copyright © ocean consulting group 2009 – all rights reserved agenda part 1: leadership as a...

Copyright © Ocean Consulting Group 2009 – All Rights Reserved

Agenda

Part 1: Leadership as a Journey

Part 2: Discovery of your Authentic Self

Part 3: The Empowering of Others


Using The “Compass”

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Self Awareness

Values

Motivations

Support Team

Integrated Life

What's my story? What are my Strengths and Developmental Needs?

What are my most deeply held Values? What Principles guide my leadership?

What motivates me? How do I balance my internal and external motivations?

Who are the people I can count on to guide and support me along the way?

How can I integrate all aspects of my life and find fulfillment?


The “Buckets” of Life

Work and career

Family

Friends and Important Relationships

Community

Ministry

World at large

The same person (Authentic You) in each environment

Personal Pursuits


Balanced Scorecard (Life)

Personal Mission, Vision, Goals

Personal To succeed & have satisfaction in all life dimensions what must I do, change, improve

Family & Friends To have the quality of family & relationships that I desire what must I do, change, improve

Community & Ministry To make my unique contribution, add value & make a difference what must I do, change, improve

Career & Finance To do work I love & to have the resources needed for life what must I do, change, improve

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The Purpose of Your Leadership


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“Are you following the True North of your Compass or the timetable of your Ego?”

Question: What is our purpose in leading others?


What We Want from our Leaders

AMA Studies (Warren Schmidt – USC)

1987, 1997, 2007

Surveyed 1,500 managers, professionals, workers – 225 values, characteristics & attitudes (15 categories).

Most frequent responses:

1)Integrity – truthful, trustworthy, have character & convictions

2)Competence – capable, productive and efficient

3)Leadership – inspiring, decisive, provide direction


What We Want from our Leaders

Follow up Study (Santa Clara University/TPG)

2001 -2008

Surveyed 15,000 managers and professionals/interviews w/2,000 (20 item survey).

Characteristic ’87 ’97 ‘07

Honest 83% 87% 94%Forward Looking 62% 71% 88%Inspiring 58% 68% 76%Competent (technical) 67% 58% 69%

(relational) 69% 77% 89%Credibility


Characteristic Definitions

Honest – Worthy of Trust, truthful and ethical Forward Looking – Sets and defines a vision, encourages one to follow or align with the vision Inspiring – dynamic, uplifting, enthusiastic, positive, and optimistic Competent – a balance of skilled abilities in technical, business and relational area


Credible Leaders Make People Feel

Motivated

Respected

Enthusiastic

Supported

Prou

dCapable

Powerful

ChallengedValued

Inspired

Leader Results

High Credibility Proud to tell others Strong team spirit Connect personal values with those of the organization Feel attached and committed - a sense of ownership (“my company”) Commitment mentality

Low Credibility Produce if rewarded or watched Motivated primarily by money “salute the flag” but don’t honor it Would bail under the right conditions

Compliance mentality



Your Leadership Purpose

Determining Your Leadership Purpose– Individual/Group Activity

Take 5 minutes and answer the questions on page 15 individually, Then…

In your group discuss and share some of observations and insights on all four questions

“Leadership is based on a spiritual quality; the power to inspire others to follow…“

- Vince Lombardi


The Effectiveness of Authentic Leaders

Develop Shared Purpose

Empower Others to Lead

Authentic Leadership

Build Influence Through Style & Power

Achieve Awesome Results

Build Solid Reputation

More responsibility & Influence

The Foundation of Empowerment


Mutual Respect

Treating Others as Equals

Being a Good Listener

Learning from People

Sharing Life Stories

What are some of the relational things leaders do to gain the respect of their constituents?


Empowering People to Lead

Empowering People– Individual/Group Activity

Take 10 minutes and answer the questions 1 & 2 on page 16 individually, Then…

In your group discuss and share some of observations and insights on both questions

“Eighty percent of Success is just showing up…“ - Woody Allen

Empowering People to Lead


Skills of Empowerment

Showing Up!

Engaging People as People

Helping Teammates

Challenging to Lead Stretching People

Alignment around a mission

Faith

Situaltional Leadership 2006 – Ocean Consulting Group

Motivator Factors

Motivator Factors Hygiene Factors

• Achievement • Recognition • Work Itself • Responsibility • Promotion • Growth

• Pay and Benefits • Policy & Administration • Relationships with co-workers • Physical Environment • Supervision • Status • Job Security • Salary • Working Conditions

Your Leadership Style

To optimize your leadership your particular style must come from an authentic place This calls for high self awareness and clarity about your values and leadership purpose

Otherwise...

Your style will be shaped by other things (expectations of the organization or the world systems)This will lead away from authenticity and will not be empowering to others


What the heck is Leadership Style?


Your Life Story

Your Passions & Motivations

Your Leadership Purpose

Your Leadership Style!

Your Use of Power

“The set of behaviors you use when trying to influence people” (Blanchard)

The Four Leadership Styles

Directing

Coaching

Supporting

Point 1: We all have a favorite Style

Point 2: All contain a different proportion of three variables:

1.Amount of Direction

2.Amount of Support

3.Amount of (follower) involvement in decision making

Point 3: An effective leader is able to use all four styles

Delegating

Situaltional Leadership 2006 – Ocean Consulting Group

Situational Leadership Model

Copyright © 2009 Ocean Consulting Group – All Rights Reserved

Follower Involvement

Directing

Coaching

Supporting

Leader is in charge – makes all decisions

Delegating

Follower is involved but leader makes all decisions

Leader listens, coaches and consults – follower makes decisionFollower decides all

Situaltional Leadership 2006 – Ocean Consulting Group 22

Development Level


Employee Competence

• Task Knowledge and Skills (education, training, experience,

knowledge of the organization)

• Transferable Skills (communication, time management,

efficiency, problem solving, reasoning, etc)


Employee Commitment

• Motivation (Interest in, and dedication to, the task)

• Confidence (Self assuredness and ability to work

independently and self trust)


Development Level Comparison


Relationship of Leadership Style to Development Level


Using Leadership Style Appropriately

Leadership Style – Individual/Group Activity

Take 10 minutes and answer the questions on page 17 individually, Then…

In your group discuss and share some of observations and insights on all questions

“Its not just different strokes for different folks but different strokes for the same folks depending on what you want them to do…” - Ken Blanchard


Sources and Uses of Power

Source of Power Power Base Influence/Effect

Position Authority Compliance(Provided by the Organization) Reward Compliance

Discipline Resistance

Personal Information Commitment (Developed by the Leader) Expertise Commitment

Goodwill Commitment

Scriptures


Linking Style and Power

Leader’s Style Use of Power Relationship Directive Dominating Dependent

Coaching Receptive Interdependent

Affiliative Empathy Interdependent

Expert Knowledge Independent

Scriptures

copyright © ocean consulting group 2009 – all rights reserved agenda part 1: leadership as a...

Documents

rights reserved agenda

credibility slide

direction slide

rights reserved n vs

relational area slide

life dimensions

buckets of life work

leadership inspiring