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LEADERSHIP … workable tools for a practical approach to leadership

COMMUNICATIONS … skills that a leader can use to communicate effectively

MOTIVATION … how a leader can affect motivation directly

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OFFICER MEMBER

Commander Bridge Officers

Bridge Officers Committee Chairs

Committee Chairs Members

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MANAGEMENTMANAGEMENT … the process of organizing methods, materials, manpower

and other resources to achieve organizational goals.

LEADERSHIPLEADERSHIP … the process of influencing an organizational group in it’s efforts of goal setting and goal achievement.

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• People are Needing Animals

• A satisfied need does not motivate or cause behavior … only an unsatisfied need can causemotivation

• Think of those needs as being arranged in a hierarchy of importance.

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SelfActualization

Esteem

Social

Safety

Physiological

SecondaryNeeds

PrimaryNeeds

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We need to feel We need to feel safesafe ... ...

We need to know we will be We need to know we will be able to eat when we’re hungry.able to eat when we’re hungry.

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We need to belong to groups We need to belong to groups and to have friends.and to have friends.

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We need to feel worthy, We need to feel worthy, unique, and respected.unique, and respected.

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We need work We need work which attracts which attracts and challenges and challenges

usus

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SelfActualization

Esteem

Social

Safety

Physiological

SecondaryNeeds

PrimaryNeeds

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Do the exercise on Page Do the exercise on Page SG – 6 (No, you can’t use SG – 6 (No, you can’t use

the Pope, MLK, Golda Mier, the Pope, MLK, Golda Mier, or Churchill)or Churchill)

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Do the exercise on Page Do the exercise on Page SG – 7SG – 7

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• REWARD POWERREWARD POWER

• COERCIVE POWERCOERCIVE POWER

• EXPERT POWEREXPERT POWER

• REFERENT POWERREFERENT POWER

• LEGITIMATE POWERLEGITIMATE POWER

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RECOGNITIONRECOGNITION & & PRAISEPRAISE

GIVE PERSONAL SATISFACTIONGIVE PERSONAL SATISFACTION

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Opposite of Reward PowerOpposite of Reward Power … Negative LeadershipNegative Leadership

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Expert power is related to referent Expert power is related to referent power in that power in that KnowledgeKnowledge is a respected is a respected characteristiccharacteristic

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The power to be aThe power to be a

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• Know the job requirements

• Identify members showing potential for leadership

• Be decisive

• Motivate

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Complete the Applied Leadership Questionnaire

on pagesSG - 11 & 12

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3 _______

7 _______

11_______

15_______

19_______

23_______

TOTAL

2 _______

6 _______

10_______

14_______

18_______

22_______

TOTAL

4 _______

8 _______

12_______

16_______

20_______

24_______

1 _______

5 _______

9_______

13_______

17_______

21_______

TOTALTOTAL

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Provide detailed instructions:• Give members specific goals and objectives• Check in frequently to keep members on track• Enforce rules and regulations• Demonstrate the steps involved in doing the job

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• Represent bridge position in a convincing

manner

• Try to motivate with incentives and recognition

• Sell members on their own ability to do the job

• Praise members for good work

• Provide members with a lot of feedback on how they are doing

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• Involve members in making the decisions

which affect their work

• Make members feel free to ask questions and discuss important concerns

• Hold frequent team or staff meetings

• Help members locate and suggest their own development activities

• Listen to members’ problems and concerns without criticizing or judging

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• Delegate broad responsibilities to

members and expect them to handle the details

• Expect members to find and correct their own errors

• Provide members with feedback on results

• Allow risk taking and innovation in members

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ANSWER: All of them … use the one which best applies to a specific situation …

Adjust your style to match the situation

QUESTION: Which style of leadership is the best

within USPS?

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Do exercise on SG – 17

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40 30 20 10 0

High

Independence

Moderate to High

Independence

Moderate to Low

Independence

Low

Independence

Delegating Facilitating Coaching Directing

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40 30 20 10 0

High Independence

Moderate to Low Inde-pendence

Moderate to High Inde-pendence

LowIndepen-

dence

S T R U C T U R I N G

HIGH DEVELOPINGLOW STRUCTURING

FACILITATING

HIGH DEVELOPING

HIGH STRUCTURING

COACHING

DELEGATING

LOW DEVELOPINGLOW STRUCTURING

DIRECTING

LOW DEVELOPING

HIGH STRUCTURING

D E

V E

L O

P I

N G

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• My Dominant Leadership Style …My Dominant Leadership Style …

• The independence Level of a member/ The independence Level of a member/ group …group …

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1.1. Find your Dominant Leadership Style onFind your Dominant Leadership Style onSG – 21 – 24SG – 21 – 24

2.2. Under your Leadership Style find the Under your Leadership Style find the Independence Level of the Individual/GroupIndependence Level of the Individual/Group

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Take out a piece of paper and something to write with

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1. Non-Listener … doesn’t hear at all!

2. Marginal Listener … hears words but no meaning

3. Evaluative Listener … makes no effort to understand

4. Active Listener … places himself in speakers shoes

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Lack of Concentration & Attitude … We hear what we want to hear … we need to have a desire to hear what is being saidNegative Attitudes Toward Listening … When you’re listening you’re learning what the other person knows … when you’re talking you’re showing how little you know.Experience and Background … how much prior knowledge do you have about the topic? Ask for explanation when you don’t understand

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• Location and Timing

• Emotions

• Daydreaming and Fantasizing

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• Train yourself to hear through styles/accents

• Work at improving your listening skills

• Check understanding by re-stating what you heard

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• Decide to become interested• Avoid over reaction• Resist distractions• Try to interpret the speaker• Listen with an open mind• Focus on the main idea• Capitalize on thinking speed• Give feedback• Summarize• Apply what you hear

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• To Gain InformationTo Gain Information• To Uncover Motives and Gain InsightTo Uncover Motives and Gain Insight• To Give InformationTo Give Information• To Obtain Member ParticipationTo Obtain Member Participation• To Check Understanding and InterestTo Check Understanding and Interest• To Start Another ThinkingTo Start Another Thinking• To Reach AgreementTo Reach Agreement• To Bring Attention Back to a SubjectTo Bring Attention Back to a Subject• To Give Positive Strokes and Build TrustTo Give Positive Strokes and Build Trust• To Give Psychological ReciprocityTo Give Psychological Reciprocity

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CLOSED ENDED QUESTIONS … require narrow answers to specific … typically yes or noOPEN ENDED QUESTIONS … used to draw out a wide range of responses … used to enhance and stimulate participation

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• Ask questions

• Use feedback questions

• Clarify

• Take a personal interest

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• Refrain from interrupting• Eliminate distractions• Avoid speeches• Record and display Information• Give positive feedback• Just the facts, ma'am!• Encourage questions• Summarize main points• Review previous discussions

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• Establishing a vision, mission &/or goals

• Communicating them in a way that fires up the followers

• Making your followers feel part of something important, uplifting and satisfying

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• The key to motivation lies in identifying the needs our members are trying to satisfy

• Then tying their level of effort and performance to a reward that meets that need.

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• Transcend self-interest

• Raise members need level

• Get members to share a common vision

• Make members feel important

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• He knows what each instrument does

• But he does not have to know how to play them

• Or fix them

- Leaders see the big picture

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