Effective Leadership

1. National Apartment Association Education Institute Certified Apartment Property Supervisor Effective Leadership

2. Restrooms Breaks Lunch Cellular Phones Smoking Housekeeping

3. Introductions • Name • Company • Number of Units • How Many Years In the Business • Two sentences about the most influential leader in your life

4. Participate fully. Help us stay on track. Be on time Ask questions Offer ideas and opinions as perceptions Have fun. Ground Rules

5. Leadership versus Management Emotional Intelligence Engagement and Motivation Feedback and Coaching Teambuilding Action Plan Learning Outcomes: Effective Leadership

6. 2. Leadership Versus Management

7. Are you a Leader or a Manager? • A good manager needs to be a good leader. • A good leader also needs to be a good manager

8. A Manager without leadership skills comes up with great plans but can’t get people to follow his or her vision. A Leader without management skills comes up with great ideas but can’t put together a feasible plan to get to the final results. Be a Leader and a Manager

9. Management focuses on systems, processes, planning and budgeting, organizing and staffing, and controlling and problem solving. Leadership sets direction, aligns people, drives change, encourages risk-taking and learning, and enables growth. Let’s Look at the John Kotter’s Leadership and Management Model on page 2-2 of your participant guide. The Kotter model

10. Activity: Leading Vs. Managing

11. 3. Emotional Intelligence

12. It's not how smart you are, but rather how you are smart. Emotional Intelligence

13. IQ, or the Intelligence Quotient, is the measure of what you know and how you process information. EQ, or the Emotional Intelligence Quotient, is the way you use personal and social skills to work effectively on your own and with others.

14. More self-aware • Possesses the critical relationship skills to help them motivate others. • Have a much greater chance of being promoted. • 90% of the difference between star and average performers is due to higher EQ, not higher IQ. • EQ is twice as important as IQ and technical skills for jobs at all levels The emotionally intelligent leader

15. Emotional intelligence has two primary facets: personal competencies and social competencies Two Facets of Emotional Intelligence

16. Self-awareness means you're conscious of: Your emotions – You know what you’re feeling and why, when your emotions are starting to take over, and how your emotions can affect you. Your strengths and weaknesses – You know what you do well and what you do not do well. Two Personal Competencies

17. Self-management skills include: • Self-control – You know how emotions can affect you and you know how to avoid trouble. • Transparency – What you see is what you get. You are open and honest about the good and the bad. • Flexibility – You can adapt your behavior to meet the needs of the current situation. • Ambition – You have the drive to succeed, and you know what you need to do to get there. • Optimism – You see the world through rose-colored glasses. Two Personal Competencies

18. Complete the inventory Score the inventory Group discussion Activity: personality traits inventory

19. An individual with high social awareness exhibits: • Empathy – You understand how others are feeling. You have the ability to see things from their perspective. • Organizational awareness – You have a keen eye for the political realities, opportunities, and liabilities of the organization. You know the movers and shakers and you know how to reach them. • Service orientation – You know what your customers—both external and internal—need, and you know how to get it to them. Two Social Competencies

20. If you have good relationship management skills you are: • Influential – Colleagues and friends look to you for guidance and leadership. • A catalyst for change – You’re good at seeing opportunities others might miss. You can see the pros and cons of a new path and can influence others to join you. • Good at conflict management – You’re a born diplomat. • Collaborative – You’re not one to take all the credit. You share your ideas and incorporate other viewpoints. Two Social Competencies

21. Most organizations have an individual who is known for getting good results at the expense of everyone else. This person is the S.O.B. The S.O.B.’s “motivational” methods go against all psychology, company policy, and common sense, but when the S.O.B. turns in big numbers, higher-ups hail the S.O.B.’s “strong leadership” and turn a blind eye to the misery of the S.O.B.’s subordinates. Don’t Be an “S.O.B.”

22. Activity: Emotional Intelligence Quiz

23. 4. Engagement and Motivation

24. People always perform better when they’re motivated and engaged. The trick is to find out what makes each person tick, because there’s no single solution. Motivate and Engage your Employees

25. Maintain sustainable revenue increases To do so you must have engaged, loyal customers (or residents) To do so you must engaged, loyal employees The only way to have engaged, loyal employees is to have great managers and leaders “Follow This Path” – Gallup Organization Research

26. The Gallup research has also revealed that business units in the top half of employee engagement show, on average: • 86% higher customer success rate • 70% higher success in lowering turnover • 70% higher success rate in productivity • 44% higher in profitability • 78% higher success rate in safety figures “Follow This Path” – Gallup Organization Research

27. How would you define engagement? What are some traits of engaged employees? How would you describe an employee who is disengaged? How would you describe an actively disengaged employee? Group discussion on engagement

28. According to the Gallup research there are three categories of engagement and how the American workforce breaks down: • Engaged employees – 30% • Disengaged employees – 54% • Actively disengaged employees – 16% “Follow This Path” – Gallup Organization Research

29. People don’t Leave companies, they leave bosses. Just as important, disengaged employees are usually the lowest performers. Remember

30. Maslow’s Hierarchy of Needs

31. Lower needs must be met before attempting to meet the higher needs. When lower needs are met, the ability to meet higher needs is what separates the engaged employee from the disengaged employee. Maslow’s Hierarchy of Needs

32. Activity: What Motivates People?

33. Much like Maslow, The Gallup Organization has identified a hierarchy of eight needs to engage employees. As a leader, you need to meet these before you can step up to the loftier goals, like organizational vision and mission. The Gallup Engagement Factors

34. The Gallup Engagement Factors

35. 5. Feedback and Coaching

36. You may need to supervise or manage employees You may give them specific directions You may discipline folks. Most of the time, effective leaders spend their time giving helpful feedback to employees—and coaching them. Let’s define some of the terms above…. The supervisor’s Role

37. Managing / Supervising: “To exercise executive, administrative, and supervisory direction on; to direct the professional career of.” Basically, it is telling your employees what, when, and how to do what they do. Definition of Managing/supervising

38. Feedback: The process of describing to another person how his or her behavior affects you, others, or the accomplishment of a task. Definition of FeedBack

39. Coaching: A method of conversation that creates a climate and context to give individuals and groups more confidence — and puts them in position to act on the specific goals they are committed to achieving. Definition of Coaching

40. Coach: A person who facilitates the learning that results in future-oriented activities. He or she is a trusted role model, advisor, friend, steward, or guide. A leader can be any of these. Definition of a Coach

41. Disciplining: The process used to address substandard work performance or stop unwanted behavior. The employee's performance has reached a stage where immediate corrective measures are required. Definition of Disciplining

42. The SBI Model For Giving Feedback

43. Give feedback as soon a possible. • Keep your statements simple • Be sincere. • If it's a pattern of behavior you want to reinforce or correct, give feedback frequently • Feedback is a two-way street. • Receiving feedback is just as difficult, if not more so, than delivering it. Six Tips for Giving Feedback

44. Activity: Evaluating feedback

45. Coaching is not about providing answers. It is about helping someone find the answers for themselves. Coaching

46. Managing: You tell the person what to do. Vs. Coaching: You help the person decide on her own what she needs to do. “Give a man a fish, you have fed him for a day. Teach a man to fish, and you have fed him for a lifetime.” How is coaching Different from Managing?

47. Performance: To improve, maintain, or exceed work performance. This is the leader’s responsibility. • Development: To provide guidance on the employee’s general development and/or career development goals. This is the joint responsibility between a leader and an employee. The Two Primary reasons For coaching

48. The Basic Coaching Process

49. Did the coachee do the majority of the talking. Did the coach listen and guide the conversation through questions. If at the end of the conversation, you feel like you did most of the talking, chances are you weren’t really coaching. Next time, take a step back and listen more. Evaluating a Coaching Interaction

50. Activity: Group Coaching