8 types of association leaders slides 3-5-15
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Cathi HightP.O. Box 203606Austin, TX 78720512.354.7219www.hightperformance.com
The 8 Types of Association Leaders
TSAE Lunch & LearnMarch 11, 2015
Cathi Hight, Kaizen Consultant
President of Hight Performance Group Organizational Development consultant Developer of The Member Retention Kit and the
soon to be released A New Approach to Tiered Membership
National instructor for the U.S. Chamber’s Institute for Organization Management
Previously was Vice President of Operations for the Chamber of Commerce of Hawaii
Past-President of the Boulder Area Human Resources Association (BAHRA)
Is a member of the:– Association of Chamber of Commerce Executives – American Society of Association Executives – Texas Society of Association Executives – Austin Human Resource Management Association– Austin Chamber of Commerce
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Leadership Tendencies Start with Our Preferred Style
The Best Leaders Have Strengths in Vision, Alignment and Execution
The Process of Crafting a Vision for the Organization
The Process of Building Alignment to the Vision
The Process of Championing Execution with Your Team
Create Your Action Plan
Session Agenda
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Brainstorm
Other uses for a shoe besides putting it on your foot
Record your ideas, then pick your best one
VISION > EXPLORATION
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Think of three elements of leadership you find most important
Write each on a separate note
Then, at tables, group them into key leadership roles or themes
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The 8 Dimensions of Leadership
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Overview of the DiSC® Styles
Sample Profile Page 6
Quick reference for information on different styles
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The Effective Leaders Process
See Sample Profile P. 7Effective leaders use a combination
of behavioral strengthsSupported by
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Attributes Needed for Effectiveness
See overview in the Sample Profile on P. 7
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Work of Leaders Process
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Defining Vision
See Sample Profile Page 8
An Imagined Future Condition
Broader in scope than a goal
Seeks toCreate unquestionable valueServe in an unparalleled wayReinvent how it does business
VISION
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Small Group Brainstorm Activity
Other uses for a shoe besides putting it on your foot
Record your ideas, then pick your best one
VISION > EXPLORATION
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Exploration Behavioral Continua
Use the handout provided
Follow along and then rate your tendencies
VISION > EXPLORATION > REMAINING OPEN & PRIORITIZING BIG PICTURE
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Exploration Behavioral ContinuaVISION > EXPLORATION > REMAINING OPEN & PRIORITIZING BIG PICTURE
Entertain new ideas, possibilities
Don’t hurry to finalize plans
Make decisions and finalize plans quickly
Prefer not to revisit options
Focus on the broad, overall view of an idea or project
Attend to individual elements to ensure they are workable
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Exploration Behavioral Continua
Exploration comes more naturally
Exploration takes more effort
VISION > EXPLORATION > REMAINING OPEN & PRIORITIZING BIG PICTURE
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Boldness Behavioral Continua
Willing to volunteer bold ideas, even put their credibility on the line
Hesitate to say anything that might be challenged or put their credibility on the line
Minimize risk and uncertainty
Enjoy the excitement of taking risks and are comfortable with unknowns
VISION > BOLDNESS > BEING ADVENTUROUS & SPEAKING OUT
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Boldness Behavioral ContinuaVISION > BOLDNESS > BEING ADVENTUROUS & SPEAKING OUT
Have fewer barriers to Boldness
Have more barriers to Boldness
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Testing Assumptions Continua
Show patience in evaluating ideas to determine potential benefits and drawbacks
Prioritize quick progress, find it difficult to be patient with careful evaluation
Consult with trusted advisors to help evaluate risks and outcomes
Prefer to make decisions autonomously without asking for input
VISION > TESTING ASSUMPTIONS > SEEKING COUNSEL & EXPLORING IMPLICATIONS
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Testing Assumptions Continua
Testing assumptions comes more naturally
Testing assumptions takes more effort
VISION > TESTING ASSUMPTIONS > SEEKING COUNSEL & EXPLORING IMPLICATIONS
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Alignment
Getting buy-in to the vision from those involved
Task perspective
Emotional perspective
ALIGNMENT
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Defining Alignment
See Sample Profile Page 12
ALIGNMENT
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Defining AlignmentALIGNMENT
Critical step for vision to become reality
Requires continual communication– upward– downward– lateral
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Building Alignment
Three key drivers:ClarityDialogueInspiration
ALIGNMENT
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Clarity Behavioral ContinuaALIGNMENT > CLARITY > EXPLAINING RATIONALE & STRUCTURING MESSAGES
Use the handout provided
Follow along and then rate your tendencies
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Clarity Behavioral Continua
Organize what they want to say, making it easier for others to understand
Don’t tend to invest energy in organizing what they have to say
Communicate more with their personal feelings and opinions
Communicate the reasoning and facts behind an idea or decision
ALIGNMENT > CLARITY > EXPLAINING RATIONALE & STRUCTURING MESSAGES
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Clarity Behavioral Continua
Clarity comes more naturally
Clarity takes more effort
ALIGNMENT > CLARITY > EXPLAINING RATIONALE & STRUCTURING MESSAGES
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Dialogue Behavioral Continua
Profile Page 14
Invite and appreciate different points of view
Respond with questions and skepticism to different points of view
ALIGNMENT > DIALOGUE > EXCHANGING PERSPECTIVES & BEING RECEPTIVE
Communicate new ideas and information without room for discussion
Encourage dialogue around new ideas and information
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Dialogue Behavioral Continua
Dialogue comes more naturally
Dialogue takes more effort
ALIGNMENT > DIALOGUE > EXCHANGING PERSPECTIVES & BEING RECEPTIVE
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Inspiration Behavioral Continua
Profile Page 15
Inspire others to believe in the importance of their work
Are straightforward, practical, and tend to focus on the facts
ALIGNMENT > INSPIRATION > BEING EXPRESSIVE & BEING ENCOURAGING
Are upbeat and communicate in an open and lively manner
Display little emotion even when they are excited about something
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Inspiration Behavioral Continua
Inspiration comes more naturally
Inspiration takes more effort
ALIGNMENT > INSPIRATION > BEING EXPRESSIVE & BEING ENCOURAGING
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Building Alignment
Dynamic, ongoing processClarityDialogueInspiration
Leaders must continually monitor and realign
ALIGNMENT
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Manager vs. Leader in Execution
Leadership is a “one-to-many” relationship
Managers guide day-to-day work of execution
Leaders ensure strategies and people are in place to make the vision a reality
EXECUTION
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Championing ExecutionEXECUTION
See Sample Profile Page 16
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Championing Execution
Three key drivers:MomentumStructure Feedback
EXECUTION
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Momentum Behavioral ContinuaEXECUTION > MOMENTUM > BEING DRIVEN & INITIATING ACTION
Use the handout provided
Follow along and then rate your tendencies
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Momentum Behavioral Continua
Anticipate opportunities and problems and call attention to them
Take action as the result of some event or problem, unlikely to seek new opportunities
EXECUTION > MOMENTUM > BEING DRIVEN & INITIATING ACTION
Tend to be laid back and uncomfortable encouraging others to increase the pace
Urge others to move quickly, can be annoyed when people lack a sense of urgency
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Momentum Behavioral Continua
Momentum comes more naturally
Momentum takes more effort
EXECUTION > MOMENTUM > BEING DRIVEN & INITIATING ACTION
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Championing Execution
MomentumStructure Feedback
EXECUTION
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Structure Behavioral Continua
Profile Page 18
Perform a thorough examination of facts and details
Rely on their initial feelings and views when moving forward
EXECUTION > STRUCTURE > PROVIDING A PLAN & ANALYZING IN-DEPTH
Figure things out as they go, without much planning or preparation
Develop an organized course of action, setting clear expectations and deadlines
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Structure Behavioral Continua
Structure comes more naturally
Structure takes more effort
EXECUTION > STRUCTURE > PROVIDING A PLAN & ANALYZING IN-DEPTH
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Championing Execution
MomentumStructure Feedback
EXECUTION
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Feedback Behavioral Continua
Profile Page 19
Look for opportunities to compliment others, recognize contributions
May be uncomfortable or feel it unnecessary to compliment others or recognize contributions
EXECUTION > FEEDBACK > ADDRESSING PROBLEMS & OFFERING PRAISE
Deal with issues in a straightforward way, let others know when there are concerns
Keep a calm, peaceful environment, tend to be uncomfortable confronting others about problems
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Feedback Behavioral Continua
Enables progress with critical and positive feedback
Enables problems to escalateReduces morale and enthusiasm
EXECUTION > FEEDBACK > ADDRESSING PROBLEMS & OFFERING PRAISE
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Championing Execution
Turning a vision into realityMomentumStructure Feedback
Leaders at all levels must demonstrate commitment and support
EXECUTION
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Increase Leadership Effectiveness
Great leadership takes effort and experienceCapitalize on strengthsAddress challenges
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Partner Discussion
Create Your Action Plan
What areas are your leadership strengths?
What areas are your leadership challenges?
What could you do to improve upon the challenge areas?
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Leadership tendencies start with our preferred style
The best leaders have strengths in Vision, Alignment and Execution
Session Summary
The 8 Types of Association Leaders