leadership presentation
DESCRIPTION
IFMA Corporate Facilities Council webinar, Aug 2011TRANSCRIPT
IFMA Corporate Facilities Council
Leadership:
Employee Engagement and the Role of Facility Management
Learning Objectives – Understand:
Define Leadership Explore Characteristics of Effective
Leaders Explore Characteristics of Effective
Leadership
Agenda:
What is EngagementWhat is LeadershipPutting it to Work
Education:
Tim ParkerDoctoral Candidate, Business Administration (DBA)
Organizational Leadership(Northcentral University, expected 2012)
MS, Business Administration(Boston University)
BS, Electrical Engineering(Virginia Military Institute)
Training:
Quality Improvement Training (TQM)Baldrige Criteria TrainingManagement of Environmental, Health and Safety
Certificate (NC State University)Energy Management Diploma (NC State University)
Experience:
United States Air Force 24 Years, Retired Lt Col Command of Air Base Support (1200 Staff) Engineering Organizations International Organizations (NATO, UN) Special Assignments
US/USSR Arms Reduction Treaty Deputy Program Manager
Leadership for FM
Experience:
Engineering Firm (Program Director)
State Government (Director)
Research and Development Non-profit (Director)
Global Corporate Services Company
Experience:
IFMA World Workplace International Conferences, 2006, 2007, 2009
NC American Society of Civil Engineers (ASCE)
Special Awards:
US Secretary of Defense Superior Program Management Award, 1989
Intermediate-range Nuclear Forces (INF) Treaty, On-site Technical Inspection
Utility Saving Initiative Energy Award
North Carolina Governor’s Award for 2004 (2005, 2006)
Understanding Employee Engagement
What is it? Employee attitude towards employer Drives “organizational commitment” Drives “job satisfaction”
Understanding Employee Engagement
What is the impact/effect? Voluntary discretionary effort Level of Resistance Absenteeism and Turnover
Understanding Employee Engagement
What Affects Employee Engagement? Level of Expressed Care Dependent on “Unwritten” Mental Contract
Expectations Meeting Promises Influence from “value” groups
Understanding Employee Engagement
What is Your Part as Facility Manager Facilities and Services
Know Your Audience Multiple Generations of Workers Therefore Different Expectations
Realize You are Extension of Management Leadership
Top Factor in Engagement No Single Way to Lead
Understanding Leadership
How do you know you have it if you don’t know what it is?
Definitions?Influence (John Maxwell)Obtaining Followers (Peter Drucker)Power
Understanding Leadership
You have achieved excellence as a leader when people will follow you everywhere if only out of curiosity – Colin Powell
If you have to tell them you are a lady, you probably aren’t – Margaret Thatcher
Understanding Leadership
The very essence of all power to influence lies in getting the other person to participate – Harry A. Overstreet
The art of getting someone else to do something you want done because he wants to do it – Dwight D. Eisenhower
Performance = f ( A X M X O )
A = AbilityM = MotivationO = Opportunity
“Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it.” - Lou Holtz
Understanding Leadership
Schools of Thought –
Transactional vs Transformational Charismatic, Born Leader Traits Contingency Theory, X or Y Knowledge Workers vs Skilled Labor
Leadership FrameworkIQ or EQ (Emotional/Social Intelligence) -
Awareness of Self Behavior Awareness of Impact on Others (Social) Positive Social Environment Mood Influences Effectiveness
(“Primal Leadership” – Goleman, Boyatis, McKee)
Leadership FrameworkIQ or EQ (Emotional/Social Intelligence) -
Contribution 80-90 % of Competencies of Outstanding Leaders vs Average
Self Mgmt Skills – 78% More Incremental Profit Social Skills – 110% More Both – 390% More
(“Primal Leadership” – Goleman, Boyatis, McKee)
Leadership FrameworkStyles -
Democratic + Affiliative + Coaching ++ Visionary ++ Pacesetter ? Command ?
(“Primal Leadership” – Goleman, Boyatis, McKee)
Leadership for FM
Putting it to Work
Clarity is Key (What’s the Vision) Ethics Build Organizational Capacity
Train, Coach, Mentor, Invest Tools Openness/Transparent Trust & Integrity
Putting it to Work
Delegate Well (Like Project Management) Empowerment?
Spend Time with Staff (top 20%) Set the Example
Work-family Balance, Education, Fitness, etc Sense of Urgency (vs Panic or Activity) Manage Time (Urgent/Important)
Putting it to Work
Too Much Value Winning Too Much Negativity (Okay but, no, however, etc) Withhold Information Too much “me”
(“What Got You Here Won’t Get You There” - Marshall Goldsmith, Mark Reiter)
Putting it to Work
Recognize Achievement (Theirs) Give Credit Away In Group, Out Group Listen Appreciation (For Everyday Activities)
(“What Got You Here Won’t Get You There” - Marshall Goldsmith, Mark Reiter)
Putting it to Work
Goal Fixation
(“What Got You Here Won’t Get You There” - Marshall Goldsmith, Mark Reiter)
Leadership for FM
Benefits and Value
Increased Organizational Commitment More Productive Teams Talented Leadership Increased Collaboration Increased Project Management Skills Effective Use of Technical and Professional Talent
Leadership for FM Understand Leadership Styles: Emotional/Social Intelligence. Practical Stuff
Leadership for Engineers - Experience
United States Air Force
