facilitator guide 11_19_08
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Leadership Basics
Facilitators GuideFacilitators Guide
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State PersonnelDepartment Training
Division
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Table of Contents
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Introduction and Overview 20 min
Learner Outcome/Goal: To prepare new supervisors andemerging leaders to become an effective leader whoenables a high-performance work team.
HandoutsPowerPoint HandoutReality Check ExerciseLeadership Values ExerciseEvaluations
Introduction: Introduce yourself- name, authority (why
should the learners listen to you), interest device(humor), special instructions, facilities, etc.
Icebreaker:Ask participants to look around the room at theleadership quotes posted.Then ask participants to choose only one of thequotes that resonate well with their personal viewson what make a good leader.Have them explain their individual choices andreasoning in introduction.
Participant Introduction: Have participants introducethemselves (name, agency, position, quote chosen andreasoning for choosing that specific quote).
Performance Objectives:Identify and discuss the definition of leadershipIdentify and discuss characteristics of a good leaderIdentify the common leadership theoriesIdentify classic leadership styles
Identify and discuss the differences betweenmanaging and leading.Discuss some leadership emerging trends fromSenior Executive studyAssess and identify personal leadershipcompetence.
Unit 1: Definition of Leadership 10 m
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Activity: Ask participants to write on the slip of paper towrite down how they define leadership
Definitions:Warren Bennis' (regarded as the pioneer of contemporary Leadership studies) definition of leadership: (focuses on individual capability of leader)"Leadership is a function of knowing yourself,having a vision that is well communicated, buildingtrust among colleagues, and taking effective actionto realize your own leadership potential."
Opposing Definition: The capacity to establishdirection and to influence and align others toward acommon goal, motivating and committing them toaction and making them responsible for their performance
So which one is wrong? Is either of them wrong? Orare the both right?
Unit 2: Characteristics of a Good Leader 15 min
Small Group Activity: Brainstorm what characteristics they think a good
leader should have. Record results on flip chart paper. Select a reporter and a recorder.
6 basic characteristics of a Good Leader Trustworthy
o A leader needs to be trusted and beknown to live their life with honestly andintegrity.
o A good leader "walks the talk" and indoing so earns the right to haveresponsibility for others.
o True authority is born from respect for thegood character and trustworthiness of theperson who leads
Enthusiastic about their work
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o People will respond more openly to aperson of passion and dedication.
o Leaders need to be able to be a source of inspiration, and be a motivator towardsthe required action or cause.
o The leader needs to be seen to be part of the team working towards the goal. Thiskind of leader will not be afraid to roll uptheir sleeves and get dirty.
Confidento Leaders inspire confidence in others and
draw out the trust and best efforts of theteam to complete the task well.
o
A leader who conveys confidence towardsthe proposed objective inspires the besteffort from team members.
Remain calm in situations of chaoso People look to the leader during times of
uncertainty and unfamiliarity and findreassurance and security when the leaderportrays confidence and a positivedemeanor.
Analyticalo Not only does a good leader view a
situation as a whole, but is able to break itdown into sub parts for closer inspection
o Not only is the goal in view but a goodleader can break it down into manageablesteps and make progress towards it.
Committed to Excellenceo Second best does not lead to success.o The good leader not only maintains high
standards, but also is proactive in raisingthe bar in order to achieve excellence inall areas.
**Compare 6 Characteristics to Answers given byParticipants on Flip Chart.
Unit 3: Is Leading Different than Managing? 5 min
Complete the entire Self-Assessment.
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Definitions
Leadership: setting a new direction for a group
Management: directing and controlling according to
established principles
People ask the difference between a leader and a boss.
The leader leads, and the boss drives."
Theodore Roosevelt
When to manage and when to lead?
To manage is to control, handle or manipulate. To
lead is to guide, influence or persuade Therefore,
you manage things and processes. You lead people
and organizations
Skills and characteristics of a manager
Anyone can be a manager, but a manager who fills the
leadership role needs:
Vision
Good managers need to be knowledgeable of
the organizations mission and vision and be
able to translate these cornerstones to the
average employee. To be a good manager you
need to make sure your employees share and
understand your vision for your department.
Finally, managers need to be able to linkindividual tasks of the employee to that mission
and vision.
Gaining the attention of your employees may be
easy, but keeping the attention on your vision is
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much harder
Enthusiasm
A negative leader will only bring a team down
Enthusiasm is infectious
If you have a good time and your work you will
be enthusiastic and help motivate others
Ability to delegate
A good manager never fears that delegating to
their subordinates will open the door for their
subordinates to overshadow their work
Hard worker
Dont delegate to a degree that you are no
longer do anything
Actions speak louder than words
Not doing anything but preaching to your
employees to work hard will only cause
employees to lose respect for you
Doing the least attractive tasks will cause
employees to gain even more respect for your
leadership
Dont be indecisive
Always think carefully before making a decision,
however when you make the decision dont
change it!
People do not respect indecisive leaders
If you change your decision it causes people to
question your judgment and motives in making
that decision
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Stay away from answering questions with Im
not sure, I dont know, I think, I guess.this
lessens your credibility as a leader.
Reward subordinates for good work
The reward maybe in the form of a good word, a
promotion, a pay rise or a spot-bonus.
It should be something that shows to your
members and subordinates that their work is
also important to the working of the
organization.
Next, well turn our attention to important business conceptswhich make our KPIs move on the dashboard.
Who knows what a KPI is?How many know your agencys dashboard?How many have a dashboard specific to your work team?
Thinking of our business world as a system can be helpful inobjectively reviewing the effectiveness of processes andprogramming. It also helps to define roles within an organizationand effective communication techniques. Changes are youalready belong to many systems:
Family Faith Community Social Organizations School Groups
Every system has a hierarchy, typically separated into tops,middles, bottoms and customers. When filling a middle role, theleader is receiving information from all sides tops, bottoms andcustomers. To remain sane in the chaotic life of a middle, it isimperative to have a strong business plan and means of measuring your outcomes. KPIs and dashboards lendthemselves to this practice.
To begin, document any sequence of events that starts with aninput and ends with an output. These events include operations,
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transportation, inspections, delays, and decision points.
Operations: Actions that change or transformTransportation: Moving whatever flows through the system forms, reports, data share between departmentsInspections: Regular review of what flows through the systemDelays: Wait times for reviews, decisions, waiting for resourcesDecision Points: Points at which whatever is flowing through thesystem meets certain criteria and moves forward, or is diverted toa sub system go or no go
Jot down as many of the work processes you can for which youhave direct responsibility. Identify where the process point starts(input) and where the process ends (output). Think of the staff assigned to each process. Could duties be changed for eedevelopment? Could a cross-functional team work together tosolve a problem and provide an executive recommendation for action? Not only can this activity assist to record your teamsefforts, but it can also be used to make sure the right people areperforming the right tasks.
Unit 4: Leadership Theories 10 minEarly leadership theories focused on what qualitiesdistinguished between leaders and followers, whilesubsequent theories have looked at other variables suchas situational factions and skill level. While manydifferent leadership theories have emerged, most can beclassified as one of the major types.
Great Man Theory:Assumes that the capacity for leadership isinherent that great leaders are born, not made.Often portrays great leaders as heroic, mythic, anddestined to rise to leadership when needed.The term Great Man was used because, at thetime, leadership was thought of primarily as a male
quality, especially in terms of military service.Trait Theory:Similar to Great Man theories, trait theoryassumes that people inherit certain qualities andtraits that make them better suited to leadership.Trait theories identify particular personality orbehavioral characteristics shared by leaders.If particular traits are key features of leadership,
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how do we explain people who possess thosequalities but are not leaders? This question is oneof the difficulties in using trait theories to validateleadership qualifications.
Contingency/Situational Theory:No leadership style is best in all situationsFocuses on particular variables related to theenvironment that might determine which particularstyle of leadership is best suited for the situation
Transactional/Management Theory:
Focus on the role of supervision, organization, and
group performance.
Base leadership on a system of reward and
punishment.
When employees are successful, they are
rewarded; when they fail, they are reprimanded
or punished.
Transformational/Relationship Theory:Focus upon the connections formed between
leaders and followers.Motivate and inspire people by helping group
members see the importance and higher good of
the task.
Focused on the performance of group members,
but also want each person to fulfill his or her
potential.
These leaders often have high ethical and moral
standards.
Behavioral Theory:People can learn to become leaders through
teaching and observation.
Participative Theory:
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Suggest that the ideal leadership style is one that
takes the input of others into account.
These leaders encourage participation and
contributions from group members and help group
members feel more relevant and committed to the
decision-making process.
However, the leader retains the right to allow the
input of others
Ask
What theory do you agree with?
Do you think that someone can agree and
demonstrate the use of more than one theory?
Do you think you use different theories for different
situations?
Unit 5: Kurt Lewins Leadership Styles 10 minAuthoritarian (Autocratic)
Provide clear expectations for what needs to be
done, when it should be done, and how it should be
done.
Clear division between the leaders and the
followers.
Authoritarian leaders make decisionsindependently with little or no input from the rest
of the group.
Abuse of this style is usually viewed as controlling,
bossy, and dictatorial.
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Authoritarian leadership is best applied to
situations where there is little time for group
decision-making or where the leader is the mostknowledgeable member of the group.
Participative (Democratic)
generally the most effective leadership style
offer guidance to group members, but they also
participate in the group and allow input from other
group members
Participative leaders encourage group members toparticipate, but retain the final say over the
decision-making process
Group members feel engaged in the process and
are more motivated and creative.
Delegative (Laissez-Faire)
offer little or no guidance to group members and
leave decision-making up to group membersThis style can be effective in situations where
group members are highly qualified in an area of
expertise; it often leads to poorly defined roles and
a lack of motivation.
How to develop a leadership style
Lead according to your personality, your
employees personality and the situationOne size does not fit all
10 min break
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Unit 6: Ways to Lead 15 min
Leading yourself
Personal Productivity
Being aware of your own values and how these
values correspond to your work environment
Values are the goals towards which you aspire.
They largely define the core of your identity.
More importantly still, they are the source of
your motivation to improve yourself.
If you don't understand your values, you won't
understand how to orient yourself in a direction
that is likely to be satisfying.
Your behavior, your actions will be more
oriented towards putting out fires (satisfying
your immediate needs), and less oriented
towards developing your long term potential.You won't have a plan. You will instead, just be
reactive.
Personal Management Guidelines:
Monitor your work hours
Recognize your own signs of stress
Learn to delegate
Recognize what is important and what is urgent
Communicate as much as you can
Take time to reflect
Recognize accomplishments
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Wrap up section with flip chart exercise of delegatable
tasks
Delegation is an opportunity for managers to develop andcreate time for managerial activities.
Leading other individuals
Ways to lead others:
Coaching & Developing
Driving Performance
Inspiring Loyalty and Trust
Managing and Directing Work
Encourage Partnerships within and across
teams
Influence through Personal Power
Selecting the Right Talent
Leading in groups
Effectively Leading in Groups
Group Dynamics
Forming - formalities are preserved and
members are treated as strangers.
Storming - members start to communicate
their feelings but probably still view
themselves as part of their parent
department rather than part of the team.
They attack others insular attitudes while
guarding their own
Norming - people feel part of the team and
realize that they can achieve work if they
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accept other viewpoints.
Performing - the team works in an open and
trusting atmosphere where flexibility is thekey and hierarchy is of little importance.
Team Building
A team is a group of people who are jointly
responsible for achieving a shared goal. If
one member fails then it can hinder the
achievement of the collective goal.
The most important foundation you can lay,when building better collective performance,
is that of common understanding and
commitment to the shared goal.
Leading in an organization
Effectively Leading in an organization:
Set Direction
Strategic Analysis Environmental Scan:
In terms of organizations and strategic
planning, an environmental scan
involves considering the factors that
will influence the direction and goals of
your organization. And, it includes
consideration of both present andfuture factors that might affect the
organization, since, of course, we're
planning for the future, not just the
present.
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SWOT Analysis:
A strategic planning tool used to
evaluate the Strengths, Weaknesses,
Opportunities, and Threats involved in
a project or in a business venture.
It involves specifying the objective of
the business venture or project and
identifying the internal and external
factors that are favorable and
unfavorable to achieving that objective Strategic Direction
The organizations mission, vision, values
and goals
Strategic planning can help an
organization to focus its vision and to
ensure that members of the organization
are working toward the same goals. Strategic planning helps leaders to be
intentional and pro-active in allocating
resources to achieve these priorities.
Take a few minutes to conduct a swot analysis for your
work team. Work independently for 3 minutes, and then
discuss w/your table group.
Unit 7: Emerging Trends in Leadership
Discuss Study:
o In 2007, researchers at the Center of CreativeLeadership (CCL) asked 247 seniorexecutives around the globe about 10
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leadership trends in businesso The executives involved all have over 15
years of management experience, are withinthe top three tiers of their organization, andhave leadership responsibility for 500 peopleor more.
o The goal was to asses these trends, theobstacles they create, and their potential inimpact on leading organizations
o The results show some important patternsthat focus on talent, innovation,collaboration, and globalization.
Trend 1: The Rise of Complex Challenges
o Nearly 92 percent of the executives surveyedbelieve the challenges their organizationsface are more complex than they were justfive years ago.
o Why does the world feel more complex?o Participants attributed the top factors
as internal to their organization, marketdynamics, shortage of talent, andglobalization
o The combination of changes in marketdynamics and a shortage of availabletalent create an environment whereorganizations will continually be askedto do even more with less and respondeven faster to changes in their industryand economy.
Trend 2: The Innovation Revolution
Innovation is one of the largest factors in an
organizations growth
Only 50% of the executives claimed their
company is amongst the most innovative
companies, meaning there is much room for
improvement
Executives also showed that their companies
have implemented strategies to directly
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promote innovation
In the future, companies will hire other
companies specifically specialized ininnovation to drive higher level of innovation.
Trend 3: The Art of Virtual Leadership
85% of the executives in the study believe
that virtual leadership is now a necessary
skill for senior leaders in an organization
92% also said that they believe virtual
leadership requires different skills that face-to-face leadership
The executives surveyed were asked to
choose one skill that is central to effective
virtual leadership.
Communication dominated with over 70
percent of the responses.
The most frequently cited communicationskills were frequency of communication
and clarity/effectiveness of the message
Trend 4: Collaboration Nation
97% of the executives claim that
collaboration between leaders is required if
they want to succeed
However, only 47% of the leaders believethat their company is effectively collaborating
This leads a huge gap for improvement
Trend 5: The World of Interruption
Research by Gloria Mark (reported in The
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New York Times Magazine in October 2005:
Meet the Life Hackers by Clive Thompson),
concludes that the average worker isinterrupted on the job every 11 minutes.
Even more interesting is that it takes those
same workers about 25 minutes on average
to return to the original task.
This shows that strategies need to be taken
by employees to free themselves from
distractions and interruptions The executives polled had these strategies to
try and prevent themselves from being
interrupted and more efficient in their daily
processes:
Trend 6: Authenticity Is the Next Celebrity
Some leaders struggle in keeping a cohesive
authentic self in their personal lives and atwork
90% of the executives in the study claim to
have an authentic self, meaning that these
leaders are able to do their jobs without
compromising their values, beliefs, and
personality
However, for the leaders who struggle with
an authentic self most attribute this struggle
to maintaining an executive image.
The struggle is between whether you should:
fill the roles your coworkers expect from
you and keep that executive image or
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Present your true self without fear of the
negative outcomes
Trends 7 & . 8: The Fallout from the Baby Boom
The 2000 U.S. Census claims that the Baby
Boomers population of 83 million people will
start to leave the workforce in 4 years
The skills that executives believe the
expertise that will be most lost if the baby
boomers left tomorrow are: (refer to table on
PowerPoint) NK ORDER O it can take years to groom and develop
effective senior managers, and most experts
agree that there will be a critical shortage of
middle and top leaders in the next few years
Therefore, organizations need to prepare for
this dramatic loss and start grooming new
leadersTrend 9: Leadership for Longevity
o Research shows that effective leadership andregular exercise are strongly linked. Executiveswho exercise are rated significantly higher by theircoworkers on their leadership effectiveness thannon-exercisers. In addition to the health benefits,exercisers score better than non-exercisers in allleadership categories including organization,credibility, leading others and authenticity(European CEO, December 2006).
o As we attempt to lead and live in an increasinglycomplex world, improved levels of stress, health,diet, and fitness will be essential to ensure asustainable and productive career.
Trend 10: Whats next?
o When asked to identify a trend they see emerging
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in leadership, 112 executives mentioned 21different trends
o But the trend most often mentioned is the shiftfrom an autocratic style to one thats moreparticipative
o Executives predict that collaboration andteam efforts will be the deciding factors of future success and no longer on individualefforts
o Leaders also note the trend towards instantgratification.
o Employees are becoming less patient, lesscompany-centric, more mobile and moreinterested in near-term tangible rewards.
o Executives also comment on the increasingimportance of balance between time spent at homeand at work.
o Employees are becoming less willing tosacrifice family commitments and privatetime for job demands. Executives see flextime as a concept to be taken seriously.
Before we adjourn, I want to leave you with 9 Deadly Sins most
managers forget. If in doubt, dont go without, contact your agency HR Rep prior to taking action. Failure to Document Failure to Train Failure to Keep Evidence Grade Inflation Failure to Consult HR Inappropriate Electronic Messages Inconsistent Treatment Inappropriate Talk About Ex-EEs Uncontrolled Deadlines
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Unit 8: Wrap Up
Our last group discussion will be where should we spend our timebetween the topic areas on the self assessment? Vision Commitment Customer Service Coaching Staff Development Operations Management Change Management Project Management Performance Management
Overall Message: There is no magic formula!
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Works Cited
Criswell, Corey, and Andre Martin, comps. 10 Trends: a Study of SeniorExecutives Views on the Future. 2007. Center for CreativeLeadership. 23 May 2008.
Dombeck, Mark, and Jolyn Wells-Moran. "Values and Morals Clarification."MentalHelp.Net. 12 June 2006. 23 May 2008.
"Leading Diversity." MPA. Magazine Publishers of America. 27 May 2008.
McNamara, Carter. " Basics of Conflict Management." Free ManagementLibrary. 2008. Free Management Library. 20 May 2008