • What resources do we need?
  • Whose help do we need? What do we want them to do?
  • Does this align with other work/projects/initiatives that are already underway?

Greg Owens, LMSW

slide80

Tomorrow

What will you do tomorrow, or the next time that you are at work, or school, to become a better leader and encourage leaderful work?

Greg Owens, LMSW

the greatest glory in living lies not in never falling but in rising every time we fall
The greatest glory in living lies not in never falling, but in rising every time we fall.

Madiba

Greg Owens, LMSW