Leadership Essentials Leadership: Why, Who, What Leadership & Management Leadership Practices

Leadership EssentialsLeadership Essentials

Leadership: Why, Who, WhatLeadership: Why, Who, What

Leadership & ManagementLeadership & Management

Leadership PracticesLeadership Practices

Leadership is on the AgendaLeadership is on the Agenda

Senior university leaders have identified Senior university leaders have identified ‘increasing leadership capacity’ and ‘increasing leadership capacity’ and ‘capacity for leading change’ as high ‘capacity for leading change’ as high priorities priorities

Talk throughout the university community Talk throughout the university community is about needing ‘more leadership’ is about needing ‘more leadership’


Conference Board of Canada: Canadian Conference Board of Canada: Canadian organizations are falling short on organizations are falling short on leadership capabilities leadership capabilities only 2% of organizations believe they have only 2% of organizations believe they have

the leadership capacity to implement major the leadership capacity to implement major changechange

only 26 to 34% of companies believe they only 26 to 34% of companies believe they have general leadership capability needed to have general leadership capability needed to manage new and complex challengesmanage new and complex challenges


We hold out hope that ‘leaders’ will re-We hold out hope that ‘leaders’ will re-motivate us and remove some deeply motivate us and remove some deeply entrenched cultural challenges - such as entrenched cultural challenges - such as low moralelow morale

Leadership Gets ResultsLeadership Gets Results Harvard Business ReviewHarvard Business Review dedicated an dedicated an

issue to the topic of Leadership in 2001issue to the topic of Leadership in 2001 Goleman’s work, cited in Goleman’s work, cited in HBRHBR, and in , and in

Primal LeadershipPrimal Leadership shows that shows that leadership can influence climate and leadership can influence climate and business results:business results: employee commitmentemployee commitment financial bottom linefinancial bottom line customer satisfactioncustomer satisfaction

Leadership: WhoLeadership: Who

Each and every one of us can be a ‘leader’Each and every one of us can be a ‘leader’ Leadership is a choice, a personal Leadership is a choice, a personal

responsibility, and it reflects an interest in responsibility, and it reflects an interest in wanting to make a differencewanting to make a difference ““Companies need to create a context that allows Companies need to create a context that allows

each employee to lead, within his or her sphere each employee to lead, within his or her sphere of influence” of influence” Conference Board of CanadaConference Board of Canada

““We can liberate the leader in everyone”We can liberate the leader in everyone”Jim Kouzes and Barry PosnerJim Kouzes and Barry Posner

Who are your leadership role Who are your leadership role models?models?

Leadership Role ModelsLeadership Role Models

Family Members……………….….40%Family Members……………….….40% Teacher or coach……………….…26%Teacher or coach……………….…26% Community leader………………...11%Community leader………………...11% Business leader…………………….7%Business leader…………………….7% Political leader………………………4%Political leader………………………4% Professional athlete……………...…3%Professional athlete……………...…3% Entertainer……………………..…… 2%Entertainer……………………..…… 2% None/not sure/other…………………7%None/not sure/other…………………7%

Source: Public Allies Survey 1998Source: Public Allies Survey 1998

Leadership: What?Leadership: What?

What was working before is not working What was working before is not working now - new qualities and skills are now - new qualities and skills are needed to address today’s challengesneeded to address today’s challenges

There are common leadership practices There are common leadership practices and competencies across models and competencies across models

Important to focus on leadership Important to focus on leadership capabilities that support organizational capabilities that support organizational priorities and strategiespriorities and strategies

Leadership WhatLeadership What

Need to focus on traditional management Need to focus on traditional management competencies AND leadership competencies AND leadership competenciescompetencies ““Organizations are over managed and Organizations are over managed and

underled” - Kotterunderled” - Kotter ““The leadership shortfall continues to be in The leadership shortfall continues to be in

the ‘soft skills’ - understanding, inspiring, and the ‘soft skills’ - understanding, inspiring, and engaging people and ability to anticipate and engaging people and ability to anticipate and response to change - Conference Boardresponse to change - Conference Board

So, What is LeadershipSo, What is Leadership

Leadership is communicating Leadership is communicating people’s worth and potential so people’s worth and potential so

clearly that they are inspired to see clearly that they are inspired to see it in themselves.it in themselves.

Stephen Covey Stephen Covey

So, What is LeadershipSo, What is Leadership

The most significant contributions leaders The most significant contributions leaders make are not to today’s bottom line - they make are not to today’s bottom line - they

are to the long term development of are to the long term development of people and institutions that adapt, prosper people and institutions that adapt, prosper

and grow.and grow. Jim Kouzes and Barry PosnerJim Kouzes and Barry Posner

Leadership appears to be the art of Leadership appears to be the art of getting others getting others to wantto want to do to do

something you are convinced something you are convinced should be done.should be done.

V. PackardV. Packard

Breakthrough LeadershipBreakthrough Leadership

Leadership’s First Commandment: Know Leadership’s First Commandment: Know ThyselfThyself

Leadership’s Second Commandment: Leadership’s Second Commandment: Relationships - Know Others Relationships - Know Others

Leadership’s Third Commandment: Be Leadership’s Third Commandment: Be able to plan and to doable to plan and to do

When you think of a leader and you think When you think of a leader and you think of a manager, do you think of the same or of a manager, do you think of the same or different people?different people?

MANAGE FROM THE LEFT…...LEAD FROM THE RIGHTMANAGE FROM THE LEFT…...LEAD FROM THE RIGHT

Management:

Planning and Budgeting

Organizing and Staffing

Controlling and Problem-Solving

Producing Predictability and Order

Leadership:

Establishing Direction

Aligning People

Motivating and Inspiring

Producing Change


Management:

is about copying and maintaining the status quo

is about efficiency

is about how

is about controls, procedures, policies

is about hierarchy

is mechanistic

Leadership:

is about innovating, initiating and creating

is about effectiveness

is about what and why

is about trust

is about teams, collaboration

is holistic


Management & LeadershipManagement & Leadership

Managers do the right things, leaders do Managers do the right things, leaders do things right. things right.

Warren BennisWarren Bennis

What is the leadership research What is the leadership research telling us?telling us?

J. Kouzes and B. Posner, authors of J. Kouzes and B. Posner, authors of The The Leadership Challenge, sLeadership Challenge, studied how tudied how ordinary people accomplished ordinary people accomplished extraordinary things in organizationsextraordinary things in organizations

Found leadership is a pattern of behaviour Found leadership is a pattern of behaviour that can be developed - it is 'learnable’that can be developed - it is 'learnable’

Demonstrated that those who engage in Demonstrated that those who engage in these behaviours are more effective and these behaviours are more effective and successfulsuccessful


Model the WayModel the Way Challenge the ProcessChallenge the Process Inspire Shared VisionInspire Shared Vision Enable Others to ActEnable Others to Act Encourage the HeartEncourage the Heart


MODELMODEL THETHE WAYWAY Find your voice by clarifying your personal Find your voice by clarifying your personal

valuesvalues Set the example by aligning actions with Set the example by aligning actions with

shared valuesshared values

Modelling - Credibility FactorModelling - Credibility Factor

What is credibility and what What is credibility and what does it look like?does it look like?

DWYSYWDDWYSYWD

‘‘Make a statement with your Make a statement with your life that’s consistent with life that’s consistent with

your heart, that gives voice your heart, that gives voice to what you really feel is to what you really feel is

important.”important.”

John Robbins, John Robbins, Founder,EarthSave InternationalFounder,EarthSave International

MY LIFE IS MY MESSAGEMY LIFE IS MY MESSAGE

• GANDHIGANDHI


CHALLENGE THE PROCESSCHALLENGE THE PROCESS Search for opportunities by seeking Search for opportunities by seeking

innovative ways to change, grow, and innovative ways to change, grow, and improveimprove

Experiment and take risks by constantly Experiment and take risks by constantly generating small wins and learning from generating small wins and learning from mistakesmistakes

Challenge the ProcessChallenge the Process

PioneersPioneers Risk-takersRisk-takers TruthtellersTruthtellers

Challenge the ProcessChallenge the Process

I did not get on the bus to get arrested. I I did not get on the bus to get arrested. I got on the bus to go home.got on the bus to go home.

There had to be a stopping place, and this There had to be a stopping place, and this seemed to have been the place for me to seemed to have been the place for me to stop being pushed around and to find out stop being pushed around and to find out what human rights I had, if any.what human rights I had, if any.

• Rosa ParksRosa Parks


INSPIRE A SHARED VISIONINSPIRE A SHARED VISION Envision the future by imagining exciting and Envision the future by imagining exciting and

ennobling possibilitiesennobling possibilities Enlist others in a common vision by appealing Enlist others in a common vision by appealing

to shared aspirationsto shared aspirations

Do you inspire or expire others?Do you inspire or expire others?

Leaders take us somewhere we have Leaders take us somewhere we have never beennever been

Vision without action is merely a Vision without action is merely a dream. Action without vision dream. Action without vision just passes the time. Vision just passes the time. Vision PLUS action can change the PLUS action can change the

world.world.

• Joel BarkerJoel Barker


ENABLE OTHERS TO ACTENABLE OTHERS TO ACT Foster collaboration by promoting cooperative Foster collaboration by promoting cooperative

goals and building trustgoals and building trust Strengthen others by sharing power and Strengthen others by sharing power and

discretiondiscretion

Leaders don’t achieve success by Leaders don’t achieve success by themselves ANDthemselves AND

they acknowledge it - they use the word they acknowledge it - they use the word ‘we’‘we’


ENCOURAGE THE HEARTENCOURAGE THE HEART Recognize contributions by showing Recognize contributions by showing

appreciation for individual excellenceappreciation for individual excellence Celebrate the values and victories by creating Celebrate the values and victories by creating

a spirit of communitya spirit of community

Do you need Do you need encouragement to encouragement to perform your best?perform your best?

When you get When you get encouragement do encouragement do

you want to perform you want to perform at your best?at your best?

Leadership Practices Inventory: Leadership Practices Inventory: ResearchResearch

Conducted by J. Kouzes and B. Posner, Conducted by J. Kouzes and B. Posner, authors of authors of The Leadership ChallengeThe Leadership Challenge

Studied how ordinary people accomplished Studied how ordinary people accomplished extraordinary things in organizationsextraordinary things in organizations

Found leadership is a pattern of behaviour Found leadership is a pattern of behaviour that can be developed - it is 'learnable’that can be developed - it is 'learnable’

Demonstrated that those who engage in Demonstrated that those who engage in these behaviours are more effective and these behaviours are more effective and successfulsuccessful

The The Instrument:Instrument:

30 behaviour based statements30 behaviour based statements 5 distinct practices:5 distinct practices:

Modeling the Way Modeling the Way Challenging the ProcessChallenging the Process Inspiring a Shared VisionInspiring a Shared Vision Enabling Others to ActEnabling Others to Act Encouraging the HeartEncouraging the Heart

About the LPIAbout the LPI

Strong reliability and validityStrong reliability and validity Measures leadership behaviour Measures leadership behaviour not IQ, personality, style or not IQ, personality, style or management skillsmanagement skills

Provides feedback on how Provides feedback on how frequently you engage in these frequently you engage in these leadership behavioursleadership behaviours

Observers Perceptions of People Who Use Observers Perceptions of People Who Use the LPI Behavioursthe LPI Behaviours

More effective in meeting the More effective in meeting the demands of the jobdemands of the job

More successful in representing their More successful in representing their units to senior managementunits to senior management

Create higher performing teamsCreate higher performing teams Foster loyalty and commitmentFoster loyalty and commitment

Observers Perceptions of People Who Observers Perceptions of People Who Use the LPI BehavioursUse the LPI Behaviours

Increase motivation ad willingness to Increase motivation ad willingness to work hardwork hard

Reduce absenteeism, turnover, drop Reduce absenteeism, turnover, drop outout

Posses high degrees of personal Posses high degrees of personal credibilitycredibility

The FEEDBACK - YOUR PROFILEThe FEEDBACK - YOUR PROFILE

DIFFERENCES IN SELF & OBSERVER DIFFERENCES IN SELF & OBSERVER SCORESSCORES

Some people may not work with you face to faceSome people may not work with you face to face Some people may not know you as wellSome people may not know you as well You may really behave differently in different You may really behave differently in different

situationssituations People may have different expectations of youPeople may have different expectations of you Frequency scales are open to interpretationFrequency scales are open to interpretation

What is important is that people perceive consistency between what you say What is important is that people perceive consistency between what you say you will do and what you actually do. you will do and what you actually do.

Top Ten Reasons for Rejecting FeedbackTop Ten Reasons for Rejecting Feedback

10. 10. My job makes me act that way; My job makes me act that way; I’m really not like that.I’m really not like that.

9. This was just a bad time to do this.9. This was just a bad time to do this.

8. All my strengths are right, but my 8. All my strengths are right, but my weaknesses aren’t.weaknesses aren’t.

7. Some one really has it in for me.7. Some one really has it in for me.

6. I used to be that way, but I’ve 6. I used to be that way, but I’ve changed recently.changed recently.

Top Ten Reasons for Rejecting FeedbackTop Ten Reasons for Rejecting Feedback

5.5. Nobody understands what I am Nobody understands what I am going through.going through.

4.4. This must be someone else’s This must be someone else’s report.report.

3.3. My raters didn’t understand the My raters didn’t understand the questions.questions.

2.2. They’re just jealous of my success.They’re just jealous of my success.

1.1. It is all accurate, but I just don’t It is all accurate, but I just don’t care!care!

WHAT DO YOU DO WITH THE WHAT DO YOU DO WITH THE FEEDBACKFEEDBACK

Whether you’re a beginning leader or a highly Whether you’re a beginning leader or a highly experienced one, you can improve your ability to experienced one, you can improve your ability to lead if you:lead if you:

Get feedback on how often you use the Get feedback on how often you use the behavioursbehaviours

Set goals for yourselfSet goals for yourself Practice the behavioursPractice the behaviours Then get more feedbackThen get more feedback And set new goalsAnd set new goals

TAKING THE FEEDBACK HOMETAKING THE FEEDBACK HOME Decide whether to share in a group or Decide whether to share in a group or

individuallyindividually Consider your comfort level, norms of your Consider your comfort level, norms of your

organization, comfort of those who gave you organization, comfort of those who gave you feedbackfeedback

Guidelines could include: Guidelines could include: prepare yourself & schedule a meetingprepare yourself & schedule a meeting protect anonymityprotect anonymity express gratitudeexpress gratitude describe the practices, your reaction, your describe the practices, your reaction, your

feedback and talk about strengths & areas for feedback and talk about strengths & areas for improvementimprovement

How We Learn LeadershipHow We Learn Leadership

Challenging Assigments 42%

Learning from Others 22%

Hardships 20%

Other Events 16%

How We Learn About How We Learn About LeadershipLeadership

Challenging AssignmentsChallenging Assignments ScopeScope Fix-itFix-it Start-upStart-up Line to StaffLine to Staff Projects and Task ForcesProjects and Task Forces


Learning from OthersLearning from Others Values being played outValues being played out Great and terrible role modelsGreat and terrible role models


Hardships Hardships Business Failures and MistakesBusiness Failures and Mistakes Demotions, Missed Promotions, Lousy JobsDemotions, Missed Promotions, Lousy Jobs Breaking a RutBreaking a Rut Personal TraumaPersonal Trauma Employee Performance ProblemsEmployee Performance Problems


Other Events Other Events Coursework and WorkshopsCoursework and Workshops First Supervisory ExperienceFirst Supervisory Experience Early WorkEarly Work Purely PersonalPurely Personal

DerailmentDerailment

Watch for ‘derailment’ possibilities:Watch for ‘derailment’ possibilities: problems with interpersonal relationshipsproblems with interpersonal relationships difficulty in making strategic transitionsdifficulty in making strategic transitions lack of follow-throughlack of follow-through overdependenceoverdependence strategic differences with senior leadersstrategic differences with senior leaders relying on ‘old’ skillsrelying on ‘old’ skills

Know Yourself - Inner WorkKnow Yourself - Inner Work

Brings into awareness all of who we are Helps break habitual patterns Taps into a well-spring of insight and inner

wisdom Contributes to improved focus and

concentration

Why Inner WorkWhy Inner Work

Help us recognize discrepancies between who we are and who we want to be

Involves acknowledging the 'shadow', the 'gremlins', our fears AND

Helps us discover more of our gifts Can deepen peace of mind and help us

master stress

Wisdom is equal to the amount of Wisdom is equal to the amount of time spent in reflection.time spent in reflection.

ThoreauThoreau

About Inner WorkAbout Inner Work

is a disciplined practice and a lifelong process

requires quiet time, space for contemplative thought, reflection, and of course, action

includes journaling, various types of meditation - such as mindfulness, creative processes

SilenceSilence

Listening to ourselves usually involves SILENCE

Silence is the first casualty of the Silence is the first casualty of the addiction of busynessaddiction of busyness..

Christinia FelmanChristinia Felman

Inner Work and Silence…Inner Work and Silence…

• Begin the process…...Begin the process…...• Ideally, go to a quiet place where you won’t be Ideally, go to a quiet place where you won’t be

disturbeddisturbed• Continue to practice paying attention to your body Continue to practice paying attention to your body

sensationssensations• Today, consider inner work, silence and your Today, consider inner work, silence and your

development….development….

1. My ideal self:

Who do I want to be?

Boyatzis’s Theory of Self-Directed Learning

2. My real self.

Who am I?

My strengths:

Where my ideal & real self overlap?

My gaps:

Where my ideal & real self differ?

3. My learning agenda:

Building on my strengths while reducing gaps

4. Experimenting:

With new behaviour thoughts & feelings

Practicing

the new behaviour, building neural pathways through mastery

5. Developing trusting relationships that help

support, & encourage each step in the process

Myers Briggs Type IndicatorMyers Briggs Type Indicator

A tool based on Carl Jung’s theory of A tool based on Carl Jung’s theory of personality and human consciousnesspersonality and human consciousness

An instrument popularized by Katherine An instrument popularized by Katherine Briggs and Isabel Briggs MyersBriggs and Isabel Briggs Myers

Most widely used personality preference Most widely used personality preference instrument in the worldinstrument in the world

The MBTI reflects individual preferencesThe MBTI reflects individual preferences A useful practical tool for understanding A useful practical tool for understanding

self and appreciating othersself and appreciating others

Energy Source:Energy Source:How a person is energizedHow a person is energized

Extraversion (E)Extraversion (E) Outer WorldOuter World People People ActionAction BreadthBreadth

Introversion (I)Introversion (I) Inner WorldInner World IdeasIdeas ReflectionReflection DepthDepth

PerceivingPerceivingWhat a person pays attention toWhat a person pays attention to

Sensing (S)Sensing (S) FactsFacts DetailsDetails ExperienceExperience PresentPresent

Intuition (N)Intuition (N) SymbolsSymbols PatternPattern TheoryTheory FutureFuture

Judging: Judging: How a person decidesHow a person decides

Thinking (T)Thinking (T) Non-personalNon-personal TruthTruth AnalyticalAnalytical ClarityClarity

Feeling (F)Feeling (F) PersonalPersonal ValuesValues ExperientialExperiential HarmonyHarmony

Lifestyle Orientation:Lifestyle Orientation:Approach to tasks and deadlinesApproach to tasks and deadlines

Judging (J)Judging (J) StructuredStructured DecisiveDecisive Seeks ClosureSeeks Closure PlannedPlanned

Perceiving (P)Perceiving (P) FlexibleFlexible Open-mindedOpen-minded Seeks OpinionsSeeks Opinions SpontaneousSpontaneous

Documents

Leadership Essentials Leadership: Why, Who, What Leadership & Management Leadership Practices