Leadership & Management Maximizing Influence, Attitude & Action

1. 2013 Executive Development Program Washington Bankers Association Facilitated by Marcus Mann SoundPredictions.com Leadership & ManagementMaximizing Influence, Attitude & Action

2. Introductions & warm up • About you (below) • About me • About our day • Group exercise: • Why do you wish to lead others? • How do you lead? • How do you measure your effectiveness?

3. Today’s environment: • Facilitative / Open / Guided Forum • Participation - No Lecture • Most Effective: Open & Honest • Specific Examples Work Best • Express Opinions – Own Them with Facts • Enjoy, Laugh & Have Fun!

4. Goals for the day: • Consider a philosophy: leadership / influence at every level • Examine the relationship: morale, productivity, profit • Share seven myths impeding influence & change • Discuss the cycle of reoccurrence & problem solving • Share ideas in moving others into the solution • Examine the power of questions in leading others • Discuss head & heart influence & communication • Examine the need for rapid assessment • Consider the price we pay for our principles

5. Leadership & influence at every level Philosophy: Leadership and influence are compatible and may be exercised at all levels of the banking organization. Formal leaders assume a strong coaching role to ensure each employee understands scope and influence. Directives remain a useful tool; however, policy is not first in leveraging change! Productivity and the responsibility for morale and rapid problem solving are expanded beyond management. Once up to speed, leaders discourage mere problem identification while leveraging solutions from all employees. Remember: We model leadership and influence – we create a contagion of influence and problem solving. Discussion: What does this mean? Once in play, what are the possibilities?

6. In other words … • Leadership is an attitude, a decision to influence • More than another tool,influence becomes part of the culture • It de-emphasizes “my job” and maximizes “my influence” • Multi-directional: Upward, across (peers), and downward • "Every Level" leadership harnesses the power of questions • Those with the most solutions win (problem I.D. is not enough) • We train, communicate and reward with influence in mind • Senior leadership assumes a strong coaching role - responsible to mentor / model influence and recognize employees for results related to day to day activities and influence

7. Who is responsible? • Exercise: Our Morale [Establishing & Maintaining] • Describe the characteristicsof a formal leader with great influence • … the characteristicsof the non-management /non-supervisory employee with great influence NGT Exercise: Describe & Dry Run

8. Myths about leadership & influence 1. The Lie of Positional Leadership: “I can’t influence if I’m not at the top or in charge of people.” 2. The Journey Legend: “I’m not going to worry about that right now. I’ll lead when I get to the top.” 3. The Authority Story: “If I were at the top I would have great influence and people would follow me.” 4. The “I’m Too Green” Fable: “With more experience comes promotions and more control … Then, I’ll really influence others.”

9. … More myths 5. The Fiction of Freedom Through Position: “Those at the top are free to influence without restriction.” 6. The Tale of The Trapped: “I’m stuck and I can’t reach my potential if I’m not in a leadership or supervisory position.” 7. The All-or-Nuttin’ Lie: “If I can’t get a management position or if not rewarded with more compensation, I won’t try.” Discussion: • Promotion Depression • Victim Thinking • Procrastination

10. Improving scope of influence Area of Concern The World Wasteful Worries: Leaks in our fuel tank Scope of Influence Sweet Spot: Touch, alter or change to the positive in 14d

11. Stated differently … Outside Our Control Within Our Control • On Target • Performance Zone • Low Stress • Valued by Others • Approachable • Misguided • Recurring Errors • High Stress • Frequent Blame • Unapproachable Action • Stuck • Low Capacity for Change • Defensive • Low Grade Guilt • Frequent Mistakes • Fully Engaged • Available • High Capacity • Low Stress • Approachable No Action

12. Questions: The power of inquiry • Most banks have a few outdated thoughts and practices; those who embrace rigid statements, directives, and policy. • QTG: Should we still use rigid directives? When/why? • Leaders seek solutions through the use of powerful and sometimes subtle questions. • They reward those who present or risk a solution. • Two-Pronged Coaching: • 1. courage to make a decision, and • 2. quality of the actual decision. • Conventional use of authority is applied intelligently.

13. Influence:Statements or questions? • Statements • Close Doors • Muffle Creativity • Satisfy the Ego • Often Stifle Energy • Often Divide • Often Final & Exclusive • Get less information & more problems to solve • Questions • Open Doors • Enhance Creativity • Satisfy the Team • Create Energy • Unite the team • Inclusive • Get more information & solutions

14. Do questions create influence? Myth: “Questions appear weak” Personal Favs: #1: May I get your opinion? #2: What changed? #3: Where do we find the solution? Others: ~ What am I missing? ~ Can you think of a better way (to do it or say it )? ~ What are you seeing? ~ Tell me how you did that? ~ How do you define the problem? ~ Can you recommend two solutions? (explain) • How do intelligent questions improve your core mission, credibility and values?

15. Head & heart delivery systems: • Head & heart influence & communication: • When speaking to the head - speak from the head • When speaking to the heart - speak from the heart • Typically, a balanced blend of both • Specific examples and discussion • How does this style adjustment enhance the culture of an organization? • What are the barriers to authentic “heart” or “head” communication ?

16. Accelerating solutions Minimizing mere problem identification • Think of problems/complaints presented by others over the past year (employees, leaders or peers) • Consider when others merely identified problems • Consider when others recommended solutions or took independent action toward a solution • Once resolved, who exercised effective influence? Why?

17. Influence: More about accelerating solutions Traits of the solutions-based employee, leader and team: • Slow the process and accurately define the problem (Time: 5-7%) • Problem Statement, • Clear Impacts, • A Forecast or Prediction Related to No Action (explain) • Guide “blame-energy” into defining the problem • Affirm consensus: “Have we defined the problem? ” • Accelerate others to the solution and stay in groove (Time: 93-95%) • Also includes a Forecast (explain) • What does it look like when successfully in play? • Reminder: What happens if we do nothing? • A “solution” is a minimum of two potential actions or new directions • Strongly resist a return to the problem (source oforreason for) • Maintain a solutions-based approach throughout • Close the Loop: 48h, 72h and/or Mutually Agree on a Checkpoint

18. Powerful rewards & recognition:Catching ‘em in the act The most powerful tool in rapid change: ”Catch ‘em in the act of doing it right.” • Moves quickly through all levels of the organization • Must be authentic and quantifiable • Highly effective - vertically and horizontally • Fills the gap where compensation is not available or does not apply • 90% more effective than the negative counterpart • There is no effective argument against it! (QTG?) How does this enhance the business culture and affirm values? What are some reasons for not “catching” others?

19. Rapid assessment: • Rapid assessment is now crucial: Recommended tools for rapid assessment: • Stop, start, continue • What changed? • Decrease in performance • Positive increase in performance • ANY behavior positively impacting morale • Are we in a stall? • Protracted periods of no change or a new status quo

20. How are we doing? … How are you doing? Self-evaluation: effective influence & leadership: • Awareness of communication style? • Presence of formal & informal rewards & recognition? • Reaction to mistakes? • Two-pronged assessment (courage to make a call & the call itself) • Problem solving and/or behavior under stress? • Frequency: bottom up innovations? • Reaction to new ideas? • Recognizing effort and rewarding results? • Work ethic (are we walking the talk)? • Use or lack of: PTYCON (presence of general courtesy)?

21. Conclusion: A final thought … Are you willing to pay a price for a principle? What principle? What price? 1. Describe your strongest leadership trait 2. Describe the negative impacts or results of this trait (for you or others). (What is the price you pay?) 3. Describe the positive impacts for you, your employees & peers

22. Exercise: • Consider a 30-day objective and a 180-day goal. They should be specific, realistic, timely and attainable – stretching you and others beyond the comfort zone! • “I will ___”: (the goal) • “I’ll need assistance from ___”: • “It will produce positive benefits, to include___” (x2): • “It will be completed or “in-play” by ___”(date): • “I’ll recognize success when ___”

23. Good job!Contact info:Marcus MannSoundpredictions.com206.501.9170Thank you