LEADERSHIP CATTARAUGUS

1. LEADERSHIP CATTARAUGUS “The Southern Tier Leadership Summit-Discovering, Growing, Inspiring”

2. THE PLATINUM RULE

3. So You Want To Be A Leader? • What style of leadership do you most predominately display? • Directive Leadership • Consultative Leadership • Participative Leadership • Negotiative Leadership • Delegative Leadership • Transactional Leadership • Transformational Leadership • Charismatic Leadership • Which style of leadership is best?

4. Where Does Leadership Come From? • The “Age Old” question • Are Leaders born or made? • If it was easy, everyone would be good at it • Understanding the complexities of Leadership

5. Three Faculties of the Brain • Cognitive-Neocortex-Intelligence-IQ • The “Thinking Brain” • Technical and Analytical Skills • Fast learning part of the brain-read and go

6. Three Faculties of the Brain • Cognitive-Neocortex-Intelligence-IQ • The “Thinking Brain” • Technical and Analytical Skills • Fast learning part of the brain-read and go • Affective-Limbic-Emotional-EQ • The “Feeling Brain” • Behaviors and habits learned early in life • Slow learning part of the brain-practice and repetition

7. Three Faculties of the Brain • Cognitive-Neocortex-Intelligence-IQ • The “Thinking Brain” • Technical and Analytical Skills • Fast learning part of the brain-read and go • Affective-Limbic-Emotional-EQ • The “Feeling Brain” • Behaviors and habits learned early in life • Slow learning part of the brain-practice and repetition • Conative-Not Widely Known or Used • The “Action Brain” • Motivation, willpower and personal drive

8. 10 Steps in Becoming a Better Leader • Self-Awareness • Building Relationships • Managing Your Emotions • Seek Feedback • Take The Initiative • Engage A Coach • Set Goals And Make A Plan • Practice, Practice, Practice • Measure Progress • Be Honest With Yourself & Humble With Others

9. STEP #1:Self- Awareness • A good assessment tool is designed to increase personal awareness • Assessments are invaluable tools to enhance the human capital within your organization • A good assessment tool does not create a “Right” or “Wrong” answer

10. STEP #2:Building Relationships • Adaptive communication skills will help you become an effective leader • Paying attention to the mode in which the other person is currently operating in will give you immediate insight into how they wish to be coached, trained, counseled and/or motivated

11. THE PLATINUM RULE Leadership Assessment

12. Assessments • Leader-Manager Profile (LC) • Dale Carnegie Course • EQI-Emotional Quotient Inventory • The Learning Tactics Inventory • LPI-Leadership Practices Inventory • DISC Classic Assessment • Myers-Briggs Assessment • LIFO Training & Assessment

13. Moving Forward Looking for a Model with a better answer • Something simple • Something practical • Something easy to use • Something easy to remember

14. Professional Development The Platinum Rule Dr. Tony Alessandra

15. Dr. Tony Alessandra • Is founder and President of Assessments Business Center and a founding partner in The Cyrano Group and Platinum Rule Group • Is author of 21 books and over 100 audio/visual programs and films • Specializing in cutting-edge technology and proven psychology in maintaining positive relationships • Recognized as “One of America’s most electrifying speakers”

16. The Golden Rule • What is your understanding of The Golden Rule • Great rule we have all grown up with • Values, ethics, honesty, consideration • The Platinum Rule • A business rule to follow

17. The Platinum Rule • The Golden Rule • Do unto others as you would have them do unto you • Or • Treat others the way you would like to be treated • The Platinum Rule • Do unto others as they would have you do unto them • Or • Treat others the way “they” would like to be treated

18. The Platinum Rule • The assessment is divided into three parts • First-Presents your assessment results. • Second-Focuses on understanding your style characteristics and offers strategies for increasing your personal effectiveness. • There is no ‘best’ style. Each style has its unique strengths and opportunities for continued improvement and growth. All of the behavioral descriptions mentioned are tendencies only and may or may not apply to you personally. • Third-Focuses on how to use the Platinum Rule concept with others and is the most important.

19. The Ultimate Goal • Productive relationships • You do not have to change your personality, ideas, beliefs, or values. • You do not have to roll over and submit to others. • You simply have to understand what drives people and recognize your options in dealing with them. • So • Understand your own style. • Understand and be able to quickly and accurately identify the style of others. • Adapt so that you treat others the way they want to be treated.

20. The Platinum Rule RELATERSOCIALIZER THINKER DIRECTOR

21. Characteristic Behaviors • Openness • Openness shows in the degree of self-disclosure: The readiness and willingness with which a person outwardly shows emotions or feelings and develops interpersonal relationships • Directness • Directness is the way one deals with information and situations. The amount of control and forcefulness a person attempts to exercise over situations or other’s thoughts and emotions

22. Open Behaviors • Goes with the flow • Opinion- and feeling-oriented • Easy to get to know in business or unfamiliar social situations • Flexible about how their time is used by others • Self-disclosing • Shows and shares feelings freely • Makes most decisions based on feelings (subjective) • Conversation includes digressions; strays from subject • More relaxed and warm

23. Open Behaviors • Shows more enthusiasm than the average person • Friendly handshake • More likely to give nonverbal feedback • Responsive to dreams/visions/concepts • Prefers to work with others • Initiates/accepts physical contact • Shares, or enjoys listening to, personal feelings, especially if positive • Animated facial expressions during speaking and listening

24. Guarded Behaviors • Goes with the agenda • Fact- and task-oriented • Takes time to get to know in business or unfamiliar social situations • Disciplined about how their time is used by others • Keeps feelings private; shares only on a “need-to-know” basis • Makes most decisions based on evidence (objective) • Focuses conversation on issues and tasks; stays on subject • More formal and proper

25. Guarded Behaviors • Shows less enthusiasm than the average person • Formal handshake • Less likely to give non-verbal feedback, if given at all • Responsive to realistic/actual experiences/facts • Prefers to work independently • Avoids/minimizes physical contact • Tells, or enjoys listening to, goal-related stories and anecdotes • Limited range of facial expressions during speaking and listening

26. Indirect Behavior • Often makes qualified statements: “According to my sources.” or “I think so.” • Emphasizes points through explanations of the content of the message • Gentle handshake • Approaches risk, decision, or change slowly/cautiously • Infrequent contributor to group conversations • Infrequent use of gestures and voice intonation to emphasize points

27. Indirect Behavior • When not in agreement (if it’s no big deal), most likely to go along • Understated; reserved • Initial eye contact is intermittent • At social gathering, more likely to wait for others to introduce themselves • Questions tend to be for clarification, support, or information • Reserves expression of opinions • More patient and cooperative • Diplomatic

28. Direct Behavior • Often makes emphatic statements: “This is so!” or “I’m positive!” • Emphasizes points through confident vocal intonation and assertive body language • Expresses opinions readily • Approaches risk, decisions, or change quickly/cautiously • Frequent contributor to group conversations • Frequently uses gestures and voice intonation to emphasize points

29. Direct Behavior • Intense; assertive • Initial eye contact is sustained • More likely to introduce self to others at social gathering • Firm handshake • Tends to bend/break established rules/policies • Questions tend to be rhetorical, to emphasize points, or to challenge information • Less patient • Confronting • More likely to maintain his/her position when not in agreement

30. The Platinum Rule Open-People Oriented Indirect-Slower Paced Direct-Faster Paced Guarded-Task Oriented

31. The Four Behavioral Styles Open RELATER SOCIALIZER Indirect Direct THINKER DIRECTOR Guarded

32. The Director • CHARACTERISTICS • 10% of the population • Fast-paced and task oriented • Dominant, driving personality often thought of as “Natural Leaders” • Challenge oriented and decisive propelled by an inner need to be in charge • Achievement, overcoming obstacles and accomplishing things are inherent with this style • Most often behave in a direct and guarded manner

33. The Socializer • CHARACTERISTICS • 10% of the population • Fast-paced and people oriented • Chatty, expressive, fun-loving optimist personality often thought of as “The Life of the Party” • Long on ideas, short on follow-through and leads by dealing with others in an upbeat manner • Fast-paced, energetic and outgoing are inherent with this style • Most often behave in a direct and open manner

34. The Relater • CHARACTERISTICS • 50% of the population • Slow-paced and people oriented • Friendly, personable and well-liked personality often thought of as “The negotiator” • Low-keyed, calm and discreet, unlikely to make sudden moves or say anything that will anger others • Steady-paced and seldom show emotional peaks or valleys are inherent with this style • Most often behave in an indirect and open manner

35. The Thinker • CHARACTERISTICS • 30% of the population • Slow-paced and task oriented • Cautious and thorough personality often thought of as “Detail oriented” • Serious, analytical with long-term goals • Logic, efficiency and accuracy are inherent with this style • Most often behave in an indirect and guarded manner

36. The Platinum Rule • Behaviors to be on the “Look-Out” for: • Open-Shares personal information willingly • People Oriented • Guarded-More reserved in displaying feelings • Task Oriented • Direct-Displays control and forcefulness on others • Fast Paced • Indirect-Displays more patience • Slow Paced

37. The Platinum Rule • What behavior style you are? • You have probably found yourself relating to one of the styles..... • What style is your boss, co-worker, subordinates, spouse, children, neighbor, etc. • As a reminder- • There is no best style • Each has its strong/weak points

38. The Platinum Rule Philosophy • Step #1 • Recognize and understand your Behavior Style • Step #2 • Understand and be able to quickly and accurately identify the style of others • Are we here? • Step #3 • Adapt so that you treat others the way they want to be treated.

39. The Platinum Rule As mentioned earlier, the key to success in this applied philosophy, we must focus on patterns of external, observable behaviors using scales of directness and openness that each style exhibits. Because we can see and hear these external behaviors, it becomes much easier to ‘understand’ people.

40. The Platinum Rule These are powerful life-skills that will serve you well in all your relationships: work, friends, school, spouse, and children.

41. Behavior Adaptability Definition: The willingness to exercise behaviors not necessarily characteristic of your own style, for the benefit of the relationship.

42. The Platinum Rule • ADAPTABILITY STRATEGIES • Relaters Need To: • Say “No” occasionally • Attend to completion of task without oversensitivity to others feelings • Take risks by stretching beyond their comfort zone • Delegate to others • Accept necessary changes in procedure or routine • Verbalize their feelings and thoughts to the appropriate people

43. The Platinum Rule • ADAPTABILITY STRATEGIES • Socializers Need To: • Control time and emotions • Develop a more objective mindset • Spend more time checking, verifying, specifying, and organizing • Follow through on agreements • Concentrate on the task at hand • Take a more logical approach • Try to complete more of what they start

44. The Platinum Rule • ADAPTABILITY STRATEGIES • Thinkers Need To: • Openly show concern and appreciation of others • Occasionally try short cuts and timesavers • Adjust more readily to change and disorganization • Work on timely decision-making • Initiate new projects • Compromise with the opposition • State unpopular decisions • Use policies as guidelines, rather than laws

45. The Platinum Rule • ADAPTABILITY STRATEGIES • Directors Need To: • Practice “active” listening • Project a more relaxed image by pacing themselves • Develop patience, humility, sensitivity, and empathy • Use more caution • Verbalize the reasons for conclusions • Identify with a group • Be aware of existing sanctions • Verbalize compliments to others

46. The Platinum Rule-Relaters • GENERAL STRATEGIES • In relationships with Relaters, be warm & sincere • Support their feelings by showing personal interest • Assume that they’ll take everything personally • When you disagree, discuss personal feelings • Allow them time to trust you • Move along in an informal, slow manner • Show that you are “actively” listening • Provide guarantees and personal assurances that any action will involve minimal risk

47. The Platinum Rule-Thinkers • GENERAL STRATEGIES • In relationships with Thinkers, be well prepared • Support their organized, thoughtful approach • Demonstrate through actions rather than words • Be systemic, exact, organized and prepared • List advantages and disadvantages of any plan • Provide solid, tangible, factual evidence • Provide guarantees that actions can’t backfire

48. The Platinum Rule-Directors • GENERAL STRATEGIES • In relationships with Directors, be competent • Support their goals and objectives • Keep your relationship businesslike • If you disagree, argue facts-not personal feelings • Recognize their ideas-not them personally • To influence decisions, provide alternative actions with brief supporting analysis • Be precise, efficient, and well organized

49. The Platinum Rule-Socializers • GENERAL STRATEGIES • In relationships with Socializers, interest in them • Support their opinions, ideas and dreams • Don’t hurry the discussion • Try not to argue-you usually won’t win • Agree on the specifics of any agreement • Summarize in writing who, what, when, where • Be entertaining and fast moving • Use testimonials and incentives to positively affect decisions

50. Summary of Styles • Relater Style • Slow at taking action and making decisions • Likes close, personal relationships • Dislikes interpersonal conflict • Supports and “actively” listens to others • Weak at goal-setting and self-direction • Has excellent ability to gain support from others • Works slowly and cohesively with others • Seeks security and the need to belong • Good counseling skills