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PERSONAL GROWTH

PERSONAL GROWTH. Presented by Michael Daly A Paper Presented in Partial Fulfillment Of the Requirements of LEAD 520 Leadership Coaching March 28, 2013. OVERVIEW. My leadership style Chain of Command Feedback Process Developing Group Dynamic through Responsibility

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PERSONAL GROWTH

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  1. PERSONAL GROWTH Presented by Michael Daly A Paper Presented in Partial Fulfillment Of the Requirements of LEAD 520 Leadership Coaching March 28, 2013

  2. OVERVIEW • My leadership style • Chain of Command • Feedback Process • Developing Group Dynamic through Responsibility • Internal and external Communication Processes • Conflict resolution process • Change management process

  3. My Leadership Style • Be Involved • Discipline • Bogus Empowerment

  4. Be Involved • Leaders must know about their people and themselves • Attend BBQ’s parties, employees’ graduations or other recognition ceremonies • Make ourselves seen and heard, talk with the employee and their families • It is vital that leadership is sincere in their efforts

  5. Discipline • Translate personal beliefs into action • Must have a goal set that is viable for the company • Goal set should be in tune with the future and past • There can be no discipline without a core value set Air Force Core Values provide my core beliefs: “Integrity First, Service Before Self, Excellence in all we do.”

  6. Bogus Empowerment • Leaders delegate authority but not responsibility • Difference between a manager and a leader: • Managers care about numbers and organizational structure • Leadership cares about people and their wellbeing

  7. Chain of CommandLooks kind of like this:

  8. Feedback • Quarterly • Employees would receive a initial, refresher, course correction and a final report • Final report enters permanent file • Previous editions only for reference • Shorter timeline means feed back is more current-readily accepted • Annually (current process) • Get an initial, midterm, final • Only once chance to modify behavior • Final enters permanent file • Previous editions only for reference • Annual means feedback can be easily forgotten or ignored • In turn more paperwork for negative or positive documentation

  9. Group Dynamic • To develop unit cohesion, trust is earned through growing responsibility • Mistakes are ‘ok’ so long as learning occurred • Leaders must praise in public and chastise in private • Do not allow emotions to cloud the issue at hand

  10. COMMUNICATION • Has always been a buzzword, but rarely understood • Always be available for • Issues must be resolved quickly/efficiently • Real communication is one on one • Computers and cell phones off or silenced • Total focus on the employee and the issue(s) • Appointments should be scheduled instead of an open door policy

  11. CONFLICT • Solving conflict is reactionary vs. proactive • Employees have to trust the boss for conflict resolution to occur • Once conflict is seen it must be dealt with effectively and efficiently • Emotions must be removed from conflict or there can be no resolution

  12. Dealing with Change • Don’t tell people how to do it, tell them what to do and then let them run with it • Make the change know to all involved • Through email, information boards, meetings • Change is a necessity for success • Change can only happen with training and preparation

  13. References Ciulla, J. (2004).Ethics, the Heart of Leadership, Westport, CT:Praeger Publishers.(Original work published 2004). Teal, Thomas. (1996) The Human Side of Management.In President and Fellowsof Harvard College,Harvard Business Review on Leadership,Boston, MA:Harvard Business Press. Badaracco, Joseph L, Jr. (1998) The Discipline of Building Character.In President and Fellowsof Harvard College,Harvard Business Review on Leadership,Boston, MA:Harvard Business Press. Department of Defense. (2012, July 14). AFI 21-101. Retrieved July 24,2012, from epubs.af.mil. Dattner, Ben. (2008, June 13). The use and isuse of personality tests for coaching and development. Credit and Blame at Work, 150, 30-33. Retrieved November 8, 2011 from Psychology Today.

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