empowering and developing others

8/13/2019 Empowering and Developing Others

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People Development Principles

People development takes time

People skills are essential for success

Be a model that others can follow Lead others by looking through their eyes

Leaders must care for people before they candevelop them

People developers look for opportunities to build uppeople

The greatest potential for growth of a company isgrowth of its people

Maxwell: Developing the Leader Within You



People Development

Realize that people are your most valuable asset

Place a priority on developing people

Be a model for others to follow Pour your leadership efforts into the top 20 percent of

your people

Expose key leaders to growth opportunities

Be able to attract other winners/producers to thecommon goal

Surround yourself with an inner core thatcomplements your leadership



The Law of PrioritiesTo find your key players, evaluate each person according to the

following criteria:

1. The influence testCapable of influencing others

2. The relationship testGood relationships with the majority of people

3. The credibility testRespected by others

4. The spiritual test

Similar values5. The administrative test

Wise decisions

6. The attitude testWillingness to serve others full-time



Connecting with Others



The Gardening Principle All relationships need cultivation

Some people come into our lives for a

(specific) reason Doctors, real estate agents, etc.

Some people come into our lives for a season

Few weeks to several years

Some people come into our lives for a lifetime

Family and close friends



Ways to keep cultivating

important relationships Commitment

Determined to keep it successful

Communication Honest

Authentic

Friendship Sacrifice

Confidentiality

Memories

Shared memories are powerful Growth

Learning and growing together

Spoiling Each Other Unconditional Love



Barriers to Building Relationships

in our Schools

Determine priorities and steps to

improve relationships in our schools



True Colors and

Servant Leadership

Which True Color supports

servant leadership?



Commitment to Others’ Growth



Empowering OthersTo Be an Empowerer, a Leader Needs:

Position

Relationship

Respect

Commitment



Ten Questions to Ask Yourself about

Empowering Others:1. Do I believe in people and feel that they are my

organization‟s most appreciable asset?

2. Do I believe that empowering others can

accomplish more than individual achievement?3. Do I actively search for potential leaders to

empower?

4. Would I be willing to raise others to a level higherthan my own level of leadership?

5. Would I be willing to invest time developing peoplewho have leadership potential?

Maxwell: Becoming a Person of Influence



6. Would I be willing to let others get credit for what Itaught them?

7. Do I allow others freedom of personality and

process, or do I have to be in control?8. Would I be willing to publicly give my authority and

influence to potential leaders?

9. Would I be willing to let others work me out of a

job?10. Would I be willing to hand the leadership baton to

the people I empower and truly root for them?



How to empower others

to their potential

Evaluate them (their knowledge, skill, and desire)

Model for them

Give them permission to succeed Expect it

Verbalize it

Reinforce it

Transfer authority to them

Publicly show your confidence in them Supply them with feedback

Release them to continue on their own



Soar with Your StrengthsClifton and Nelson

Nine Principles for Managing Relationships

1. Think of others in terms of their strengths.

2. Quality relationships develop one-on-one.3. “Doing for” never makes up for “doing with.”

4. The more people know about each other, the more likely theyare to like each other.

5. There is no trust without risk.

6. Relationships are built one commitment at a time.7. Being liked is important.

8. Relationships don‟t just happen; be an activator.

9. Use relationship strengths; manage your weaknesses.



Professional and Personal

Development

Personal/Staff Development

Activities

Focus on needs of people in theorganization

Personal

Professional Spiritual



Learning for Continuous Improvement What is a PLC (Professional Learning

Community)?

Why PLC‟s? Teacher Isolation

Professional Development Activities

“The Buffer” and “Isolation”

Schmoker: Results Now: How We Can Achieve Unprecedented Results inTeaching and Learning



Growing New Leaders

Choosing people to mentor

Select people with similar philosophies

Choose people you genuinely believe in

Look for a fit between their potential andyour strengths and experience

Match people to the mountains Start when the time is right



Enlarging Process

See their potential

Cast a vision for their future

Tap into their passion

Address character flaws

Focus on their strengths

Maxwell: Becoming a Person of Influence



Enlarge them one step at a time

Attitude

Relationships Leadership (learning to lead others)

Personal and professional skills

Put resources in their hands

Expose them to enlarging experiences

Teach them to be self-enlargers



Law of Legacy

Leaders who leave a legacy of succession:

Lead the organization with a “long view”

Create a leadership culture

Pay the price today to assure success

tomorrow

Value team leadership above individualleadership

Walk away from the organization with integrity



Delegation

Delegation is the skill most often

identified for improvement when

assessing administrators.



Prioritize and Delegate

High Importance/High Urgency………….tackle first

High Importance/Low Urgency…………..setdeadlines and work into routine

Low Importance/High Urgency………….delegate

Low Importance/Low Urgency…………..assign task

out or don‟t do it at all

Maxwell: Developing the Leader Within You



Steps to Delegation

1. Describe the task and its objectives

2. Emphasize the positives of the task

3. Express high expectations and confidence in abilities

4. Get the delegatee‟s ideas and points of view.

5. Discuss and clarify for understanding.

6. Discuss any constraints present; get tentative commitment.

7. Discuss training needs and agree on training schedule.

8. Discuss any checkpoints for follow-up and deadlines to be met.

9. Discuss and establish priority in relation to other tasks.

10. Agree upon clearly identified first step and confirm commitmentsto the task.

DuPont Leadership Training



Monkey Management

The One Minute Manager Meets the MonkeyBlanchard, Oncken, and Burrows

“Why is it that some managers are typically running out of time

while their staffs are typically running out of work?”



If you are trying to do it all, you are

harming your organization.

In attempting to do it all, leaders find themselves:

1. Working overtime2. Spread too thin3. Attending unnecessary seminars/meetings4. Taking on others’ work 5. Rescuing others6. Neglecting leadership duties7. Feeling overwhelmed and burning out8. Feeling frustrated and guilty for not getting things done9. Neglecting their personal lives10. Creating a bottleneck in the organization



How do I collect monkeys?

1. A person approaches me and tells me of a problemthat needs to be solved. Here is how I accept “themonkey.” Great boss that I am, I listen to theproblem and eventually say, “Let me think it overand get back to you.”

2. I accepted the responsibility for the problem fromthat person.

3. I promised the person a progress report.

We just switched roles: supervisor and worker!



Types of Monkeys

Sideward-leaping Monkeys

Downward-leaping Monkeys

Upward –leaping Monkeys

“Ricochet” monkeys

“Teflon” Monkeys



Some monkeys belong to me and should not

be delegated – but the vast majority of

monkeys on my back, on my desk, in my in-box, and in my mind do not belong to me.

Some leaders are compulsive monkey-picker-

uppers. After all, great leaders can solve

anything, right?



So, what do we do about it?

Great leaders train others to be great leaders. If your staff is notready to take on extra responsibilities, then it is your job to getthem ready!

Monkeys can be opportunities for leadership growth…notproblems.

Train workers to care for and feed their own monkeys. Oncethey learn to do so, leaders are free to do planning,coordinating, innovating, staffing, and other key leadership

tasks.

“All monkeys must be handled at the lowest organizational level

consistent with their welfare.”



Rules for Monkey Management

To ensure that the right things get done the right wayat the right time by the right people………

Rule 1 Describe the MonkeyThe next moves are specified.

Rule 2 Assign the Monkey

The monkey is assigned to a person.

All monkeys must be handled at the lowestorganizational level consistent with their welfare. Aleader retains only the monkeys that he/she only canhandle.



Rule 3 Insure the MonkeyThe leader grants authority and freedom through Monkey

Insurance Policies: Level 1 - Recommend, then act

Level 2 - Act, then advise Appropriate level of delegation is selected based uponcircumstances.

Rule 4 Check on the Monkey

The time and place for follow-up is specified.Two reasons for check-ups Catch people doing something right and praise them

Spot problems and take correction action before it is too late



Apply the rules for

monkey management only

to the monkeys that

deserve to live.



Obstacles to Good Monkey

Management

Leaders’ Attitudes:

1. Fear that people will think you are not doing anything. “I wouldn‟t asksomeone to do something that I wouldn‟t do myself, so I am „in thetrenches‟ with them helping out.” Question: who is taking the time toappropriately lead the organization while you are in the trenches?

2. Fear that once people are empowered, you may feel as though you arenot needed.

3. Rationalization: “I am the highest paid person on this campus, thereforeI should be working the hardest – stay the longest” should be turned

around to “I am the highest paid person on this campus; therefore, Ishould do what it takes to be the alpha-leader.

4. Rationalization: “I am too busy to delegate…it is easier just to do itmyself.” Profound thought: The more you get rid of your people‟smonkeys, the more time you have for your people!



5. Leaders often enjoy doing the work of their subordinates (more thantaking on management tasks).

6. Rationalizations: “If you want it done right…”, “This one is too hot formy staff to handle”, etc.

7. Live and die by the adage: “Good leaders can solve all problems.”

8. Hesitation to grant Level 2 freedom to workers based upon worstcase scenarios. “What is the worst thing that could happen?”

9. Delegating is a sign of laziness.

10. Checking up on people is snooping.



Obstacles to Good Monkey

Management

Workers’ Attitudes:

1. Reluctance to admit to the boss that they are at their limits incapacity. They often will take on responsibilities that they knowthey cannot handle in effort not to disappoint the boss.

2. “Teflon monkeys” slide off the backs of those who should bekeeping them. “I shouldn‟t have to do this, I can‟t handle this, Iam too busy, and it is not my job.”

3. Fear of consequences of responsibility. Workers can turn Level

2 into Level 1 delegation by constantly seeking feedback – getting leader‟s fingerprints on everything they do.



4. Desire to solve own problems rather than bring them to theboss (Workers wait until the monkey is dead before they takeit to the doctor).

5. “We have a problem.” Don‟t let someone say this. It is eithermy problem or his problem. If it is mine, I will take it. If it ishis problem, there is no reason to delegate. Let him keep itand offer advice on how to solve it. When you offer help, say,“ I will help you with your problem subject to the followingcondition: at no time while I‟m helping you with your problemwill your problem become my problem, because the minuteyour problem becomes my problem, you will no longer have aproblem and I can‟t help a person who does not have aproblem!”



Three Kinds of

Organizational Time

1. Boss-imposed Time

2. System-imposed Time

3. Self-imposed time1. Discretionary time

2. Subordinate-imposed time

“The more you get rid of your people‟s monkeys,

the more time you have for your people.”



Educational Monkeys

1. Campus Planning If the campus plan constantly lists the principal as the oneresponsible, a hopelessly-tangled bottleneck has beencreated. Can delegation solve this?

2. SchedulingCan some of the scheduling of activities be delegated?

3. Other ______________________

4. Other ______________________

5. Other _______________________

6. Other _______________________



True delegation is not about abdicating

one’s leadership….

It is about empowering and developing

new leaders!

empowering and developing others

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