EVERYDAY LEADERSHIP

1. EVERYDAY LEADERSHIP by YOUR NAME HERE YOUR CONTACT INFO

2. Course Contents STRENGTHEN THE HANDS OF THE STRONG Unit 1: Overview - Why is leadership so critical now? Unit 2: Self Alignment: Awareness of the 10 Competencies Unit 3: Self Alignment: Resiliency Unit 4: Working With Others: Interpersonal and Relationship Skills Unit 5: Communication Skills Unit 6: Employee Development/Coaching Unit 7: Creating Vision Unit 8: Change Unit 9: Integration: Customer Orientation Unit 10:Business Acumen Unit 11: Project Leadership

3. Course Objectives • After completing this workshop, the learner will be able to: • Understand and apply their personal values and leadership style. • Influence and build relationships within and across organizations. • Manage change and transition. • Lead others with diverse styles. • Align actions and priorities with strategic direction. • Coach and develop others for motivation and performance.

4. Overview: Why is Leadership so Critical Now? • Companies are very sick • What is Management? Leadership? “In the Land of the Blind, One-Eyed Men Are Kings.” – French Proverb

5. Why is Leadership so Critical Now?Business Is Very Sick • A man was let go from his position through a text message on his beeper while attending a conference in the same city as his office. • A woman was abruptly given the job of her boss, who had just committed suicide. She was not given any directions, training, or coaching. • A five-year SAP project for a global company has logged two deaths from heart attacks, as well as large turnover rates and illnesses. • A woman hired by a software firm discovered that she could no longer work with the technical people on her team, because they refused to communicate with her. Ironically, she was hired so that her communication skills would rub off on them. Her comment: "Is there any place that I'll be able to work my technical and people skills?"

6. Why Is Leadership the Solution to the Economic Problems? • Market share is driven by speed to market, customer service, and/or efficiencies that drive out cost. These cannot be done without leadership. • Security, stability and safety start through the gateway of leadership. (see “Byte Wars” by Ed Yourdon)

7. What is Management? Leadership? LEAD MANAGE

8. How is Leadership Unique? • The “why” of a business, organization or team is critical for project / resource prioritization but generally unknown. • Leadership development is a paradox. It must be practical and immediate. However, to be able to “do,” leaders must find quiet time to develop self-understanding. There is a strong tension between the need to act quickly and the need to stop and think. Leadership requires both.

9. A Great Leader • A great leader needs to know how to leverage the strengths she already has, and to surround herself with others to fill in her own gaps. • A great leader realizes that each of his people is unique and coaches them to leverage their own strengths. • Therefore, leadership is about releasing the potential that is already there.

10. What is Management? Leadership? Self-Alignment LEADERSHIP IN THE MIDDLE Working with others Integration

11. Self Understanding: Self Assessment • Definition of the Competency • Self-Assessment • 360-Degree Assessment • Identification of Strengths and Weaknesses “To climb a tree, grab the branches not the blossoms.” – Unknown

12. The DISC & PIAV MOTIVATORS WhyandWhereyouwalk • No Right or Wrong Profile • No Good or Bad Profile • Does not measure - Intelligence - Ethics - Skill or ability BEHAVIOR Howyou are walking?

13. Descriptors “D” “I” “S” “C” Demanding Egocentric Driving Ambitious Pioneering Strong-Willed Forceful Determined Aggressive Competitive Decisive Venturesome Inquisitive Responsible Conservative Calculating Cooperative Hesitant Low-Key Unsure Undemanding Cautious Mild Agreeable Modest Peaceful Unobtrusive Effusive Convincing Superficial Magnetic Political Enthusiastic Demonstrative Persuasive Warm Convincing Polished Poised Optimistic Trusting Sociable Reflective Factual Calculating Skeptical Logical Undemonstrative Suspicious Matter-of-Fact Incisive Pessimistic Moody Critical Evasive Worrisome Careful Dependent Cautious Conventional Exacting Neat Systematic Diplomatic Accurate Tactful Open-Minded Balanced Judgment Firm Independent Self-Willed Stubborn Obstinate Opinionated Unsystematic Self-Righteous Uninhibited Arbitrary Unbending Careless with Details Phlegmatic Relaxed Resistant to Change Nondemonstrative Passive Patient Possessive Predictable Consistent Deliberate Steady Stable Mobile Active Restless Alert Variety-Oriented Demonstrative Impatient Pressure-Oriented Eager Flexible Impulsive Impetuous Hypertense YOU ARE ALL! ENERGY LINE

14. Preferred Behavior Styles C S

15. Adapted Style 100 100 90 90 D D I I S S C C 80 80 70 70 60 60 50 50 40 40 30 30 20 20 10 10 0 0 Adapted Natural YOUR “PERFECT PLACE” HOW YOU ADAPT

16. The Six Attitudes Measured Theoretical Social Utilitarian Individualistic Aesthetic Traditional

17. Attitude Graph 80 70 60 50 AVERAGES 40 30 20 10 0 The Uti Aes Soc Ind Tra 60 30 50 48 27 37

18. What is Leadership? Self-Understanding Resiliency Self-Alignment Customer Orientation Business Acumen Project Leadership Managing Change Relationship Skills Communication Coaching/Mentoring Actualizing Vision LEADERSHIP IN THE MIDDLE Working with others Integration

19. Self Understanding: Resiliency • Definitions of Resiliency • Characteristics of Resiliency • Future Challenge • Journaling “We are in a constant state of becoming.” – Rueben R. McDaniel

20. SELF UNDERSTANDING: Resiliency Willingness to jump in and get things started Seek opportunities for performance improvement and development Build on others ideas for the benefit of the decision Maintain appropriate, empowered attitude Persistence in managing and overcoming adversity Act proactively in seeking new opportunities Prioritization, time management Definition of Resiliency

21. Characteristics of Resiliency: Thriving in the Midst of Change FIVE TRAITS OF RESILIENT PEOPLE Building the Resiliency Attitude Looking into the Future Practicing Flexibility Imposing Order Upon Chaos Seeking Opportunities in Change

22. Building the Resiliency Attitude ATTITUDE RESULTS FROM HOW YOU SEE THE WORLD POSSIBILITY Expectation REALITY It’s the ABCs of Life . . . Activating Event Beliefs/Attitude Consequential Response “You can’t control the unexpected, but you can control your response to it.” – Aikido Principle

23. Looking into the Future Describe one change you can see coming down the road. Given this reality, what possibility would you like to create now? See the coming change.Envision yourself in the new beginning. “Sometimes we stare so long at a door that is closing that we see too late the one that is open.” – Alexander Graham Bell

24. Practicing Flexibility: • Do they have a 4th of July in England? • How many birthdays does the average man have? • Some months have 31 days; how many have 28? • How many outs are there in an inning? • Is it legal for a man in California to marry his widow's sister? • Divide 30 by 1/2 and add 10. What is the answer? • If there are 3 apples and you take away 2, how many do you have? • A doctor gives you three pills telling you to take one every half hour. How many minutes would the pills last? • A farmer has 17 sheep, and all but 9 die. How many are left? • How many animals of each sex did Moses take on the ark? • A clerk in the butcher shop is 5' 10'' tall. What does he weigh? • How many two cent stamps are there in a dozen? A Test of Your Creative Thinking Skills

25. Imposing Order upon Chaos Take First Things First You are driving down a lonely stretch of highway late one night when you come upon an accident. A car is overturned on the road. A second car with a smashed front end sits sideways halfway onto the shoulder. You see small flames beginning to flicker up from under this car’s hood. A wounded deer lies not far from the first car. As you pull up to the scene and prepare to stop, your headlights shine on a person in the overturned vehicle. You can see that he is halfway out of the car and bleeding badly from a gash in his forehead. Glancing quickly at the other vehicle, you see a person moving slightly in the driver’s seat. The back door of this car is open and there is a small child standing by the driver’s door. You are alone. You have a cell phone. There is no other traffic on the road. What are the first five actions you take? “The law of nature is change (chaos), while the dream of man is order.” – Henry Adams

26. Seeking Opportunities in Change When you look into the face of change … ... do you see the danger or the opportunity? “Even if you’re on the right track, you’ll get run over if you just sit there.” – Will Rogers

27. Future Change Think of a big change that you think may be ahead of you. What are your strategies for planning how you will personally deal with it? How will you help your team address it?

28. Master Strategies: Living in a World of Permanent Whitewater Operating in our world of rapid, tumultuous, unrelenting change has been compared to running a raging, white water river. Here are some things to remember for navigating the river of change without getting swamped … • Remember to pack your attitude. • Don’t look where you don’t want to go. • Go with the flow. • Explore what’s around the next bend. • Take time to eddy out. Life is change. Growth is Optional.

29. Working With Others:Interpersonal and Relationship Skills • Definition of Interpersonal and Relationship Skills • Exploring Trust • How to Offer Feedback • Managing Conflict • Journaling “Each of us must be the change we want to see in the world.” – Mahatma Gandhi

30. Understand and appreciate diversity of perspective and style. Participate and contribute fully as a team member. Demonstrate empathy and understanding. Build trust and demonstrate trustworthiness . Definition of Interpersonal and Relationship Skills WORKING WITH OTHERS: INTERPERSONAL AND RELATIONSHIP SKILLS

31. Exploring Trust If everyone is trustworthy, then why is there so little trust? How many of you in this room are trustworthy? • Unconscious, thoughtless or misinterpreted acts undermine existing trust. • Some are reluctant to risk trusting others. COMMUNICATION Managed expectations CONSISTENCY History CREDIBILITY Skill, knowledge, experience

32. Trust Assessment SELF-ASSESSMENT: As a leader, how do you deliver on the three factors that inspire trust? • What level of credibility do you hold in the context of your leadership role? • How consistent are you in your actions and decision-making processes? • How well do you use communication to build confidence and reassurance within your team?

33. How to Offer Feedback WIN/LOSE “You and I need to talk. You just don’t care about this project. I assumed with your background this would happen.” WIN/WIN “Do you have a minute? I’m concerned about the quality of the report you just turned in. It had a lot of typos and format problems. Your work is usually great - did something different happen this time?” Use “ I ” Focus on behavior, not the individual Be specific Be timely

34. Conflict Situations SITUATION EXAMPLE ambiguous boundaries __________________ conflicting interests __________________ value differences __________________ communication barriers __________________ unresolved prior conflict __________________ TRUST is BIDIRECTIONAL!

35. A Difficult Conversations Checklist • What Happened? • Where does your story come from? Facts? Past Experience? Rules? Theirs? • What impact has this had on you? What might their objectives have been and how have you contributed to the problem? • Emotions • What are you really feeling? Why? • Identify • What’s at stake for you about you? • Purposes • What do you hope to accomplish? Shift to support learning, sharing, problem-solving. Is this the best way to address this issue? • Differences • Describe the problem in terms of the differences between your stories and share the purpose. • Invite them to join as a partner to solve the problem. • Explore the Stories • Listen to understand their viewpoint. • Share your viewpoint. • Reframe, reframe, reframe to keep on track. • Problem Solving • Invent options that meet each side’s concerns. • Look to standards for what should happen. • Talk about how to keep communication open going forward. Adapted from the book Difficult Conversations by Douglas Stone, Bruce Patton and Sheila Heen.

36. Communication Skills • Definitions of Communication Skills • Communication Basics • Adapting Your Style • Listen for Understanding • Journaling “Be careful of your thoughts; they may become words at any moment.” – Iara Gassen

37. Understand and adapt to your audience — helping others learn Express intention clearly and concisely in written communications Build collaboration and clearly articulate intention in verbal communications Formal presentation skills Listen for understanding Manage flow of communication/information Definition of Communication Skills WORKING WITH OTHERS: Communication Skills

38. Communication Should Be INTENTIONAL Words (7%), Tone (38%), Body language (55%) Communication Basics MESSAGE:“Why did you do it that way?” CHANNELS INTERFERENCE WHAT IS SAID WHAT IS HEARD

39. UNDERSTAND PURPOSE/GOAL DESIGN FOR THE AUDIENCE, CONTEXT CHOOSE RIGHT CHANNEL MANAGE ENVIRONMENT (INTERFERENCE) Presentation Skills When over, what will be different? Profession, level, education, gender, anxiety, expectation… Laptop, paper, spoken, email, written… Seating, lighting, food, heat, agenda, handouts…

40. 100 100 D D I I S S C C 90 90 80 80 70 70 60 60 50 50 40 40 30 30 20 20 10 10 0 0 Adapted Natural Adapting to Your Audience HOW YOU ADAPT YOUR NATURAL STYLE

41. Adapting Your Style BODY LANGUAGE: Keep your distance Strong handshake Lean forward Direct eye contact TONE OF VOICE: Strong, clear, confident Direct Fast pace WORDS/CONTENT: Win Lead the field Results Now, Immediate Bottom line Challenge WORKING WITH THE CORE STYLE D DISSATISFIERS: Routine, mundane Lack of authority Lack of respect ENERGIZERS: Challenges Opportunities to lead Tough assignments DO’S AND DON’TS: Be clear, specific and to the point Don’t waste time Stick to business Present facts logically Be prepared and packaged Ask specific “what” questions Provide alternative choices Don’t offer guarantees you can’t keep Take issue with the facts, not the person Provide a win/win opportunity Let it be his idea

42. Adapting Your Style BODY LANGUAGE: Get close Sit next to Smile, relax, have fun Friendly eye contact Expressive gestures TONE OF VOICE: Enthusiastic Modulations Persuasive, colorful Fast pace WORKING WITH THE CORE STYLE I WORDS/CONTENT: Fun I feel Socialize, recognition Exciting Picture this People DISSATISFIERS: Social rejection Skepticism Negativity ENERGIZERS: People interactions Social recognition Inspiration DO’S AND DON’TS: Support their dreams Allow time for socializing Talk about people and their goals Don’t drive for facts, figures Ask for opinion Put details in writing Provide ideas for implementing actions Provide testimonials – “important” people Don’t talk down Offer incentives for risks Make them feel special

43. Adapting Your Style BODY LANGUAGE: Relaxed, calm Methodical Lean back, don’t rush Friendly eye contact Small gestures TONE OF VOICE: Warm, soft, calm Steady Low tone, volume Slow pace WORKING WITH THE CORE STYLE S WORDS/CONTENT: Step-by-step Help me out Guarantee, promise Think about it, take your time ENERGIZERS: Defined territory,Security Closure Team Harmony Opportunity to serve DISSATISFIERS: Loss of security Lack of closure Surprises No “home” base DO’S AND DON’TS: Start with personal connection Show interest in them as a person Listen! Don’t force a quick response – patience Present your point logically, nonthreateningly Don’t interrupt Look for hurt feelings Provide personal assurances/guarantee Don’t mistake willingness for agreement Allow time to think/make decisions Provide information

44. Adapting Your Style BODY LANGUAGE: Keep your distance Sit across from Firm posture Direct eye contact Little/no hand gestures TONE OF VOICE: Controlled, direct Thoughtful, precise Little modulations Slow pace WORKING WITH THE CORE STYLE C WORDS/CONTENT: Here are the facts The data show Proven Take your time, no risk Analyze Guarantees DISSATISFIERS: Personal criticism Moving too fast Decisions without data Irrational feelings/emotions ENERGIZERS: Information Quality Standards Compliance to rules Analysis, research DO’S AND DON’TS: Prepare your case Don’t be disorganized Approach in straightforward way Don’t be casual, informal or personal Provide policies/rules to follow Build credibility – look at all sides Give time for decisions Present specifics Be conservative, don’t over promise Take time, but be persistent Prove with facts Help them do things “right” Loyalty Be fair and consistent

45. Listen for Understanding LEVEL 1 • What’s in it for me? Rebuttal, self-interest, filtering. LEVEL 2 • Where is the person coming from? What are they truly trying to say? Connect, silence self-talk. LEVEL 3 • What is not being said that is important? Listen through the words.

46. Reflective Listening • Provide eye contact • Maintain an interested and open body posture • Encourage the speaker with verbal and nonverbal support • Use “door opening” questions to build trust • Ask genuine questions • Reflect back what they’ve said with empathy

47. Employee Development/Coaching Definitions of Employee Development / Coaching Coaching Giving Effective Feedback Journaling “Every blade of grass has an Angel that bends over it and whispers ‘grow, grow.’” – The Talmud

48. Definition of Employee Development/Coaching WORKING WITH OTHERS:Employee Development (Coach & Motivate) • Motivating employees to high performance • Coaching Definition of Employee Development/Coaching for development and improved performance • Manage with appreciation/respect for diversity of individual values and needs • Delegate tasks as needed and with awareness of employee development opportunities • Select appropriate staff to fulfill specific project needs and responsibilities

49. Coaching GAP What is reality Facts, no interpretation Observable behaviors Employee’s feelings What is desired Aligned with business, DISC, PIAV Measurable and achievable Desirable by all Focus on growing talents, not fixing weaknesses.

50. Goal Setting/Performance Review Business Objective IRACIS Increase Revenue Avoid Cost Improve Service Sparta will increase revenue through more business generated by strong customer referrals based on quality product delivery. Goal (Audience Behavior Condition) (A) I will (B) hold a status meeting with my team (C) each week on Tuesday morning at 9:00 for fifty minutes.