Catch a tiger…

1. Eeny, Meeny, Miny, Mo Catch a tiger…

2. How do we…? • Think strategically? • Lead others? • Hold people accountable? • Develop teams? • Have crucial conversations? • MAKE CRITICAL DECISIONS?

3. Reminder

4. Introduction • 24 Years at RCU • FranklinCovey facilitator “Focus-Achieving Your Highest Priorities” • Certified Meyers Briggs and DISC administrator • HRDQ Supervisory Skills Questionnaire and Flight from Savo facilitator • The Leadership Challenge facilitator by Kouzes and Posner • MSU Communication Department • Many companies in MS including G.E. Aviation-HPWT “Mississippi State and Dr. Irvin have helped us to create a working environment that is producing significant manufacturing efficiencies to meet the challenges of our business” Jeanne Edwards - Plant Leader for GE Aviation-Batesville Composites Operation

5. Topics • Analyzing self • Strategic Flexibility in Communication • Teaming vs Grouping • Crucial Conversations • Problem-solving • Brainstorming • Evaluating Solutions • Leading

6. What vs How (Performance) Know your leadership capabilities - A leader is a person who influences the BEHAVIOR of one or more people. (Hybels and Weaver p.264) (Where are you now? Self Assess) Meyers Briggs SWOT Simply……… do I (team) have the knowledge? do I (team) have the skill? am I (is team) motivated to perform? Motivation (when your dreams put on work clothes. ~Author Unknown) • Knowledge Skill • Strategy Execution • Why are we here? • Who is in charge? • What are we supposed to do? • Leads to when, where, and how How do WE move (others) from knowing to doing? i.e. behavioral change

7. SWOT Analysis

8. Johari

9. Questions to Ponder… Post-it notes • What strategy role do you currently play in your organization? • What strategy role do you expect to play in your organization as a result of this class? • What keeps you from playing a role or more significant strategic role in your organization? Opportunity; Skill; Nothing-doing it now

10. STRATEGIC FLEXIBILITY Means expanding your communication repertoire to enable you to use the best skill or behavior available for a particular situation • Anticipate-potential situations • Assess-be alert to situational factors • Evaluate-info to all…effect • Select-appropriateness for impact • Apply-relevance to topic • Reassess and reevaluate-feedback/clarify (Hybels and Weaver p. 18)

11. STRATEGIC FLEXIBILITY “…is a primary characteristic of successful people, a vital component of excellent relationships at work and at home, a trait of effective group leaders and participants, and the attribute of public speakers who can adapt to changing circumstances or unexpected occurrences.”(Do You Have Strategic Flexibility? - Hybels and Weaver p. 18) http://highered.mcgraw-hill.com/sites/dl/free/0073385093/325434/ch01.html

12. TEAMING Distinction • Two or more people (Usually between 3-13 with 5 as ideal) • Specific Goal (strategically trying to solve some issue) • Coordination of activities among the group • (Hybels and Weaver)

13. Signs of Groupwork not Teamwork • Ill-defined goals/purpose (What are we doing here? Who called this meeting?) • Ill-defined roles (I thought I was supposed to be doing that) • Weak communication channels (I sent you an e-mail last week) • Processes (How are we supposed to carry this out?) • Poor execution at skill level (I don’t know how to do that!)(How Effective Will You Be In Small-Group Discussions?) http://highered.mcgraw-hill.com/sites/dl/free/0073385093/325443/ch10.html

14. Stages of Teaming • Forming - Energy • Storming – Conflict • Norming – “Buggy wheel” • Performing – The “zone”

15. 5 Dysfunctions of a Team Video (http://workplacepsychology.net/2010/06/02/video-patrick-lencioni-five-dysfunctions-of-a-team/) • Absence of Trust • Fear of Conflict • Lack of Commitment • Avoiding Accountability • Inattention to Results

16. ConflictCrucial Conversations STORMING…WhenNOT if… AND – Conflict vital to growth… • Why is it that some organizations thrive while others fail? (Excerpt P.12) • Stop, pause, redirect (emotions vs issue) • Controlled conflict (how do you plan for it? How do you practice it?) • Can you change opinions by just talking louder?

17. Holding Crucial Conversations Example: Shutdown, passive-aggressive, i.e. exhibited behavior detrimental to group…critical conversation-can’t allow that happen • Norms – expected behavior (protocol) • Describe the observed behavior (not beating up-safe environment) • Show impact behavior is having on the team • Listen to words, emotions, and reasoning (thinking) • Describe change • Anticipate options (Strategic Flexibility) • End on a good note

18. Crucial Conversation Activity SCENARIOS • Bad breath • Talking too much in meetings • Breaking confidentiality • Discounting other’s ideas • Always late to meetings • Never contributes to ideas

19. PROBLEM SOLVING PROCESS (HOW) • Define the problem • Explore causes of the problem • Ask for alternatives • Explore the pros and cons of each idea • Choose a solution • Modify it to satisfy all members • Evaluate the outcome

20. Problem-Solving Activity • Steps: • Form Group • Brainstorm • Categorize • Use Payoff Matrix • Report Out “Action Plan”

21. Problem-Solving Scenarios • How to start a Career Academy • How do you solve a particular school issue? (Identify issue)

22. BRAINSTORMING (Identifying Solutions) GROUNDRULES: • Focus on quantity (1 idea per note) • Withhold criticism (post-it notes…timid people-janitor) • Welcome unusual ideas(Osborne http://en.wikipedia.org/wiki/Brainstorming)

23. Categories • Take brainstorming ideas and create 3-5 categories • Combine brainstorming ideas and place into each category

24. EVALUATING SOLUTIONS

25. Findings • Report out results (Use steps on “Problem Solving” slide as a framework) • Action

26. Functional Leadership • We tend to place too much responsibility on the leader of a group and too little on participants. Every member of a group should be a leader in some area. (SWOT profile) • Effectiveness as a functional leader focuses on your ability to use strategic flexibility-being adaptive, persuasive, aware, sensitive, and responsible. The key may be found in the question, “What skill do I have that will help move the group forward?” (Hybels and Weaver p. 269)

27. LEADING 5 Characteristics of Good Leaders • Model the way • Inspire a shared vision • Challenge the process • Enable others to act • Encourage the heart (Kouzes and Posner-The Leadership Challenge)

28. Summary • Self Analysis –SWOT analysis • Strategic flexibility – Your communication skills • Team formation process – What to expect • Breakdowns occur at CONFLICT - Crucial conversation level • Problem solving steps • Brainstormed • Combined potential solutions • Ran solutions thru payoff matrix • Made a plan! Action!

29. Quotes • It is a most mortifying reflection for a man to consider what he has done, compared to what he might have done. ~Samuel Johnson, in Boswell's Life of Johnson, 1770 • Only those who will risk going too far can possibly find out how far one can go. ~T.S. Eliot • Success isn't a result of spontaneous combustion. You must set yourself on fire. ~Arnold H. Glasow • The question isn't who is going to let me; it's who is going to stop me. ~Ayn Rand, The Fountainhead