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Mgt. 667 – Leadership Session 4

Mgt. 667 – Leadership Session 4. Rex Mitchell Spring 2006. LPI Results & Application. Objectives. Analyze data to add insights re your strengths and weaknesses as a leader Choose some areas you will work on next

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Mgt. 667 – Leadership Session 4

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  1. Mgt. 667 – LeadershipSession 4 Rex Mitchell Spring 2006

  2. LPI Results & Application

  3. Objectives • Analyze data to add insights re your strengths and weaknesses as a leader • Choose some areas you will work on next • Commit to a few actions you will take in the next three weeks to become a better leader

  4. Critical Points of View • Leadership is a relationship • Leadership is everyone’s business • Leadership development is self-development

  5. LPI Organized AroundFive Practices • Model the way • Inspire a shared vision • Challenge the process • Enable others to act • Encourage the heart

  6. Your LPI Report • Five practices data summary page • Summary page for each of the five practices • Leadership behaviors ranking page (based on peer ratings) • Comparisons: • Latest 5,000 from K&P workshops • Our class

  7. Five Practices Data Summary Example

  8. Model the Way Data Summary

  9. Leadership Behaviors Ranking

  10. Leadership Behv. Ranking (low end)

  11. Percentile Ranking (K&P Data)

  12. Comparing with Our Data • Means and standard deviations for our class data • For each practice • Self, others, total

  13. Make the Most of Your Data • Look for messages in the data, not measures • Accept feedback as a gift • Trust the feedback you receive • Value the differences • Plan to use the data for action

  14. Process • Receive feedback reports • Do Step 1 in your Participant’s Workbook • Share impressions with one person (both share) • Do Steps 2-7 in Workbook on your own • Share & discuss feedback with one person

  15. How We Learn • From experience • By example • In formal educational settings • Jot down a few possibilities in each section (Step 8, p.23)

  16. Leadership Development Worksheet • Review example on p.26-27 • Pick one Practice for focus of attention • Choose 1-2 behaviors • Write measurable goals • Select a primary learning strategy • Write 3-5 action steps to enact your strategy & achieve your goals

  17. What are some things that will make it more likely that you will actually follow through on your written plans?

  18. People are more likely to follow through if they: • Make free choices about their actions • Make those choices visible to others • Make those choices hard to back out of

  19. Share briefly in your group: • For one practice and behavior: • Goals • Strategy • Action plans • Make plans to share more completely in the group via email

  20. Best Learning Practices • Tip 1. Be self-aware • Tip 2. Manage your emotions • Tip 3. Seek feedback • Tip 4. Take the initiative • Tip 5. Engage a coach

  21. Tip 6. Set goals and make a plan • Tip 7. Practice, practice, practice! • Tip 8. Measure progress • Tip 9. Reward yourself • Tip 10. Be honest with yourself and humble with others

  22. Make Leadership Development a Part of Your Life • Integrate this draft Leadership Development Worksheet with Myers-Briggs and other data to develop your Leadership Assessment & Development Plan (due 5/11) • Review your Plan at leastonce a month. Make notes about your progress. Make necessary changes to action plans.

  23. Create new action plans to address other leadership practices. • Think about your leadership goals & strategies when you create your “to-do” lists. Schedule at least one activity every week designed to help you meet goals.

  24. Regularly reaffirm with others your development goals • Find ways to get feedback from others on your progress (e.g., include a discussion of your leadership behaviors in appropriate sessions)

  25. Ch. 13. Leadership is Everyone’s Business Make a Difference

  26. Believe that you can be an effective leader • Leaders make a difference (389) • Leaders make a connection – between people & the present and the future (390) • Leaders take us to places we’ve never been before …and wouldn’t go by ourselves

  27. Watch out for “catches” – any leadership practice can become destructive • Even more dangerous is hubris – becoming arrogant & pursuing selfish ends

  28. The best-kept secret of successful leaders is love: • Staying in love with leading • With the people who do the work • With what the organization does • With those who honor the organization by using its work

  29. Leadership is not an affair of the head Leadership is an affair of the heart

  30. Personal Best Experience • Think back over your leadership experiences & choose one you consider to be a “personal best” – a time when you performed at your peak as a leader • For the experience you choose, ask yourself the questions on the instruction sheet (Web) & take notes

  31. Some Questions As You Write Your Personal Best Example • What characterized the situation? Who was involved? Where and when did it take place? Who initiated it? • What motivated you to engage in this project? How did you challenge yourself and others? • What did you aspire to achieve? How did you build enthusiasm and excitement? • How did you involve others? How did you foster collaboration? How did you build trust and respect? How did you build the capacity to excel? • What principles and values guided you and others? How did you set an example? What structures and systems did you apply? How did you progress from one milestone to another? • How did you recognize individuals? How did you celebrate successes? • What lessons did you learn about leadership from this experience?

  32. Each person will share a brief (2-3 min) summary next time • This means that you select from your notes on the previous questions only a fewmain points to present

  33. Exam • At start of next class • Essay questions - from K&P book • No questions on cases or exercises • 70 minutes for 4 of 5 questions given • Closed-book • Excellent answers score higher than minimally satisfactory ones

  34. Visualization

  35. Visualization • Self-fulfilling prophecies • Pygmalion effect, plus or minus • We tend to create negative images • Replace with intentional, positive images • Can help in many ways, e.g.: • Public speaking • Stress reduction • Difficult interpersonal interactions • Health…

  36. Argue for your limitations and, sure enough, they’re yours. • Richard Bach • The greatest discovery of my generation is that human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives. • William James

  37. Visualization Exercise • Identify a specific future situation in which you want to perform effectively • Get very comfortable and relaxed • Visualize moving yourself through space and time to be in that future situation • With you in that situation performing effectively and the situation playing out positively • Experience it, not observe or think about it • With input to all senses: sight, hear, smell, feel, taste

  38. Next Session • Midterm • “Personal Best” presentations (2-3 min each)

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