Productive Leadership

1. Productive Leadership

2. Productive Leadership

3. Introduction & Overview • Introductions • Workshop Schedule • The Leader's Product • Resources, Guidance & Leadership • Leadership ADKAR • Perspective - View from the Tree Stand • The Two Toughest Things for Leaders

4. Introductions • Name • Current Responsibilities • What do you hope to get out of the Workshop • Specific issues you deal with

5. Workshop Schedule • A lot of material to cover. • Practice good time management. • Refrain from Emails, texts, and twitter. • Start on time. • Morning break, lunch, afternoon break. • Discussions and interactions.

6. The Leader's Product A leader’s product is the performance of their team. • This is different from the mind set of the technical aspects of the team. • The leader’s objective is to get the most performance out of their team so that the team can perform their assigned part of the organization’s mission.

7. How does a leader get the highest performance from their team? • Being consistent and trustworthy, • Anticipating and removing barriers, • Giving clear direction, • Unleashing the capabilities of their team members through empowerment and • Holding people accountable

8. Resources, Guidance & Leadership Resources - Using What You Have Guidance - Clearly Communicating What, How, When and Why Leadership - The Leader's Craft

9. Using What You Have • Limits on budget/authority • Know what you have available • In resources and authority • One of the most underutilized resources! • Support from your boss and peers • Need to have/build credibility and trust

10. Consistently Communicating What, How, When and Why • Entropy • Everything in the universe eventually moves from order to disorder, and entropy is the measurement of the relative amount of order in the system. • Name some systems that decay over time. • Consistency of how a leader communicates has a major impact on what a leader can accomplish and maintain.

11. The Leader's Craft • Craftsmanship • Craftsmanship is what skilled artists and builders demonstrate when they create something. • Craftsmanship is attained by learning from mentors, repetitive application of skills an the desire to be at the top of the profession. • To be at the top of the leadership profession you learn from mentors, apply the skills and strive to be the best you can be.

12. Leadership ADKAR • A Model for Change in Business, Government and Our Community, by Jeffery M. Hiatt • ADKAR Model; Awareness, Desire, Knowledge, Ability and Reinforcement • Early elements before later elements • ISBN: 978-1-930885-50-9 • You have Awareness and Desire • This Workshop Increases Knowledge and Ability • Expertise Comes from Practice and Results

13. Reinforcement Comes from Practice and Results

14. Perspective - View from the Stands • Why do offensive coordinators watch from high in the stadium? • Perspective Enables Focus and the ability to work ‘on’ the organization

15. Why do offensive coordinators watch the playing field from high in the stadium? • Vantage point to see how plays develop • Looking for good and bad performance • Identify opportunities • Provide constructive feedback

16. Perspective Enables Focus • When you view the playing field from the stands: • It is easier to see how the strategy is being deployed. • You gain knowledge in how the team members are performing relative to your direction. • You are able to work on improving organizational performance.

17. The Two Toughest Things for Leaders to Learn • Empowerment • Dealing with Performance Problems

18. Empowerment • Delegating Responsibility while Retaining Accountability • Hard to stop doing what brought you success • Primary job is not the ‘super-technician’ • Give others the opportunity to perform

19. Delegating Responsibility while Retaining Accountability • Delegate responsibility to complete activities; never delegate accountability • Don’t let your people throw gutter balls Never forget that every pair of hands comes with a free brain.

20. Setting People Up to be Successful

21. Dealing with Performance Problems • Against our Human Nature • Effects on the Other 87.5%

22. Against our Human Nature • Human beings don’t like to be uncomfortable • Confrontation creates anxiety and fear • Payoffs for looking the other way: • Avoid confrontation • Relationships are not at risk • You’re perceived as ‘one of the guys’ So what’s the problem?

23. Effects on the Other 87.5% • Apollo the Skater • Not dealing with a performance problem hurts the rest of the team. • Everyone knows whether you are dealing with problems or not. • Your reputation as a leader is affected. • The attitudes and motivation of your team members will be affected.

24. Models for Productive Leadership • The Five Leadership Roles • Time Management Matrix • Empowerment Model • Performance Improvement Model

25. The Five Leadership Roles • Types of Leadership Roles • Leadership Role Evaluation

26. Types of Leadership Roles • Technician • Manager • Coach • Systems Thinker • Visionary

27. Technician Physically participates in core technical work. Technicians are focused on present or tactical issues, not strategic. A common refrain from technicians is “If you want it done right, do it yourself.” People working in this role have a high degree of technical competence so they project confidence. Their knowledge and experience allows them to quickly size up issues, make decisions and generate action. Others will defer to the technician leader for their expertise. They know how to diagnose problems. The excitement of being involved with an emergent issue draws them in. They feel needed and appreciated when they are deeply involved with troubleshooting and problem solving; there is a payoff for assuming the technician role.

28. Manager Controls the flow and accomplishment of work. Managers depend on guidance that provides well-defined policies, processes and procedures. From a foundation of clear guidance the manager can establish plans and schedules, run meetings and work to identify and remove barriers to the team’s performance. They identify and coordinate resources needed to accomplish the team’s activities. Managers establish priorities and goals that need to be achieved; daily, weekly, monthly, quarterly, annually or at some other interval depending on their leadership level. To obtain a feeling of accomplishment the manager must measure performance and generate reports describing performance for the team and individuals. Managers create the order and discipline that generates data so that they can influence performance through the other leadership roles.

29. Coach Develops others through direct interaction using interpersonal skills to encourage or correct behaviors that lead to professional or technical growth of those being coached. Coaches develop people by motivating and inspiring them. Using standards for performance and behavior coaches point out where others are performing and then empowers them to take on greater responsibilities for decisions and activities. Coaches place responsibility on their team members or others while supporting them with information, training and encouragement. As people are empowered and given responsibility, the coach acts as a mentor; he/she evaluates abilities and provides advice on how to improve.

30. Systems Thinker Focuses on expanding the relationships among groups for the greater good of the organization. Systems thinkers build systems of socio-technical networks. They see the relationships among sub-parts and individuals within the larger organization. Systems thinkers spend time considering the big picture. They view policies, processes and procedures from a strategic, higher level organizational perspective. A main objective for systems thinkers is to align or harmonize systems with the organization’s strategy and vision. Systems thinkers spend time analyzing methods and challenging practices that are inconsistent with big picture goals. They reinforce networking opportunities that leverage resources and organize efforts toward strategic goals and vision.

31. Visionary Imagines the future and innovates. Visionaries are the people who ask the ‘what if’ questions and challenge the status quo. These leaders communicate with others outside their organization to attain knowledge and examples of better practices or disruptive approaches. Visionary leaders analyze internal and external trends looking for advantages; higher than average tolerance for risk and innovation. They are good at articulating the vision of the future into terms that decision makers can appreciate. Visionary leaders create problems for the technician and manager leadership roles because they introduce actual or potential change; uncertainty, anxiety or even fear.

32. Leadership Role Evaluation • Leadership Role Exercise • Evaluate the Exercise

33. Leadership Role Exercise • What kinds of things do you do in each leadership role? • Create a pie chart for percent of time spent in each leadership role. • Describe the pros and cons. • Create a pie chart for the percent of time you should be spending in each role. • What will you do to better balance your leadership roles?

34. Evaluate the Exercise • Was this a worthwhile exercise? • What have you learned? • What will keep you from allocating your time differently? • How can you remove the barriers to better alignment of your leadership roles?

35. Organizational Maturity

36. Reactive • Dominated by Technician & Some Manager • Leader feels they need to be in the middle of the action

37. Reactive Leadership Culture Dominated by technician and some manager leadership roles. Leader feels they need to be in the middle of the action. Not enough hours in the day to get ahead of the work; staying late to get things done. Many supervisors and managers are doing work below their job description. The leaders feel like they are doing important work, but they never seem to be making improvements. Attempts at systems thinking and visionary leadership activities are difficult or futile. Those improvements that are initiated do not survive very long; the familiar ‘program of the month’ scenario.

38. Planned • Manager & Coach Dominate • Time begins to become available

39. Planned Leadership Culture Manager and coach leadership roles dominate. Time is allocated to team member development, process compliance and a limited number of improvement initiatives. Team activities are running fairly well. Focus is on performance measures and how to perform in accordance with established policies, processes and procedures. Attempts at systems thinking and visionary activities may be made, but these are viewed as less important than shoring up execution of the current performance. The majority of leaders are working at their job description level; occasional deviations but generally good leadership practices.

40. Proactive • Leverages Planned • Integrates System Thinking & Visionary

41. Proactive Leadership Culture Leverages planned leadership culture; integrates system thinking and visionary leadership roles. Proactive leadership culture cannot be sustained when the culture is reactive or less than fully planned. In the proactive culture many people are performing above their job description; either as a matter of routine, or as empowering practices give opportunities for prospective leaders to demonstrate their capabilities. People feel empowered and they are encouraged to grow professionally, to take on increasing responsibilities and they feel valued as a high performing member of the team.

42. Leadership Role Summary • All five roles can/should be used. • Reactive organizations focus too much on technician and manager roles. • Planned culture allows control of activities. • Planned culture is required to reach proactive culture. • Proactive culture provides growth and best workplace environment.

43. Time to be a Leader • Leadership Attributes • Time Log Exercise • Barriers to Time Management Exercise • Urgency & Importance

44. Levels of Leadership • Time Allocations • Skills • Values • Leadership Pipeline

45. Time Allocations

46. Skills

47. Values

48. Leadership Pipeline

49. Time Log Excercise • Come to the Workshop with Time Log from the last work week. • What trends are found in the time log?

50. Come to the Workshop with Time Log from the last work week.