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Leader-myth

“Leading From Where You’re At” Eric Gregory Instructor Department of Homeland Security May 10 – 12, 2011. Leader-myth . If I’m not in charge I can’t lead; or not the top dog I can’t lead I’ll have control when I’m in charge People wont follow me because I’m not in a leadership position.

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Leader-myth

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  1. “Leading From Where You’re At” Eric GregoryInstructor Department of Homeland Security May 10 – 12, 2011

  2. Leader-myth • If I’m not in charge I can’t lead; or not the top dog I can’t lead • I’ll have control when I’m in charge • People wont follow me because I’m not in a leadership position

  3. Leadership is a choice, not a place you sit • The true measure of leadership is influence – nothing more, nothing less • Leadership is a dynamic process • Don’t wait for a position to start • Build relationships and gain influence naturally • Right to lead is earned individually with each person - John Maxwell

  4. “Runway” Leadership • Model the behavior you desire • Attitude • Communication skills • Emotional Intelligence • Character • Accountability • Leadership is a journey that starts where you are, not where you want to be

  5. People follow leaders… • Who care • Who lead with character • Who are competent • Who have commitment • This applies to ANY level of leadership

  6. Lead yourself well first • Manage your emotions – good EQ goes a long way • Manage your time – what’s the best use of your time? • Manage your priorities – have a ‘stop-doing’ list • Manage your energy – avoid energy drains • Manage your thinking – make time for constructive thinking • Manage your words – huge power in words • Manage your personal life – if you cant lead yourself, others may not want to partner with or respect you

  7. Team Member • Don’t wait for others to see your potential – live it • Bottom of the pecking order? You can still influence others • Leadership is about influence • Develop, develop, develop • Education [formal and experiential] • Dress for success • Basic skills • Writing, briefing, information management, time management

  8. Team Lead • Challenging role – extra responsibility with no authority • Should this stop you from acting like a leader? NO • It’s about influence • Get a mentor • Develop, develop, develop • How are your communication skills? • How’s your EQ? • Basics – see previous slide

  9. Supervisor • Arguably the most challenging job in any organization • Most day to day impact on the rest of the organization • Modeling behavior more important than ever • Take care of your people • Listen to your people • It’s still about influence • HR tools - you need them, get them early • Get a mentor, be a mentor • Develop, Develop, Develop

  10. Manager • Easy to get lost in new responsibilities • Remember where you came from • Stuck in the middle does not mean stuck as a leader • Prepare others for leadership • Listen to your people • Yes, it’s still about – influence • Get a mentor • Be a mentor • Develop, develop, develop

  11. SES • How are you serving your people? • What kind of atmosphere do you create? • Does it foster trust? Knowledge sharing? Solution seeking? • Listen to your people • Impact of ‘fire drill’ mentality on your organization • Vision – share it, let your people know your ‘why’ • Remember influence? • Get a mentor, be a mentor • Develop, develop, develop

  12. Develop, develop, develop • “The single biggest way to impact an organization is to focus on leadership development. 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 C. Maxwell

  13. Islands or Ponds? • What are the results of our actions? • Are we creating Islands of Excellence or Ponds of Stagnation? • Which one is your team becoming? • What’s your mission? How does what you do every day tie into that mission? • Do your people know how they fit into your mission?

  14. Conversational Leadership • “Conversations are the way workers discover what they know, share it with their colleagues, and in the process create new knowledge for the organization. In the new economy, conversations are the most important form of work… so much so that the conversation is the organization.” – Alan Webber: “What’s So New About the New Economy”

  15. Collective Knowledge • Collective knowledge is greater than any one of us • One is too small to achieve greatness • The knowledge to move forward is already present at your meetings; it’s harvesting the knowledge that’s the challenge • At ANY level, create conditions that will open up creativity and possibility. Instead of problem solvers, why not be possibility seekers? • Create new knowledge with your conversations

  16. Now is the time • If not now, when? If not us, who? • What would it look like to say NO to the usual way of doing things? • What would happen if we started to do things differently? • If you begin to take responsibility, you begin to move out of the victim mentality

  17. It’s two years down the road… • What success is your team celebrating? • What do you need to do to make that success happen? • What could your organization also be?

  18. Contact information • Eric.Gregory@hq.dhs.gov • 202-357-8419 – office • 202-379-8540 – bb

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