Downtown Denver Partnership

DOWNTOWN DENVER PARTNERSHIPLeadership Development Program

Shane D. Stowell, Psy.D.RHR International, LLP

Copyright ©2009 RHR International LLP. All Rights Reserved.2

Core Services− Executive Development− CEO Succession− Executive Selection and Integration− Management Due Diligence− Senior Team Effectiveness

Ph.D. level psychologists with business and leadership background− As Management Psychologists, we have a deep understanding of the

complexities of human behavior in business settings. As experienced business people, we know how to translate that perspective into practical and strategic value.

RHR INTERNATIONAL


Session 1

SESSION 1


Take five (5) minutes to organize yourselves into groups of 5 -7 people

who have something in common.

The catch . . . You can’t speak to each other and you must all know why you are together as a

group?

“COMMON DENOMINATOR” ACTIVITY


“Learning is not a spectator sport. We do not learn much by

just sitting and listening, memorizing prepackaged

assignments, and spitting out answers. We must talk about

what we are learning, write about it, relate it to past

experiences, and apply it to our lives. We must make what

we learn part of ourselves.”

“Seven Principles for Good Practice,” AAHE Bulletin, 1987, p.3

A.W. Chickering and Z.F. Gamson

TRUE LEARNING REQUIRES APPLICATION


Why did you choose to get involved

with the Leadership Program?

WHY ARE YOU HERE?


1. What do you hope to personally get from this Leadership

program?

2. What is one piece of advice you would share with the group

that would enhance the learning here today?

3. What are you afraid others here in this group will discover

about your leadership?

TABLE ACTIVITY


Session 2

SESSION 2


What stood out to you from the last session?

Any outstanding questions or lingering

questions?

FOLLOW-UP


1) On each table, you will find some implements to build a crossing.

2) Please take the next 10 minutes to work as a group and build

something that will span the mock river.

3) The goal is to build a crossing that can hold a five pound weight.

4) I will be coming around to watch how you tackle this problem.

ACTIVITY INSTRUCTIONS


•Are you listening to all points of view?

•Are you challenging your own assumptions?

•Group Think?

•Are you boxing yourself in too soon?•What is the cost benefit?•Are all scenarios being identified?

•Are you thinking broadly enough?

•Are you rushing to solutions?

•Are you narrowing too soon?

•Are you using the full talent range of your team?

•Are the right people doing the right tasks?

•Do you have buy-in?4.

Deciding and

Mobilizing

1. Framing

the Problem

2. Gathering Multiple Inputs

3. Analyzing

the Options

PROBLEM SOLVING MODEL


“What is it that makes a person a leader? Some would say it’s charisma, and you either have it or you don’t. Many leaders . . . couldn’t be described as particularly charismatic but nevertheless manage to inspire an enviable trust and loyalty among their followers. Through their abilities to get people on their side, they make changes in the culture of their organization and make their visions of the future real. How do they do it?”

Managing People is Like Herding Cats: Warren Bennis on LeadershipWarren Bennis, 1997, p. 107

LEADING VS. MANAGING


What words or concepts would you use to describe

the following?

Manager

Leader

NECESSARY BUT NOT SUFFICIENT!


Think of an experience that has powerfully contributed to your development as a leader.

−What were the features of the experience that gave it impact? (who, what, where, when?)

−What were the critical features about yourself that gave it impact?

“DEFINING MOMENT” EXERCISE


Possible Questions to Honestly explore?

o What do I want to get out of this program?

o What can I get from others in the program?

o What can I realistically commit to?

o What kind of leader do I want to be?

o Where do I want to be professionally? What does a career path look like for me?

o How does this program impact my career/professional development?

o Who do I need to involve to help me succeed?

o How can I help develop others?

GETTING THE MOST OUT OF YOUR DEVELOPMENT


LEADERS OFTEN FEEL ALONE, BUT NEED NOT LEAD ALONE.


1) Key Leadership Strengths:1) List as many core strengths as you can!2) Prioritize the top 5-7.

2) Personal Development Opportunities:1) Identify a few things you need to do differently (Stop, Start, Continue)2) Prioritize and only list the top (2-3) based on where you want to be long term.

3) Critical Next Steps to undertake in order to grow and develop in the

direction you want:1) What actions do you need to take?2) What experiences do you need in order to practice the skill?3) What is the timeline?

4) Who needs to be involved to help me succeed?1) Who should I involve to help me check progress?2) Who are the key stakeholders who can help me succeed?

LEADERSHIP DEVELOPMENT PLANS


Please bring your personal Development plan next session?

You will need to bring it every session for the rest of the program?

HOMEWORK


Session 3

SESSION 3


Any thoughts you want to share or discuss from last session?

Questions about development plans?

Take 5 minutes now to share your plan with someone next to

you?− Ask for their feedback about how you could make it more behaviorally

observable?− In essence, that means asking them if you didn’t know me and came to my

work in 6 months what could you tell I was doing this? If not, what do I need to do differently to make it so you could see that I was doing this?

FOLLOW-UP


HOW TO START A MOVEMENT

http://www.youtube.com/watch?v=V74AxCqOTvg

http://www.youtube.com/watch?v=V74AxCqOTvg


How does what you just saw apply

to giving and receiving Feedback?

FEEDBACK


① Feedback should be balanced.

② The intent must be help create behavioral change

targeted toward a strategic organizational need.

③ It must be synthesized and focused on a core issue.

④ Trust has to dominate the experience.

⑤ You have to listen without judging

WHAT MAKES FOR GOOD FEEDBACK?


1) Write down two questions or concerns you have regarding the issues of Millennial’s integrating into your

company specifically or the workplace in general? (5 Minutes)

2) Organize yourself into Triads (5 Minutes)

3) Swap Cards by Passing your questions to the right)

4) Gather Data (20-30 minutes)

1) Pair-up with someone else in the room. Capture their answers/ideas to the questions?

2) Rotate and Repeat two times!

5) Synthesize the Data by: (10 Minutes)

1) Key themes?

2) Why is it important to the person/organization?

3) Think about how you will lead the conversation to show respect and build trust?

6) Give Feedback (15 Minutes)

1) One person giving (Talking only)

2) One person receiving (Listening only)

3) One person taking notes (Capturing what is said)

7) Large Group Debrief (15 minutes)

FEEDBACK EXERCISE


WHAT DID YOU LEARN?


WHAT DID YOU LEARN (CONTINUED)?


Session 4

SESSION 4


Is there anything from last session that you would like to discuss?

Note to self in session 4 (Do Bush fire Exercise)− In session 5 do the rope team activity

FOLLOW-UP


www.rhrinternational.com

http://hbr.org/

www.views.washingtonpost.com/leadership

www.jimcollins.com

http://www.smartbrief.com/leadership/

http://www.ccl.org/leadership/index.aspx

LEADERSHIP RESOURCES

http://www.rhrinternational.com/


http://www.views.washingtonpost.com/leadership

http://www.jimcollins.com/


http://www.ccl.org/leadership/index.aspx

Documents

Downtown Denver Partnership