Innovate and Engage Moving HR Forward Creating Your Vision for the Future

1. Innovate and Engage Moving HR Forward Creating Your Vision for the Future

2. Transformational Leadership Defined “Transformational leaders are those who stimulate and inspire followers to both achieve extraordinary outcomes and in the process develop their own leadership capacity.”

3. Transformational leadership with its emphasis on vision, employee empowerment and challenging the traditional leadership hypothesis has become a well-liked model among today’s more progressive companies.

4. My Transformational Journey

5. “Leaders motivate and inspire they relentlessly create the vision and set strategies for Action! Their ultimate gift is not to have followers but to develop many other leaders.”-Dr. Rick Goodman

6. Transformational Leaders Vs Transactional Leaders • Transformational leaders look to satisfy the greater need of the individual. • Transactional leaders make many deals with those being led. • Transactional leadership is based on rewards versus punishment. • Transactional leadership is based on quid pro quo or this for that!

7. Benefits of Transformational Leadership • Higher Levels of Productivity • Increased Employee Satisfaction • Improved Employee Retention • Stronger Trust Based Relationships

8. Common Traits of Transformational Leaders • They possess a clear vision of their goals and expectations. • They are Energetic, Enthusiastic and Passionate. • They are focused on helping everyone to succeed.

9. Examples of Transformational Leaders Bill Gates Steve Jobs

10. Transformational Leaders Mark Zuckerberg Jack Dorsey

11. Companies That Are Transformational Leaders Google Amazon

12. Are You A Transformational Leader?

13. History of Transformational Leadership • Initially introduced by James McGregor Burns a United States presidential biographer. • He believed Transformational Leaders could inspire followers to change expectations, perceptions and motivations to work towards a common goal.

14. The Bass Transformational Leadership Theory • Researcher Bernard Bass expanded on Burns ideas developing his on theory on Transformational Leadership. • Bass suggested that leaders garner trust, respect and admiration from their followers.

15. The Four Components of Transformational Leadership • Intellectual Stimulation • Individualized Consideration • Inspirational Motivation • Idealized Influence

16. Intellectual Stimulation • Transformational leaders challenge the status quo. • They encourage creativity among followers. • The leader encourages followers to explore new ways of doing things. • The leaders encourage followers with new opportunities for growth and learning.

17. Individualized Consideration • Leaders offer support and encouragement to individual followers. • Transformational leaders keep lines of communication open. • Followers feel free to share ideas openly. • Leaders offer direct recognition of their followers unique contributions.

18. Inspirational Motivation • Transformational leaders have a clear vision that they are able to articulate to followers. • Leaders help followers experience the same passion and motivation to reach their goals.

19. Idealized Influence • The transformational leader serves as a role model for followers. • Followers trust and respect the leader. • Followers emulate the leader and internalize their ideas.

20. Transformational Strategy • Creates an environment and an opportunity to motivate and inspire employees. • Is excellent when the company is facing a challenge or change in direction. • Provides a sense of purpose and meaning that can unite employees to achieve a common set of goals.

21. Transformational Strategy Challenge • Success depends on the highly developed intellectual skills of the employees to be successful. • Excitement and job satisfaction alone does not guarantee goals will be achieved.

22. Different Types of Transformational Leaders • Intellectuals • Reformers • Revolutionaries • Charismatic ( Hero)

23. Intellectuals • Devoted to seeing ideas and values that transcend the practical needs of all. • With an intellectual leader there is a higher moral purpose and vision that can transform society.

24. Reformers • Movements that require the participation of large numbers of followers to achieve results. • Reform leaders can transform part of society to realize a higher standard of moral principle.

25. Revolutionaries • May ask followers for the ultimate sacrifice for the greater good of all. • While the reform leader may work towards improving one aspect of society, the revolutionary leader asks for changes to the whole society.

26. Charismatic (Hero) • The ultimate form of the transformational leadership approach. • The charismatic leader is viewed as a hero amongst their followers.

27. “The single biggest way to impact an organization is to focus on transformational leadership. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develops them”-John Maxwell

28. Transformational Leadership Mottos • Become Change Oriented. • Good Enough Never Is! • What Works Can Always Be Better.

29. Focus on the Culture of Your Organization • Is it Transactional in Nature? • Does it Focus on Its Missions and Values? • Is the Goal to Develop Future Leaders?

30. Mastering Your Emotions • Transformational leaders understand how someone will respond to a persuasive or motivational attempt. • They have empathy to adjust to the challenges that had not been anticipated by their team.

31. Transformational Core Competencies • Self-Mastery • A Transformational Mindset • Influence • Skill Development

32. Self-Mastery • Your mindset is your world view. • It defines what you believe and how you think. • It’s your attitudes values and feelings.

33. Transformational Mindset • Most of your scripts were developed early in life. • They are installed without our awareness and we absorb the culture. • Our role in education plays a significant part. • Great leaders form their own beliefs about change and transformation.

34. SOCIAL INFLUENCE • Managers rely on authority, Leaders rely on Influence. • Managerial authority does not translate well into leadership. • You can’t order people to change but you can influence them!

35. Skill Development • Transformational leadership requires a great deal of skills. • Leaders cannot build skills by reading about it they must practice them and take action.

36. Communicating Your Vision with Strategic Planning • The importance of partnering in the strategic planning process • Developing your key performance indicators

37. Using Metrics in Strategic Planning • Why use metrics? • Using metrics to monitor organizational progress • Developing and implementing your metrics successfully

38. Three Habits of Transformational Leaders • Speak from your heart and quiet your mind. • Transformational leaders are curious and play full out! • They tell relevant stories that can generate ideas and make a shift in one’s mindset.

39. Four Steps to Becoming a Transformational Leader • Create an inspiring vision. • Motivate people to buy into and deliver the vision. • Manage delivery of the vision. • Build ever stronger trust-based relationships with people.

40. A Case Study In Transformation

41. Five Step Transformation Action Plan Step 1:HR Conducts Management and Individual Team Assessment • Computerized assessments conducted on owners and management team HR to assess individual and the teams strengths and weaknesses. • On site interviews with managers to make sure their goals were congruent with the company vision.

42. Five Step Transformation Action Plan Step 2: Develop Individualized Action Plans • Action plans developed for the owners accompanied by individualized coaching. • Goal to convert them from transactional leaders to transformational leaders. • Become the Chief Encouragers!

43. Five Step Transformation Action Plan Step 3: Set Organizational Strategic Goals and Objectives • Ownership • Responsibility • Accountability • Creativity

44. Five Step Transformation Action Plan Step 4: Symbolic Focus • The Owners developed a project that would begin to bring about cultural change. • They communicated their vision to the management team and encouraged to develop solutions.

45. Five Step Transformation Action Plan Step Five: Delegation and Use of Metrics • HR developed metrics to monitor progress • The management team took ownership of the the project and and used their creativity to achieve their goal!

46. The Results • The management team successfully completed the project. • The owners had developed new leaders and transformed themselves and their company. • The management team in conjuction with HR started to develop leaders on their teams.

47. Dr. Rick Goodman Website: www.rickgoodman.com P 888-267-6098 F (954) 404-6402 Email: rick@rickgoodman.com