Take Your Leadership Vitamins

1. Some Drivers for Success Krista Ciccozzi krista.ciccozzi@nexworks.com 404-946-4154 Take Your Leadership Vitamins

5. Leadership VS. Management • Leadership : creating environments that influence others to achieve group goals. “People support a world they help create.” • Management: creation and implementation of the process and the monitoring of results. “People support a process that helps them succeed.”

6. Leadership VS. Management • Leadership • Managing Conflict and Change • Making Decisions • Building Cooperation • Recognizing Human Potential • Communication to Lead • Developing Personal Leadership • Management • Coaching and Appraisals • Delegation • Performance Process • Planning Process • Innovation Process • Develop Organizational Leadership

7. Be Self-Directed Build People Skills Build Process Skills Be a Good Communicator Be Accountable (And Hold Others Accuntable) Leadership: The “B” Vitamins

8. Leaders Create Leaders • Leadership Vitamins- Leadership Experiences.docx • Personal Leadership Vision • Quadrant Time Be Self-Directed

9. “I will vigorously pursue, fulfill and actualize my calling to be a transformative leader. Via accomplishment of the latter I will live a mentally, emotionally, and physically viable life which will positively impact my professional colleagues and peers, and my organization, place of business, company, and /or corporation. I will realize unlimited and incomprehensible success in all of my endeavors and pursuits by adopting and practicing the principles of exemplary leadership.” Personal Leadership Vision

10. Quadrant Time: You Must Be Self-Directed to Manage Your Time “Time is the scarcest resource, and unless it is managed, nothing else can be managed.” -Peter Drucker

11. Leaders Build Relationships of Trust and Respect Recognition and Appreciation Build People Skills

12. Delve into WHO a person is Elicit commitment vs. compliance The “Innerview” Building Relationships of Trust and Respect

13. Factual Questions • Where did you grow up? • Tell me about your family? • What do you do for recreation • Causative Questions • Why did you pick that college? • How did you come to work for this company? • How did you get involved with that hobby? • Value-based Questions • Tell me about a person who had a major impact on your life • If you had it to do all over again, what, if anything would you do differently? The “Innerview”

14. Factual Questions • Where did you grow up? • Tell me about your family? • What do you do for recreation • Causative Questions • Why did you pick that college? • How did you come to work for this company? • How did you get involved with that hobby? • Value-based Questions • Tell me about a person who had a major impact on your life • If you had it to do all over again, what, if anything would you do differently? Your Turn!

15. Recognition and Appreciation Manipulation • Doing this out of a sense of compliance • Negative • Sneaky • Fair • Obligation Motivation • Getting people to do things on their own- being self-driven • Positive • Reason/Purpose • Desire

16. What do Employees Really Want? To be treated with uncompromising truth To be trusted by peers To mentor and be mentored unselfishly To be receptive to new ideas, regardless of origin To be able to take risks for the organization’s sake To be given credit where due To behave ethically To consider the interests of others before one’s own interests Recognition and Appreciation

17. Say “Thank You!” Ask Employees What They Want Recognition and Appreciation

18. Recognition and Appreciation Use with managers, peers, and direct reports TAP Formula • Things • Accomplishments • Personality Traits • What I like (TAP) • “The reason I say that is…” • Ask a question

19. Leaders know that people will support a world they help create Planning Process Build Process Skills

20. 8- Step Planning Process • Should Be • As Is • Goals • Action Steps • Cost • Timetables • Implementation • Follow -up Planning Process “One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont

21. 8- Step Planning Process • Should Be- Create a Picture of what you want the outcome to be and how others will benefit Planning Process

22. 8- Step Planning Process • Should Be • As Is- Reality of the current situation. What factors may help or hinder efforts Planning Process “One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont

23. 8- Step Planning Process • Should Be • As Is • Goals- Define and set goals. This helps people become result oriented rather than task- oriented Planning Process “One hour of planning is worth four hours of execution.” Crawford Greenwalt of DuPont

24. 8- Step Planning Process • Should Be • As Is • Goals • Action Steps- Work out action plan. Involve team members so everyone will clearly understand who will do each part of each job and how the parts tie together. Planning Process

25. 8- Step Planning Process • Should Be • As Is • Goals • Action Steps • Cost- Estimate the cost of the plan. Planning Process

26. 8- Step Planning Process • Should Be • As Is • Goals • Action Steps • Cost • Timetables- Set deadlines and communicate them. Planning Process

27. 8- Step Planning Process • Should Be • As Is • Goals • Action Steps • Cost • Timetables • Implementation- Everyone understands their part in the total undertaking, commit to the achievement of the results and act in a unified concerted manner to put the plan into effect. Planning Process

28. 8- Step Planning Process • Should Be • As Is • Goals • Action Steps • Cost • Timetables • Implementation • Follow –up- Maintain effective performance measurement systems that show deviations from expected results and putting corrective action into place. Planning Process

29. Should Be • As Is • Goals • Action Steps • Cost • Timetables • Implementation • Follow -up Planning Process 25% 25% 25% 25%

30. Leaders Create Opportunities to Listen and Learn Interactive Communication LADDER Delegation Process Communication Skills

31. Message Sent to Receiver Receiver Responds Providing Information that Allows Sender to Evaluate Level of Understanding Sender Formulates Response Interactive Communication

32. Look at the other person Ask questions Don’t Interrupt Don’t Change the Subject Express Emotion with Control Respond Appropriately Communication Skills

33. Identify the Need Select the Person Plan the Delegation Hold a Delegation Meeting Create a Plan of Action Review the Plan Implement the Plan Follow Up Delegation Process

34. Leaders Provide Direction and Manage Change Follow Up Process Holding People Accountable Managing Conflict Accountability

35. Talk About Your Own Mistakes Be an Example Call Attention to People’s Mistakes Indirectly Accountability

36. Follow Up Process The Process Users of the Process Owners of the Process

37. Take it Back Put in Limbo Establish Accountability Holding People Accountable

38. Take it Back • Let me think about • I’ll let you know when • Leave it here, I’ll • I’ll check with • I’ll draft up • After I finish • This phrasing negates the delegation. Assignment remains with you. No progress until you do something Holding People Accountable

39. Put in Limbo • Send me a memo and • Why don’t you check with • Draft up a proposal and • See me later about • Let me know if I can help • We’ll have to do something • This phrasing progress is slowed. Decisions are delayed. Delegation is partially completed Holding People Accountable

40. Establish Accountability • I know you can do • I’m counting on you to • I gave it to you because • What are you going to do • What’s your plan for • I know you will get it done • This phrasing is clear that delegation has shifted. The delegation is complete. Progress is much more likely Holding People Accountable

41. Build Rapport Relate to the Situation Communicate “Dialoguing” Managing Conflict

42. A Few More Vitamins

43. Conclusion Continue your journey and share your successes with others! leadershipvitamins.blogspot.com

44. Questions? Thank you for attending