James Graening www.JamesGraening.com www.GrowHVAC.com

1. James Graeningwww.JamesGraening.comwww.GrowHVAC.com Leadership Training Leadership & Managing Change “the art of empowering people”

2. Agenda • Introduction • Team Building Overview • Principles of Leadership • What It Takes (To Lead Teams) • Leadership in Action • Leadership Models • The Right Attitude Starts with the Right People!

3. Introduction Please silence cell phones http://www.youtube.com/watch?v=GKQzjUar_LI

4. Team Building Overview “Building Teams that make Value-Based Decisions”

5. Team Building Overview • Knowing the Drivers of Sustainable Business Success • “Living” Leadership Behaviors and Skills • Team Building and Communications • Do you have what it takes? • Communicating • Questioning • Listening • Problem Solving – Conflict Resolution

6. Drivers of Sustainable Business Success • Values-driven leadership – What values? • Strategic focus, planning – Who plans? • Operational excellence – How to achieve? • Control of destiny – What will it take? • Trust-based relationships – How can we help? • Generosity of teams – What will we give back? • Investment in employee success – Who will rise? • Acting small, thinking BIG – Where will we go? • Brand identity – Why will we have customers?

7. Leadership Behaviors and Skills Behaviors Skills Communicate Well Planning Show Respect Time Management Show Sensitivity Delegation Lead by Example Administration High Expectations Analytical Skills Exhibit Fairness Decision Making Have Consistency Risk Taking Give Recognition Manage Change Provide Rewards Training

8. Team Building & Communications • Knowledge of Roles • Respect for Each Other • Rapport, Genuine Concern • Identify Problem…Offer Solutions • Communications – “Over Communicate”: • Questioning, Questioning & More Questioning • Active Listening • Empathy

9. Do you have what it takes? • Personal credibility – your trustworthiness • Interpersonal skills – trusting others • Managerial skills – empowering others • Organizational skills – aligning with the goals and objectives as well as the mission and vision of the company • “Self Assessment and Evaluation Webinar” March 14

10. Team Building and Communications Communications, Communications and Communications… • Written • Verbal • Non-Verbal • Combination

11. Questioning & Listening – “IT’S HUGE!” • Key To Proper Communications • Essential To Great Team Work • No Such Thing As Over Communicating • Questioning Skills • Listening Skills

12. Purpose of Questioning • To identify the internal or external customer’s problems or issues. • To confirm any issues, concerns or problems • Allows you to get control the conversation, meeting or situation. • Allows you to be able to gather information, the other person will do most of the talking. • This should result in the 75%/25% rule

13. Criteria for Good Questioning • Be concise and clear • Be friendly, smile, ask easily answered questions • Require the person to think before responding • Require the person to compare new information to existing situation • Focus on your result objectives, resolving issues • Avoid yes/no responses unless confirming a point or verifying understanding • Avoid doubling questions into one.

14. Effective Listening • Tolerate silence, it’s OK to just listen, wait • Ask stimulating, open-ended questions • Encourage the speaker with eye contact, good body language, verbal assurance • Paraphrase speakers points • Show emotion, be a sympathetic listener • Correct for our own biases, prejudices • Avoid interruptions, early judgment • Summarize/confirm to assure your understanding

15. Team Building Methods for Managing Problem Solving and Conflict Resolution: • Competition – Win/Lose • Accommodation – Lose/Win • Avoidance – Lose/Lose • Compromise – Win Lose • Collaboration – Win/Win

16. Principles of Leadership Moral and Ethical Absolutes

17. Determine Specific Moral & Ethical Values “Historically great leaders believe in, and are guided by moral and ethical absolutes that govern decisions, discerning behavior…” • Guiding and leading with objectivity… • Guiding and leading with the right motives • Guiding and leading ‘through’ situations, circumstance What are our… • Values with regard to customers • Values with regard to employees • Values with regard to profits • Values with regard to growth

18. Yes, there are moral absolutes • “Leadership and character are inseparable…. With three (3) distinct considerations…” • 1. Moral absolutes guide decision making and taking action by providing a “compass” pointing in the direction of right and wrong… “Is what you’re doing a basic act of right (or wrong), factually correct, clear of conscience???” • 2. Moral absolutes incorporate the sense of intent, the motive behind the decision or action… “Are my motives honorable and for the best, for the customer, employees and company???” • 3. Moral absolutes consider the situation, “Is this the best decision I can make related to these circumstances???”

19. Yes, there are ethical absolutes • Very simply, workplace behavior ethics is doing the right thing for the sake of one’s personal integrity and with regard for some “Higher Authority”. • When the vertical (spiritual) relationship is right, the horizontal (people-to-people), relationships will fall into their proper place. • There is the idea here that we go the extra mile to make sure that our business and workplace behavior ethics are above reproach at all times and that we work not just to please ourselves, but for the welfare of others, customers and employees, and pleasing to our company mission, vision and profitability. Frankly, considering moral conduct and personal faith…

20. What it Takes Assess your leadership skills

21. What is Leadership? • Be a living example of the MORAL AND ETHICAL behavior that is the foundation of LEADERSHIP • Have “PASSION” for the motivation and empowerment of people as well as for the mission, vision and purpose of the company or organization • Understand the impact of communications especially as it relates to ORGANIZATIONAL STRUCTURE and OPERATIONAL MODEL • EMPOWERING PEOPLE is also known as delegation; training, coaching and mentoring to develop managers and leaders is essential • Ownership, ACCOUNTABILITY and RESPONSIBILITY are also foundational to leadership in action • TAKE INITIATIVE with courage and honesty to develop action plans and methods for tracking progress, both personal and corporate • LEARN TO BECOME A GREAT LISTENER, understanding and questioning everything, other people listen to, and respond to listeners • CONTINUOUS LEARNING behavior is leadership by understanding the motivation of people and remaining a student of wisdom

22. Build And Motivate Creating the winning teams

23. Build & Motivate…Steps • Plan the direction of the business/area • Embrace cooperative action of delegation • Motivate and encourage others, empower • Determine specific issues and values • Walk the talk, “do the do” • Prioritize steps • Take action! Expect to WIN !!!!!!!!!!

24. Plan the Direction • Developing a vision – understanding and leveraging recurring themes and values • Selling the vision -- presenting a compelling vision of a possible future • Enlisting others -- asking for help, showing how they can make a difference • Defining the company message to customers

25. Embrace Cooperative Action, Empower • Initiating Team Planning Meetings • Planning, setting team goals • Agree to cooperative expectations • Empowering followers • Encouraging initiative • Delegating authority • Coaching, monitoring • Tracking performance • Providing constructive feedback

26. Motivate & Encourage Others • Acknowledging and agreeing to the mission, vision from planning • Recognizing individual and team success contributions • Giving positive feedback • Celebrating accomplishments • Reinforcing teamwork • Rewards programs

27. Determine Specific Issues, Values • Review the current situation • Interview and evaluate for relevant information • Assess and determine issues, obstacles, conflicts • Determine the values and principles relative to moving forward • Prioritize the issues, obstacles, conflicts • Set forth initial action items • Formal action plan

28. Leadership in Action Planning, Priorities, Actions, Measurement

29. Walk the Talk, Exemplify, “Do the do” • Involvement -- setting an example of personal commitment • Aligning actions with values • Committing to quality outcomes • Helping solve problems • Being persistent

30. Prioritize Steps • What is the goal – Objectives? • What is required? Obstacles? • What gives the greatest return, reward? • What steps will we take first • Based on initial goals • To overcome objectives • To provide return on investment, rewards

31. Take Action! Win all the time! • Action Plan – Based on expectations, objectives to address issues, values • Individual Action Items • Who will do it? • When will it get done? • What resources are needed? • How will we measure?

32. Leadership Models Leading today’s organizations

33. As you rise in leadership, responsibilities increase and “rights” decrease. “The Cost of Leadership”

34. Traditional Organizational Model

35. Your Organizational Model

36. Leading the Right People Quality service considers the “People Dimension”…what does your team look like

37. People Profile 3% Winners 10% Achievers 60% Just Making It Through the Day 27% Takers

38. 27% The goal of a 27 percenter is to get something for nothing – takers in life! Creates problems Synthetic self-image Eats up your time Critical of others Tests your policies/processes Can’t admit mistakes Brings adversarial attitude Can’t see other’s ideas Respects strength, firmness Doesn’t understand Wants you to cater to them Works poorly on teams Backbites Defensive – tense To quote a friend of mine, Barry Burnett: “This is the negative, bottom-feeding, sink hole of an individual.”

39. 60% The goal of a 60 percenter is to make it through life – usually one week at a time! Acts/decides slowly Poor self-image Resists change Sensitive to criticism Fears confrontation Lacks confidence Distrusts others Needs approval Needs reminders/reassurance Indecisive Requires detailed instructions Low energy & drive Requires proof of new ideas Poor self-discipline “Lays in the weeds” Undependable “Get a life and stop wining, you can do it.”

40. 10% The goal of a 10 percenter is to achieve! Participates in meetings, Good self-image Presentations Tolerant of others Asks questions Accepts ideas from others Straightforward & honest Understands others needs Will agree to change or new ideas Comfortable with people if benefits are there High energy & drive Wants to see value, progress Works well on teams “Lovin’ life, makin’ friends and gettin’ ‘er done.”

41. 3% The goal of a 3 percenter is to win! Influential & respected Admits mistakes Clearly defined goals Communicates well Pursues goals diligently Confident Likes to take control Persuasive Commands high respect Calm, relaxed Acts based on needs Less need for approval Loves to work with confident Gives approval readily and committed people Positive – Self- disciplined “Attracts the best in life…Gotta give some back.”

42. Law of the Inner Circle 5 types of people to bring into your inner circle: • People with potentialvalue • People with positive value • People with personalvalue • People with production value • People with proven value

43. Consider Your Action Plan: “We are not responsible for the whirlwind of circumstance, only our attitude and response as a result…” Leadership Assessment Webinar: March 14 ‘11 1:30 • Leadership Skills Evaluation • Empowering Teams – Change Management • Strategic Business Planning • Actions, Coaching & Mentoring • Measurement & Metrics

44. Contact James & Robert • wwwGrowHVAC.com • www.RobertWilkos.com • www.JamesGraening.com • 330.807.6648 • jgraening@neo.rr.com