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Pre-Session Warm-up:

Pre-Session Warm-up:. Please answer the questions: (Write on this page.) 1. I’m in the air filtration profession because I ... 2. I came to this Convention because I... 3. I came to this session because I. What Motivates the NAFA Professional? It’s MORE than Money! ( It has to be!).

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Pre-Session Warm-up:

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  1. Pre-Session Warm-up: Please answer the questions: (Write on this page.) 1. I’m in the air filtration profession because I ... 2. I came to this Convention because I... 3. I came to this session because I... (C) Target Consultants, Inc. 2008

  2. What Motivates the NAFA Professional?It’s MORE than Money!(It has to be!) NAFA Annual Convention September 16-18, 2008 Russell J. Watson, Ed.D. Target Consultants, Inc. BBL1

  3. Understanding ourselves so that we can lead with effectiveness. • Discover the long-term, intrinsic motivating factors in all of us, and to amplify our strengths in leadership situations. • To illuminate individual values as they demonstrate the NAFA mission of: Leadership, education, and advocacy for air filtration in the US. (C) Target Consultants, Inc. 2008

  4. Goals & Objectives • To learn more about your core Values. • To learn how your core Values relate to your Leadership Style. • To understand the relevance of the NAFA mission to your role as a Leader. (C) Target Consultants, Inc. 2008

  5. Wholistic Person Analysis VALUES tell WHY we do what we do. Type (MBTI, DISC, 16-PF) tells HOWwe do the job. INTELLIGENCE tells WHAT we are capable of doing. My four friends in NAFA… (C) Target Consultants, Inc. 2008

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  11. In Leadership situations…(from MBTI, DISC, 16-PF) Sometimes we ... • have the luxury of responding from our own comfort zone. • have to ‘stretch’ out of our comfort zone to maximize effectiveness. • have to respond from our opposite position. • we have to be all four types moment by moment. RNG/BND (C) Target Consultants, Inc. 2008

  12. Amplifying Values: QUESTION: What’s inside the person or the organization that motivates them to achieve? ANSWER: Values, their long-term intrinsic drive factors that propel them toward success… (C) Target Consultants, Inc. 2008

  13. Into the 21st Century The new Leadership thinking is centrally concerned with the understanding of values. Because values sit at the core of all leadership action. Everything you do is: VALUES DEPENDENT VALUES ROOTED VALUES PERCEIVED VALUES GUIDED (C) Target Consultants, Inc. 2008

  14. What is a Value? • Values are abstract concepts of what is right, worthwhile, or desirable. • Values are principles or standards by which one acts. • Values are beliefs held so strongly that they affect the behavior of an individual or an organization. (C) Target Consultants, Inc. 2008

  15. The Magic of our VALUES SPIRIT guides our VALUES which drives our PASSION that ignites our MOTIVATION that initiates our BEHAVIOR that makesMAGICALTHINGS HAPPEN! (C) Target Consultants, Inc. 2008

  16. Values are EVERYWHERE! • Mission, Vision, Values statements • Quality programs • Business books • Strength-based leadership • The time is right for Values-Driven programs, and strategic planning. (C) Target Consultants, Inc. 2008

  17. Five Rules for Managing VALUES: 1. All Values positions deserve respect. 2. People do not always agree on values questions. 3. People will answer values questions in different ways. 4. The values of any organization are the values that its members demonstrate. 5. All Values positions deserve respect. (C) Target Consultants, Inc. 2008

  18. An Experiment in Groups... • Think of times when you get a feeling of a WIN, RUSH, or a “YES” event. In an ‘on-the-job’ situation. • Identify what (event) it is that sets off that feeling of WIN, RUSH, or “YES.” • Write a brief phrase that describes that event on the next slide… (C) Target Consultants, Inc. 2008

  19. An Experiment in Groups... “I get a feeling of a “WIN,” or a “RUSH,” or a feeling of “YES!,” when… (C) Target Consultants, Inc. 2008

  20. Share “WINS” in 5-or-6-packs • Your “WINS” feed your motivations and your motivations reflect your VALUES. • Let’s check out some Workplace Values PROF (C) Target Consultants, Inc. 2008

  21. Six Leadership Values:Our Drives & Motivators Motivator:Drive for: 1. Theoretical: Knowledge 2. Economic: Money & Materials 3. Aesthetic: Balance & Harmony 4. Altruistic: Helping Others 5. Political: Power & Influence 6. Regulatory: Order and Routine (C) Target Consultants, Inc. 2008

  22. VALUES HIGHLIGHTS HIGH THEORETICAL 1. Always Questioning 2. High Product / Project Knowledge 3. May bog down in details HIGH UTILITARIAN / ECONOMIC 1. Competitive Player 2. R.O.I. Oriented 3. May be a workaholic (C) Target Consultants, Inc. 2008

  23. (VALUES HIGHLIGHTS) HIGH AESTHETIC 1. Appreciation of the environment 2. Supports balance & harmony 3. May be a non-conformist HIGH SOCIAL / ALTRUISTIC 1. High desire to be helpful 2. Generous teacher / coach 3. May never say “No” (C) Target Consultants, Inc. 2008

  24. (VALUES HIGHLIGHTS) HIGH INDIVIDUALISTIC / POLITICAL 1. Strong ambitions / goals 2. “The buck stops here” 3. May be impatient HIGH TRADITIONAL / REGULATORY 1. Follows and enforces protocol 2. Precise time management 3. May be overly rigid (C) Target Consultants, Inc. 2008

  25. Your Leadership Values Report: • Divided into six Values Themes… • Each theme divided into sections: • General Characteristics. • Primary Strengths. • Keys to Managing & Motivating. • Training, Development & Learning Insights. • Areas for Continuous Quality Improvement. (C) Target Consultants, Inc. 2008

  26. Values sorting... • Line up around the room (in a circle) on the Theoretical theme scale from highest score (at room-right>) to lowest score (< at room left). • Discuss your strengths from the lens of the Theoretical value… • Strengths emerge from all points on the score spectrum, from high to low... (C) Target Consultants, Inc. 2008

  27. Explore a Primary Value in your Report… (1) • A few moments of silent reading to choose any Values theme (high or low) • Read items in each category, and… • Check mark if you agree w/ item • Starby the most important item • Question mark for uncertainty w/ item (C) Target Consultants, Inc. 2008

  28. How Values are Reflected in Mission Statements • Key words, ideas, and themes emerge from Mission statements and express themes of Leadership Values. • Then ask: How can we strengthen our relationship using those values as a base? (C) Target Consultants, Inc. 2008

  29. The Mission of NAFA... • Education & Certification • Information exchange • Field performance standards • Increase business for members (C) Target Consultants, Inc. 2008

  30. NAFA Mission…being an EDUCATIONAL Organization Education: • Choose your highest Values score & share a Primary Strength or General Characteristic from that section that amplifies Education or Learning … • Choose your lowest score & share a Primary Strength or G. C. from that section that amplifies Education … LNKG (C) Target Consultants, Inc. 2008

  31. How we get our Values • They are chosen (from choices we make based on beliefs we hold) • without coercion • from among alternatives • aware of the consequences • They are acted upon • consistently • with integration • evaluation of competing values • the test of trials passed (C) Target Consultants, Inc. 2008

  32. How I got some of my Values 0 (C) Target Consultants, Inc. 2008

  33. Jimmy M., 9yrs. Muscular Dystrophy 1974 - Twin Pines Kiwanis Camp, IN What I learned from Jimmy… How some of my Values were tested and shared (C) Target Consultants, Inc. 2008

  34. Acting on our Values... • The story of Marty... (C) Target Consultants, Inc. 2008

  35. Where did you get some of YOUR Values? • Identify a person, persons, or a situation (recent or distant) that helped shape your Values. • Write a key word or very brief phrase on reaction sheet… • Share in groups of 3-4 people (3 minutes: firm) BLN (C) Target Consultants, Inc. 2008

  36. Things we can do to change and strengthen Values • Set the example as a leader • Values are caught as well as taught • Mentoring imparts Values • Provide for successful experiences • the lessons of success and failure • the low risk / high return principle • the stronger the self-image of an individual or group the higher the willingness to risk • the 5:1 ratio (5 positives are needed to overcome 1 negative experience) (C) Target Consultants, Inc. 2008

  37. Things we can do... • Give priority to those activities that best support the mission and reflect the Values. • Reward outcomes not methods. • What gets talked about at your organizational meetings? • Affirm & commend those whose behavior best reflects the Values. • What gets rewarded gets done. • Learn and understand how change occurs • externally motivated • internally motivated (C) Target Consultants, Inc. 2008

  38. Growing Winning Teams • Optimally functioning winning teams have a common set of Values that all members can at least in part agree upon. • Members of winning teams do two things: • 1) They amplify and illuminate their own strengths. • 2) They allow others on the team to amplify and illuminate their strengths, even if those strengths are different... (C) Target Consultants, Inc. 2008

  39. Values data for NAFAAnnual Convention - 2008 (C) Target Consultants, Inc. 2008

  40. NAFA – 2008 Mean Scores (C) Target Consultants, Inc. 2008

  41. Values in Rank-order Util./Economic 50 Social / Altruistic 46 Theoretical 44 Individualistic 42 Trad./Regulatory 38 Aesthetic 30 Top Values Drives for NAFA (C) Target Consultants, Inc. 2008

  42. NAFA Values Report: • Our Top Values Drives… in order • Move to the area of your highest Values score • Discuss (briefly) the Strengths of that Values theme • Choose one STRENGTH from the report to share with the full group • These are the Strengths of NAFA!! (C) Target Consultants, Inc. 2008

  43. Hard Questions for ReflectionAs a Leader… Theoretical - What are you doing to learn and grow intellectually? Utilitarian - What are you doing to be a steward of the revenue clock ticking over everyone’s shoulders? Aesthetic - What are you doing to create an environment of harmony, form, and creativity for your company? (C) Target Consultants, Inc. 2008

  44. Hard Questions for ReflectionAs a Leader… Social - What are you doing to help those who aren’t leaders? Individualistic - What are you doing to create a unique position for your company in the marketplace? Traditional - What are you doing to maintain a sense of order and structure to your company’s operations? (C) Target Consultants, Inc. 2008

  45. VALUES: Face Validation Score your responses: • I am in the air filtration profession because I … • I came to the Convention because I … • I came to this session because I … Indicate the Values Theme for each response: Th U A S I Tr ZNDR (C) Target Consultants, Inc. 2008

  46. Top Sales People Economic 74% Individual 11% Political 9% Theoretical 5% Altruistic 1% Regulatory 0% Top Customer Serv. Altruistic 65% Theoretical 21% Individual 7% Economic 5% Regulatory 1% Political 1% Leadership Values --Other National Research... (C) Target Consultants, Inc. 2008

  47. Mid-Top Managers Economic Individualistic Theoretical Life Insur. Sls. Mgrs Economic Theoretical Individualistic Bankers Economic Individualistic Traditional / Reg. Engineers Theoretical Individualistic Economic Leadership Values --Other National Research... (C) Target Consultants, Inc. 2008

  48. Higher Education Theoretical Altruistic Individualistic Hospitality Individualistic Altruistic Theoretical Legal Theoretical Political Economic Retail Individualistic Political Economic Leadership Values --Other National Research... (C) Target Consultants, Inc. 2008

  49. The Productivity of Teams Research shows that the ability of people on software teams to work together is by far themost important factor in productivity. Yet most technical training concentrates on much lower value skills. (Research at TRW, GTE, and IBM) Source: Software Cost Estimation withCOCOMO IIDr. Barry W. Boehm et al. Prentice-Hall PTR 2000 (C) Target Consultants, Inc. 2008

  50. Can I get these Values reports for my employees? • Yes, information is in your packet of handouts. • Special rate between now and end of year. (After that time, a courtesy rate still applies for NAFA members.) (C) Target Consultants, Inc. 2008

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