Influential Leadership Becoming a Difference Maker Michael E. Frisina THE FRISINA GROUP, LLC

1. Influential Leadership Becoming a Difference Maker Michael E. Frisina THE FRISINA GROUP, LLC Improving the performance of your leaders, your people, and your organization

2. Ready to Learn • Why are you here? • What will you learn? • How will you change?

3. Making Sure We Understand the Real Problem “Medicine used to be simple, ineffective and relatively safe. “Now it is complex, effective, and potentially dangerous.” Sir Cyril Chantler

4. Call for Collaborative LeadershipCan we learn from history? • Medicine today has entered its B-17 phase. Substantial parts of what hospitals do—most notably, intensive care—are now too complex for clinicians to carry them out reliably from memory alone. I.C.U. life support has become too much medicine for one person to fly. • Read more http://www.newyorker.com/reporting/2007/12/10/071210fa_fact_gawande#ixzz1XxTedRij

5. How do you Feel about the work you are doing? What would you say if you could look your boss in the face and give her one piece of advice to be a more effective leader? Sisyphys (1548-1549) by Titian, Prado Museum, Madrid

6. Neuroleadership – Thinking and Behaving • A fundamental duty of any leader is the attraction and development of organizational talent. • Leaders have the task of identifying talent, aligning it with their requirements, and nurturing it to achieve optimal results. • Influential leadership is about understanding why people are doing what they are doing and whether that behavior can be made more effective to drive performance.

7. “The hardest thing is not to get people to accept new ideas; it is to get them to forget old ones.” John Maynard Keynes Driving performance through influential leadership Understanding the three essential domains of influential leadership Identify the four behavior style necessary to applying the principles of influential leadership in daily behavior Key Discussion Points

8. Point One What is the key driver for organizational performance?

9. Performance Driver Model Individual Leader Behavior Google – Frisina – “Myth of Best Practice” H&HN Magazine, January 25, 2010

10. Technical Skills Behavioral Skills Performance = fx (tech skill)(behavior skill)

11. Performance = fx (tech skill)(behavior skill)The link between behavior and performance Relationship Builder Influential Leader Manager Expert

12. Leadership – Performance Connection “Leadership is not something you do to people – rather it is something you do with people.” Ken Blanchard, The Heart of a Leader

13. “Believe me, fellows, everyone from the CEO on down is an equally valued member of the team.”

14. Exercise • Describe what the ideal leader “looks” like using one word attributes or adjectives. • What does this list tells us about what people want from their leaders?

15. Part of the Problem Highly successful people are protective of the behavior they believe is the source of their success. Many leaders do not see and are not aware of their negative behavior. You cannot change what you do not manage. You cannot manage what you are blind to in your own behavior. Do not forget this – Behavior lapses are painfully obvious to everyone but the person who commits them.

16. Close the Gap in Performance What you achieve in life and at workis not the result of what you want. It is the result of who you areand what you do.

17. Take Away for Point One • Individual leader behavior is the key predictor to organizational performance. • The success and effectiveness of influential leaders are driven by a set of behaviors that enables them to role model for followers, guide operational improvements, and sustain performance excellence.

18. Take Away for Point One • When people are emotionally disconnected from their leadership, they are emotionally disconnected from their work and its accomplishments. • Would you follow “you” as a leader? • Who in your organization do you currently recognize as an influential leader? Why?

19. Point Two What are the three essential domains of influential leadership?

20. The Distinguishing Characteristic of Truly Great Organizations • Organizations that blossom and flourish are blessed with leaders who have not only the understanding of the fundamental principles of influential leadership but also the discipline to intentionally and purposefully apply the key behaviors associated with those principles.

21. Personal Journey Through Change Positive Intensity Negative Intensity Change INTEGRATION AND UNDERSTANING LOSS AND DOUBT Satisfaction, Focused, Energized, Confident Fear, Anger, Resentment Cautious , Skeptical, Resisting Looking Back Looking Forward Rebirth Slow Death Learning , Anticipation, Creative, Productive Anxiety, Confused, Unproductive DISCOVERY DISCOMFORT DANGER ZONE

22. Nine Change Traits of Influential Leaders • Assesses Organizational Climate • Creates Collaborations • Communicates Urgency • Champions Rewards • Risks Failing Forward • Initiates Action • Endures Criticism • Celebrates Wins • Puts Setbacks in Perspective

23. The Three Domains of Influential Leadership • Self-Awareness • Collaboration • Connectivity

24. Self – Awareness • Discover and establish your inner core • Create your personal mission statement • Accept responsibility and ownership of self • Discover your primary behavior domain • Collaboration • Change Your Thinking – Change Your Performance • Behavior Intelligence and Managing Emotions • Creating and Sustaining Highly Effective Relationships • Connection • Dedicate Yourself to Continuous Learning • Priority Management and Pay-off Events • Effective Communication Skills

25. EXERCISE • Discuss the key elements of self-awareness. • How do you become aware of how your behavior is affecting others? • How open are you to having someone share a behavior lapse with you in constructive feedback?

26. Look at the list of the ten Behavioral skills. Where are your natural strengths? Where do you need to improve?

27. Self – Awareness • Discover and establish your inner core • Create your personal mission statement • Accept responsibility and ownership of self • Discover your primary behavior domain • Collaboration • Change Your Thinking – Change Your Performance • Behavior Intelligence and Managing Emotions • Creating and Sustaining Highly Effective Relationships • Connection • Dedicate Yourself to Continuous Learning • Priority Management and Pay-off Events • Effective Communication Skills

28. Take Away for Point Two • Self – awareness is the competency of influential leadership. Far too many leaders are unaware of how they are perceived by their peers and subordinates. • Collaboration is the duty of influential leaders. They rely on collaboration knowing that people not processes strengthens the organization’s pursuit of performance excellence. • Connection is the strategy of influential leaders. They know that when people are emotionally disconnected from their leaders that performance suffers. Hence influential leaders value and welcome an authentic connection with people.

29. Point Three Discover your primary behavior style to drive collaboration

30. Self – Awareness Discover Your Primary Behavior Style Influential leaders are aware of their habits and patterns. They see themselves with clarity and courage.

31. Importance of Self-Awareness Awareness is the first step to gaining mastery over any area of importance in your life. To achieve personal breakthroughs,it is necessary to face the truth about your habits.

32. Behavior Expectations

34. Expressive - Summary Motivation: Applause § Loves to: Be spontaneous § Hates to: Deal with details § Phrase : Big Picture § Backup Behavior: Attack § Don ’ t … Do … bore me with details be friendly and sociable tie me down with routine be entertaining and stimulating ask me to work alone be open and flexible 22

37. The Need for Flexibility Awareness of your styletells you when to flex and adapt your style to be more effective in response to different people and different situations. One style is not effective for all situations. Style rigidity will get you into trouble; style flexibility will help you be more effective. 25% of all situations are perfect for your style! How do you respond the other 75% of the time?

38. Do you know each other? • Write your names on a sheet of paper. • Pass the paper around the table and mark a scale I, II, III, IV next to each name? • What variation in scales did you determine?

39. Bringing People Together in Mutual, Beneficial, Meaningful Purpose • Some of the biggest challenges in relationshipscome from the fact that most people enter a relationship in order to get something: they're trying to find someone who's going to make them feel good. In reality, the only way a relationship will last is if you see your relationship as a place that you go to give, and not a place that you go to take. -- Anthony Robbins

40. Peak performers apply their life skills to live and work effectively with other people. YOU HAVE TO GIVE UP BLAMING All blame is a waste of time. No matter how much fault you find with another, and regardless of how much you blame him, it will not change you. WAYNE DYER Coauthor of How to Get What You Really, Really, Really, Really Want

41. Relationships Build Collaborations Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare. Patrick Lencioni The Five Dysfunctions of a Team

42. Relationships Build Collaborations We cannot achieve excellence in isolation from others. One is too small a number to achieve greatness.

43. Relationships Build Collaborations • Exercise: Think about the kind of person you want to work with. What are the attributes of a great teammate? • Integrity – has a strong foundation – Life skill #1 • Knows how to set and achieve goals – Life skill #2 • Take initiative – Life skill #3 • Understands the impact of habits – Life skill #4 • Makes wise decisions/problem solver – Life skill #5 • Manages emotion/ displays empathy – Life skill #6 • Is a team oriented player/builds relationships – Life skill #7 • Manages priorities and trustworthy – Life skill #8 • Cares, listens, communicates effectively – Life skill #9 • Continuously improving – Life skill #10

44. Relationship Challenge When it comes to relationships, the challenge that continually confronts us is that often we want more than we are willing to work for. Sometimes our desire for quality relationships is greater than our willingness to engage in the hard work necessary to build them. When that happens, our relationships fall short of their potential. Worse case, they become difficult and painful. When it comes to relationships, be careful of wanting for more than you are willing to work for. The grass is always greener where you water it. --Tim Kight

45. Relationship Killers • Lack of integrity • Self-centeredness • Poor communication • Misaligned expectations • Emotional blackmail • Unresolved conflict • Gossip • Taking more than you give • Negative attitude • Not investing enough time and energy • Failure to change and grow • Failure to forgive

46. EXERCISE • Choose a relationship, either personal or professional. • List the relationship killers you are currently exhibiting in this relationship. • Take time to share in your group providing each other feedback from what you know of each life skill that can help them build a stronger relationship • Keep the name of person anonymous.

47. Seven Keys toProductive Relationships • Build trust. • Clarify goals, roles, and expectations. • Take responsibility and initiative. Be accountable for your attitude and actions. • Make communication a priority. Talk to people, not about them. • Help people achieve their best. Commit to the success of others. • Learn to resolve conflict effectively. • Recognize, respect, and respond to other styles.

48. Personal trust Confidence thatyou understandand you care. Connection Ethical trust Confidence in your integrity. Technical trust Confidence in your ability. Character Competence 1. Build Trust Trust

49. Repeated Positive Experience • People trust your character when they have repeated positive experience of consistency between what you say and what you do. • People trust your competence when they have repeated positive experience of your ability to achieve goals and solve problems. • People trust you personally and feel connected when they have repeated positive experience of you listening, understanding, caring, and acting in their best interest.

50. Get Feedback Share your behavior profile with key people in your life. Ask each of them to give you feedback about strengths and weaknesses they observe. What patterns do you see? In what areas do you need to improve? Are you willing to develop an action plan to change and improve?