thursday developing leaders. check-in start by reflecting: awareness – listen carefully with eyes...
TRANSCRIPT
Thursday
DEVELOPING LEADERS
Check-In
Start by Reflecting: Awareness – listen carefully with eyes and hearts
open Making messages Explicit – state intentions, validate
assumptions, slow down Evoke the Self – feel connected, appreciative,
authentic Practice Positive Regard – letting go of ego to focus
on othersReflect on your best characteristic as a leader, how you
will leverage it more effectively? What is your learning challenge as a leader? How will you use this opportunity to experiment?
Don't follow leadersWatch the parkin' meters
Subterranean Homesick Blues
TransformationalTransactional
Leadership
In small groups - “develop criteria about how to judge the perfect apple.”
What did you come up with?
What has this got to do with leadership?
History of Leadership Thought(whirlwind version)
TraitBehavioral/
StyleContingencyCharismatic
Traits“Leaders are born not made”
Trait: characteristics of the person Personality Traits Social Traits Physical Characteristics
ambition and energy the desire to lead honesty and integrity self-confidence intelligence job-relevant knowledge initiative self-assured helicopter Factor good health above/below average height upper Socio-economic level
Traits - Problems
Ideal is impossible Traits so ill-defined that
they are almost useless So many exceptions to
the rule Implied - elite officer
corps who have inherited characteristics
Behavioral/Style Theories of Leadership
Propose that specific behaviors differentiate leaders from non-leaders
Style Leaders who employ a given style are
seen as more effective (democratic / authoritarian)
The Managerial Grid
9,9 Team ManagementWork accomplishment is fromcommitted people who have a “commonstake” in organization’s purpose. Thisleads to relationships of trustand respect.
1,9Country Club ManagementThoughtful attention to needsof people for satisfying relation-ships leads to a comfortable,friendly organization atmosphereand work tempo.
1,1Impoverished ManagementExertion of minimum effort toget required work done is ap-propriate to sustain organiza-tion membership
9,1 Authority-ObedienceEfficiency in operations resultsfrom arranging conditions ofwork in such a way that human elements interfere to a mini-mum degree.
5,5Middle-of-the-Road ManagementAdequate organization performance is possible through balancing the necessity to get out work with main-taining morale of people at a satisfactory level.
Con
cern
for
Peop
le
Concern for Production
1 2 3 6 7 8 9
1
5
8
9
Problems with Behavioral/StyleApproach to Leadership
Researched subordinates satisfaction, turn over, inter-group conflict
Flaw - only explained at most 15% difference
Situational Leadership Theories
Stress the importance of considering the context when examining leadership
Fiedler Contingency Model Hersey and Blanchard’s Situational
Theory Path / Goal Approach Substitutes for Leadership
Hersey and Blanchard’s Situational Theory
Follower: unable and unwilling leader needs to give clear and specific directions (in
other words, be highly directive – tell and sell) Follower: unable but willing
leader needs to display high task orientation to compensate for the follower’s lack of ability (in other words, tell them exactly what to do)
Follower: able but unwilling leader needs to use a supportive and participative
style (in other words, sell the task) Follower: both able and willing
leader doesn't need to do much (in other words, a laissez-faire approach will work)
Transactional Leader • Contingent Reward: Contracts exchange of
rewards for effort, promises rewards for good performance, recognizes accomplishments.
• Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
• Management by Exception (passive): Intervenes only if standards are not met.
Laissez-Faire Leader • Abdicates responsibilities, avoids making decisions.
Transactional and Transformational Leadership
Transformational Leader
Charisma: Provides vision and sense of mission, instills pride, gains respect and trust.
Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence, rationality, and careful problem-solving.
Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.
1.Vision and articulation. Has a vision--expressed as an idealized goal--that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.
2. Personal risk. Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision.
3. Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change.
4. Sensitivity to follower needs. Perceptive of others' abilities and responsive to their needs and feelings.
5. Unconventional behaviour. Engages in behaviours that are perceived as novel and counter to norms.
Key Characteristics of Charismatic Leaders
Transactional and Transformational Leadership:
Message: We Need to be Both Question: When? How will
you know? How might you develop either
skill set? (in 30 minutes?)
I know who to count on, I know who to trust
Bye and Bye
Accountability and Making a Difference
Create a Culture of Candor
1. We live in a Political World2. Ensure the “Honest
Conversation” takes place3. Use Conflict Constructively
BackgroundPolitical Behaviour
Those activities that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. Legitimate: normal everyday behaviour Illegitimate: extreme political behaviours
that violate the implied rules of the game
Why Do We Get Politics?
Organizations are made up of groups and individuals who have differing values, different goals and different interests
Resources in organizations are limited Performance outcomes are not
completely clear and objective
Factors Influencing Political Behaviour
Political behaviour
Low High
Individual factors
• High self-monitors• Internal locus of control• High Mach• Organizational investment• Perceived job alternatives• Expectations of success
Organizational factors
• Reallocation of resources• Promotion opportunities• Low trust• Role ambiguity• Unclear performance
evaluation system• Zero-sum reward practices• Democratic decision making• High performance pressures• Self-serving senior managers
Favourable outcomes
• Rewards• Averted punishments
What Individual Factors Contribute to Politics?
High self-monitors (more aware of situations)
Internal locus of control (control environment)
High machs (high desire for power) Organizational investment (put lots of time
and effort into organization) Perceived job alternatives (lots of
opportunity) Expectations of success (high belief it will
work)
What Organizational Factors Contribute to Politics?
Reallocation of rewards (change occurring) Zero-sum reward practices Promotion opportunities Role ambiguity (unclear responsibilities) Unclear performance evaluation system
(subjective) High performance pressure (blame others) Political senior managers (they watch and
learn) Low trust
Types of Dangerous Political Activity
Attacking or blaming others Controlling information Forming coalitions (in and out
crowds) Creating obligations Managing impressions
Small Group Chat
Describe an incident where you saw someone engaging in political behaviour.
What was your reaction to observing the political behaviour?
Under what circumstances do you think political behaviour is appropriate?
Removing Politics
Leaders Go First by: Sharing power Sharing knowledge Asking for input Making decisions based on objective
data Continually remind everyone that the
competition is located outside of the organization
How to have the Honest Conversation
Break the Silence by making it safe Leaders Go First Create Conversational Rules (DeBono) Stir Debate – ask questions – Listen Get in front of employees – engage in
dialogues – Listen Look for friends who will deliver bad
news (to you)
Having the Honest Conversation
“Task Force” – to seek out Truth Present ideas to senior team in form of
a discussion Allows employees to be honest (without
the fear of losing their jobs)
How will you know if you have arrived?
One simple way to verify if you are getting the feedback you need is to count how many employees challenge you at your next staff meeting.
Create a Culture of Candor
1. We live in a Political World2. Ensure the “Honest Conversation” takes
place
3. Use Conflict Constructively
Topic: Conflict Management
Functional conflict - helps to stimulate thought, actions, deeds.
Dysfunctional conflict - destructive and negative or none offered.
Org. Performance
H
LLevel of Conflict
L H
Approaches to Conflict
Avoidance - withdrawal from conflict Accommodation - place other’s needs
first Forcing - place one’s needs first Compromise - each gives up something
of value Collaboration - seek solution which is
advantageous to all parties
Conflict Management Styles
forcing
Satisfy own concern
Desire to satisfy other’s concernlow high
high
low
avoidance
compromise
accommodate
collaborate
When to use
34
Avoidance – unimportant issue / unimportant relationship
Accommodation – unimportant issue / important relationship (chips in the bank)
Forcing – issue important / relationship not Compromise – both are moderately
important (and time is tight) Collaboration – both are very important
(this takes lots of time)
Having the Good Fight
Have the Good Fight – Eisenhardt, 1997; HRB
1. Focus on the Facts• Issues not personalities
2. Develop Multiple Alternatives3. Rally around Goals
• Collaborations around what is best for company4. Inject humour into process5. Maintain balanced power structure
• Autocratic, Strong + Inclusive, Weak (Power vacuum)
6. Don’t force consensus • Consensus with Qualification
After-Action ReviewCapture the Lessons
36
Extract lessons learned after an event in order to apply them to future activities. Emergency Response – each day Product Development – each stage Entering into new Business – test / reflect Sales – learn from wins and losses M & A – after strategy, negotiations, due
diligence, and execution stages “Sustain” or “Improve” Learning in the Thick of it, Darling, 2005; HBR
LLL What are your takeaways?
Starting Well Partner up Share a story on your last, new
boss What did they do at the start of
their new gig that you thought … was good?… was not so good?
Early Start Leadership: 296
Cameron and Wright, 2015
Proposed
Before Arrival Day One + First 2 Weeks
First 90 Days 6 Months Long View
ORIGIN
Insider / Outsider
HISTORYPast Experiences
SELF
Strengths / Weaknesses
Focus: What am I getting into?
RELATIONSHIPSAvoiding Isolation
LEARNING
Learning, Listening, Observing
POWER
Positional vs. Personal
Focus: Who I am
VISION
Vision, Strategy, Tone
ACTIONQuick Wins
TEAM
Building the Team
Focus: Who are YOU?
ACTIONExecution
CYCLES
Virtuous Cycles
TRUSTRelationship Utilization
Focus: Where We are Going
STYLE
How to Lead
SELFPersonality
OBJECTIVES
Career Direction
Focus: Let’s Get there
Findings
Leading through the Challenges: Hardiness, Stress and RelaxationThe tempest may howl and the loud
thunder roarAnd gathering storms may arise,
But calm is my feeling, at rest is my soul.Lone Pilgrim
Stress Stress major factor in our lives. Ipsos-Reid
of 1500 Canadians (2001) found that 62% reported experiencing a great deal of stress on the job. Workplace stress was bad enough to cause 34% of those surveyed to
say that it had made them physically ill. Discuss causes of stress in your world (right now).
Managing Stress ...
Force Field
Lewin
Current Level of Functioning
Driving RestrainingForces Forces
(Stressors) (Resiliency) (Reactions)
You
Managing Stress….
Enactive Proactive Reactive
Eliminate stressors
*Permanent
*Long time
Develop resiliency
*Long term
*Moderate
time
Learn coping skills
*Short term
*Immediate
Stressors Reactions
Resiliency
Hardiness (Resiliency) Capacity for enduring or sustaining
hardship; capability of surviving under unfavorable conditions.
Bell – downsizing – 2/3 survivors had health declines; 1/3 thrived
Difference: focus on Commitment (involved), Control (try to influence outcomes), Challenge (opportunity for learning) attitudes
Leadership Coping Technique
Learn a relaxation technique
“Progressive Muscle Relaxation”
Stress Model
Hans Selye Stress Du-stress (-) Eu-stress (+)
