Mastering Change Leadership Skills Course

1. “Leading Change”MBAB 5P82 Barry Wright Goodman School

3. Course Objectives • Understand Leading Change Theories • Appreciate How and When to Apply Them • Experiment and Take Risks • Further Kindle your Passion to Lead • Expand your Personal Managing and Leadership Skill Set

4. REMINDER • You MUST sign up for the simulations by end of today. • You MUST sign up for the simulations by end of today. • You MUST sign up for the simulations by end of today.

5. Assessment • Individual assignment 50% Monday* • Group Assignment 40% Sunday* • Presentation • Write-up • Participation 10% Each class

6. Individual Assignment • Select 5 relevant research articles on the topic of leading change (be sure to reference) • Format: (MISSOURI – show me) • Your BIG takeaways (up to 3) • Strengths of the article • Fuzzy Places (weak points) • Relationship to other articles (connect the dots) • Who are you NOW? (Show how this will inform your change agent skills) • Length – 10% each • PS You must sign up for the Simulations TODAY

7. Group Assignment (4 or 5) • 30 minute experiential exercise(s) / Sunday • Expand on any of our Leadership, Team, or Change Agent skill sets • 20% for the exercise • Be unique, be engaging, be imaginative • Develop a Leading Change skill • 20% for the write-up • Explain exercise – guide (plus answer the why) • Discuss your teamwork functioning (readings plus 28-8) • Reflective Insights

8. Team Time • How shall we put our teams together? • Me? You? Blend? Random?

9. Participation: Who are You Now? • Reading Insight and Reflection: • 2 insights from readings assigned • Highlight the insight / discuss why this point is of interest to you. • Relate it to your past personal experience or previous understanding of the issue. • Reflect Insight: • pick one of the insight from the previous class and discuss how this interesting point will influence your leadership approach in the future. Be ACTION oriented. • One page – typed, handed in at the START of class.

11. Get to know your classmates! • Partner-up • FORM • Family, Occupation, Recreation, MESSAGE (connected) • Introduce your new friend

12. Agenda: Developing your Leadership Skills • Thinking / Reflecting about Leadership • Five Fundamental Practices • Starting Well (296) • Three Takeaways (LLL) Who are you NOW?

13. Leadership • In small groups - “develop criteria about how to judge the perfect apple.” • What did you come up with? • What has this got to do with leadership?

14. Traits“Leaders are born not made” • Intelligent • EQ • Initiative • Self-assured • Good health • Above/below average height • Upper Socio-economic level

15. Traits - Problems • Implied - elite officer corps who have inherited characteristics • Ideal is impossible • Traits so ill-defined that they are almost useless • So many exceptions to the rule

16. Leadership • Personal Leadership (Transformational) • Expert • Referent (influence) • Individual Consideration • Intellectual Stimulation • Inspirational Motivation • Positional Leadership (Transactional) • Legitimate (formal) • Reward / Coercive (carrots / sticks)

18. Leadership is a process (practice), not a position Leadership Leader Followers Situation

19. Leadership • Lead Self (know thyself) • Lead Others (team) • Lead Organizations (teams of teams) • The skill set that got you here is not the one that you will need at the next level. (Yea not busy being born …)

20. Discussion Time: Partner Up • Big takeaways (up to 3) • Strengths • Fuzzy Places • Relationship to other articles • Who are you NOW?

21. Fundamental practices • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable others to Act • Encourage the heart CEI – ME lead

22. Kouzes & Posner Define Leadership • “The art of mobilizing others to want to struggle for shared aspirations.” • Task: What do these words mean to you?

23. Credibility Insight First Law of Leadership “If we don’t believe in the messenger, we won’t believe the message • Task: What does this mean to you? • Personal experience?

24. The Credibility Factor: What do followers want? • Honest - consistency • Forward Looking - vision • Inspiring - cheerleader, excited, passion • Competent- record of achievement • Credible - trustworthy

25. Leadership Lesson 1Model the Way People first follow the person Then, they follow the plan Credibility is key

26. How do you know when you see a credible leader? • They practice what they preach • They walk the talk • They put their money where their mouth is • They follow through on their promises • Their actions are consistent with their words LLL - They do what they say they will do

27. Leadership Development • Task: Opportunity for working as a team. • Practice the new “handclap” • Do it all at the same time • What was this about!?

28. Model the Way Be Honest, Forward Thinking, Inspiring, Competent DWYSYWD Titles are given but what you do wins respect. Words and deeds must be consistent Leaders go first People are watching YOU

29. Task: Reflection Time • You are driving and as you turn the corner you drive into fog – what do you do?

30. Leadership Lesson 2Inspire a Shared Vision • You first need to develop a clear vision of the future • Then share it with others to “enlist them”

31. Vision – on a clear day you can see forever • Visions are about possibilities, about desired futures. • Learning Points (2-9-6) • Discover the Theme – what are you passionate about? (Others too) • Imagine the ideal – what is the best that could happen • Janusian Thinking – examine the past / future • “Tactical vs. Strategic” – short and long term • “Intuition” – trust yourself

32. Strategic Visioning • Henry Mintzberg (1994) strategy should involve intuitive glimpses of possibility: The anticipatory principle -ongoing projection of a future image (vision) • “Above and Beyond”

33. Strategic Vision (Purpose) • What are we doing? Where are we going? • Being Remarkable (Branksome Hall) • A Healthier Niagara(Niagara Health) • Make Happiness Happen (?) • Take back theRED(RCMP) by: • Building the Right atmosphere; • Putting the Right people in the Right jobs; • Providing the Right recognition and training

34. Leadership Lesson 2Inspire a Shared Vision • You first need to develop a clear vision of the future • Then share it with others to “enlist them”

35. Enlist OthersDevelop a shared sense of destiny • Listen deeply to others- what excites them? • Find the common ground • Discover and appeal to a common purpose • A chance to be tested, take part in a social experiment, to do something well, do something positive, a chance to change the way things are • Give life to vision by communicating expressively • Use powerful language – use the three peat, speak from the heart, image-analogy-feel,

36. Language of Leadership: Listening

37. Groups of three Speaker, Listener, Discussant Speaker discuss anything of interest Listener listens using effective listening techniques Following, feedback is given to listener by the Discussant Rotate roles Speaker Active Listener Discussant Leadership is About Listening Active Listening Exercise

38. Active Listening ... • Bridging -yes, go on… nodding • Restating- So Walker Industries is the best place to work in the world. • Paraphrasing- So, one reasons is because Walker has great employees. • Inviting clarification- Could you expand a little more on your point that Walker has the best Leadership Development program?

39. Topics – anything you want • Something about life in Niagara • An event in History • A difficult time • Sports • A pet-peeve • The Future • Life in general

40. Which one were you most effective at using? • Bridging -yes, go on… nodding • Restating- So Walker Industries is the best place to work in the world. • Paraphrasing- So, one reasons is because Walker has great employees. • Inviting clarification- Could you expand a little more on your point that Walker has the best Leadership Development program? • Other … • Reflect feelings - give a person feedback on the emotions they are expressing – You sound excited about this possibility • Give emotional support – Oh, poor you.

41. Dr. King • Let’s read (out loud) the “I have a Dream” speech • Then we will deconstruct it

42. Language of Leadership Jay Conger • How things are framed makes a difference • Focus on intrinsically appealing goals and values • Accent the positive • Highlight the significance of the project • Who are the key antagonists • Highlight why it will succeed • Use analogies, stories, metaphors to make your point • Allow your own emotions to surface when you speak

43. Story Telling Secrets • Find your Story • Break down the story into an outline of events • Write out the story in your own words (or draw it if you prefer as a storyboard) • Tell your self the story by looking at your notes (repeat, repeat, repeat) • Think about the story – are there parts that really do not need to be there – cross them off • Tell your self the story by looking at your notes (repeat, repeat, repeat) • Tell a friend (no notes or storyboard) • As you get more confident – add emotions to the tale including your own ….THEN TELL YOUR STORY

46. Let’s have some fun • Draw Story Telling and Presenting like a Pro together to get the … Last seat on the space ship

48. Inspire a Shared Vision • Develop a vision of the future (shared) • Enlist others(How to Start a Movement)

49. Reflective Moment • Who are you now?

50. Step 3 - Challenge the Process Picasso Manet Pollock VVG