WELCOME Learning to Lead – Finding Your Voice

1. WELCOMELearning to Lead – Finding Your Voice

2. OVERVIEW: LEARNING TO LEAD Theoretical Overview Soar Analysis Learning Leadership Finding Your Voice Assessing Your Style Reflection Developing a Plan

3. The best of all rulers is but a shadow to his subjects. Next comes the ruler they love and praise; Next comes one they fear; Next comes the one with whom they take liberties . . . Hesitant, the best does not utter words lightly. When his task is accomplished and his work done The people all say, “it happened to us naturally.” Tao TeChing A CONFUCIAN SCHOLAR SAYS . . .

4. MOST ADMIRED CHARACTERISTICS ____ Ambitious(aspiring, hard-working, striving) ____ Broad-minded (open-minded, flexible, receptive, tolerant) ____ Caring (appreciative, compassionate, concerned, loving, nurturing) ____ Competent (capable, proficient, effective, gets the job done, professional) ____ Cooperative (collaborative, team player, responsive) ____ Courageous (bold, daring, fearless, gutsy) ____ Dependable (reliable, conscientious, responsible) ____ Determined (dedicated, resolute, persistent, purposeful) ____ Fair-minded (just, unprejudiced, objective, forgiving, willing to pardon others) ____ Forward-looking (visionary, foresighted, concerned about the future, sense of direction) ____ Honest (truthful, has integrity, trustworthy, has character, is trusting) ____ Imaginative (creative, innovative, curious) ____ Independent (self-reliant, self-sufficient, self-confident) ____ Inspiring (uplifting, enthusiastic, energetic, optimistic, positive about future) ____ Intelligent (bright, smart, thoughtful, intellectual, reflective, logical) ____ Loyal (faithful, dutiful, unswerving in allegiance, devoted) ____ Mature (experienced, wise, has depth) ____ Self-controlled (restrained, self-disciplined) ____ Straightforward (direct, candid, forthright) ____ Supportive (helpful, offers assistance, comforting) James M. Kouzes and Barry Z. Posner

5. Characteristics Percentage of Executives 2002 1995 1987 HONEST 88 88 83 FORWARD-LOOKING 71 75 62 INSPIRING 65 68 58 COMPETENT 66 63 67 CHARACTERISTICS OF ADMIRED LEADERS Kouzes and Posner, 2008

6. BENNIS ON LEADERSHIP “We can create ourselves, we do create ourselves, and the choice is ours at each moment and at every moment to learn the lessons of leadership.” Anna Quindlen

7. VITAL LEADERSHIP PRACTICES Model the way: Modeling means going first, living the behaviors you want others to adopt. This is leading from the front. People will believe not what they hear leaders say but what they see leader consistently do. Inspire a shared vision: People are motivated most not by fear or reward, but by ideas that capture their imagination.Note that this is not so much about having a vision, but communicating it so effectively that others take it as their own. Challenge the process: Leaders thrive on and learn from adversity and difficult situations. They are early adopters of innovation. Enable others to act: Encouragement and exhortation is not enough. People must feel able to act and then must have the ability to put their ideas into action. Encourage the heart: People act best of all when they are passionate about what they are doing. Leaders unleash the enthusiasm of their followers with stories and passions of their own. Kouzes and Posner, The Leadership Challenge

8. TAKE “10” - SOAR ANALYSIS

9. TAKE 10 AND REVIEW Share your results with a partner. What does your SOAR analysis reveal? Is there any particular area of concern? Are your strengths and aspirations in line with the opportunities you have and the results you hope to achieve? If NOT, what needs to be done to facilitate your success?

10. “Becoming a leader isn’t easy, just as becoming a doctor or a poet isn’t easy, and those who claim otherwise are fooling themselves. But learning to lead is a lot easier than most of us think it is, because each of us contain the capacity for leadership.” Warren Bennis, On Becoming a Leader, 2003 (rev. ed.) BECOMING A LEADER Take 10 and Review. How did you become the leader you are? What’s the single thing you’ve learned about being a leader that has helped you most or served you best? Video

11. 20TH CENTURY LEADERSHIP THEORY

12. LEADERSHIP FRAMES OF REFERENCE Transformational: Where the leader embraces a style that seeks to inspire action, where the ultimate reward expected may be in doing the work itself and doing it well. Transactional: Where the leader and the follower may negotiate for the effort required; an exchange of action for an expected reward. Laissez-Faire: Where the leader withdraws from taking an active role and invites followers, formally or otherwise, to lead the way.

13. THE TRANSFORMATIONAL LEADER Engages the full person so that followers are developed into leaders. Raises followers’ level of awareness of the importance of achieving valued outcomes and strategies for reaching them. Encourages followers to transcend their own self-interest for the sake of the team, organization, or larger policy. Develops followers’ needs to higher levels in such areas as achievement, autonomy, and affiliation.

14. THE TRANSACTIONAL LEADER Exchanges one thing for another. Recognizes what followers want to get from their work and tries to see that they can get it, if their performance so warrants. Exchanges rewards and promises of reward for appropriate levels of effort. Clarifieswhat will facilitate the successful attainment of objectives. Responds to the needs and desiresof followers as long as they are getting the job done.

15. THE TRANSACTIONAL OR TRANSFORMATIONAL LEADER Indications are that both transformational and transactional leadership exist in some degree at all levels of most organizations. In many cases, both transformational and transactional leadership are exhibited by the same leader in different amounts and intensities.

16. LAISSEZ-FAIRE LEADERSHIP Indicates an absence of leadership. Abdicatesresponsibilities. Avoidsmaking decisions. Does not communicate to followers where they stand on issues. Generally there are neither transactions nor agreements with followers. Decisionsare often delayed. Feedback, rewards, and involvement are absent. No attempt to motivate employees or to recognize and satisfy their needs.

17. MLQ SELF AND SUPERVISOR ASSESSMENT To provide a method for measuring the behaviorsconstituting transformational, transactional, and laissez-faire leadership. To identify a broad range of leadership behaviors - from highly charismatic leadership at one end to laissez-faire at the other. Focus on transforming individuals and organizations, while assessing those leadership behaviors that are used to motivate followers to achieve agreed upon and expected levels of performance.

18. CONSTRUCTS DEFINING THE MLQ “These three frames of reference on leadership form a new paradigm for understanding both the lower and higher order effects of leadership.” Roger Givens

19. MLQ DOMAINS/RESULTS

20. MLQ DOMAIN/RESULTS

21. MLQ COVER SHEET: OVERALL RESULTS Multifactor Leadership Questionnaire (MLQ) Results Overall (MLQ) Results

22. MLQ EXPANDED RESULTS REPORT

23. MLQ EXPANDED RESULTS REPORT

24. MLQ REVIEW Take 10 and Review Your MLQ Results Examine the Summary Results. Is there a trend? Is the delta between self and supervisor scores statistically significant (> .5)? What direction is the delta (higher or lower than your scores)? • Highlight areas of special interest. • Identify 2-3 areas you might like to investigate further. • Reflect on a strategy for investing time and effort linked to your MLQ results.

25. LEADERSHIP ESSENTIALS Leadership Essentials Purpose Person Partnership Process “Leadership is a complex grouping of various abilities.” Luc Nadeau, Canada

26. THE WORK OF LEADERS The Work of Leaders Crafting a Vision Building Alignment Championing Execution

27. “If a group of typical corporate employees from the early 1980s could be time-transported into today’s interconnected, high tech, global world they would be astonished by the degree of change in the way that work is done.” Karen SobelLojeski LEADING THE VIRTUAL WORKFORCE When Virtual Distance is High: Trust falls by 83% Job satisfaction decreases by 80% Role/goal clarity drop by 62% Leader effectiveness declines by 50% Organizational citizenship declines by 47%

28. LOOKING AHEAD The End of Leadership Historical Cultural Technological Social A lot has changed in the past 100 years. It should be no surprise that as these changes occur, what worked then or once, may not now or ever again.

29. SIGNATURE VOICE FIND YOUR VOICE Voice for Self Voice for Others Ability to connect/ align with stakeholders Ability to connect with core values. ZONE As leaders we may have many voices, but our signature voice is found at the intersection between our inner voice that connects us with purpose, mission, and values to our outer voice that allows us to align with key stakeholders.

30. IT ISN’T ROCKET SCIENCE Keep it simple Make people your priority Communicate with your feet Simplify systems and strategy Make your mission meaningful Develop some perspective Get over yourself Say thanks every day Grant Thompson

31. BUILD A PERSONAL ALIGNMENT PLAN (PAP)

32. WRITING AND REFLECTION