Powerful Tools For Leaders

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Powerful Tools for Leaders –

Top Five Tools You Cannot

Afford to be Without

Naomi Caietti, PMP

Danelle Peddell, PMP

Connie Figley, PMP

Jo Ferguson, PMP

Friday, 5 October 2:15 – 3:45 PM

Kathy Miller, PMP



“Leadership and learning are

indispensable to each other.”

- John F. Kennedy



Agenda

• Levels of Leadership – Danelle Peddell

• Accelerate Your Performance Using Emotional

Intelligence – Kathy Miller

• Growing Others – Connie Figley

• Managing Conflict – Jo Ferguson

• Continuous Growth & Development – Naomi

Caietti

• Interactive Sessions



“Be yourself, who else is better

qualified.”

- Frank J. Giblin II



Levels of Leadership

Danelle Peddell, PMP

VP Volunteers & Programs, PMI South Western Ontario Chapter

2007 Leadership Institute Masters Graduate



• Think of someone you would consider a good leader

• Write down their qualities

• Why are they followed?





Position

Permission

People Development

Production

Personhood

Source: John Maxwell: Leadership 101, Thomas Nelson Publishers, 2002 by Maxwell Motivation Inc., page 72




Level 1 - Position

• People follow because they have to

• Limited by job description

• Thrive on organizational charts, always asking ‘who do

they report to’

• The ‘boss’ and only the boss

• Believes blame game = problem solving

• Typically not effective in a volunteer organization




Level 2 - Permission

• People follow because they want to

• Can be hardest level – requires the ‘softer’ stuff

• You can love people and not lead them, but you cannot lead

people without loving them

• Build solid, lasting relationships

• Build solid, lasting relationships




Level 3 - Production

• People follow because of what you have done for the

organization

• Turnover low, commitment high

• Goals are happening, things are getting done

• Leading is fun! Problems overcome with minimum effort

• Results are evident, published – strong metrics orientation

• Get together with goal of accomplishing an objective




Level 4 - People Development

• People follow because of what you have done for them

• A true leader is great because of ability to empower others

• Recognition by team consistently demonstrating superior

performances

• Followers are loyal to the leader




Level 5 - Personhood

• People follow because of who you are and what

you represent

• Leadership mastery- level reserved for those people larger than

life itself!

• Leaders can spend all their professions leading and never get

here

• Followers will sacrifice much



Moving Up

• What level is your good leader at?

• What level are you at today?

• Ensure own needs are met

• Ask for feedback (those whose opinions you value)

• Hear, understand, respond to and act upon next 4 tools




Position

Permission

People Development

Production

Personhood

Source: John Maxwell: Leadership 101, Thomas Nelson Publishers, 2002 by Maxwell Motivation Inc., page 72


What level do you want to be at?

• PMI

• Professional

• Personal

Take it to the next level!



“The pessimist complains

about the wind. The optimist

expects it to change. The leader

adjusts the sails.”

- John Maxwell



Accelerate Your Performance

Using Emotional Intelligence

Kathy Miller, PMP

Director-at-Large, PMI Atlanta Chapter




What is Emotional Intelligence?

The ability to monitor one’s own and others

emotions, to discriminate among them, and to

use the information to guide one’s thinking

and actions.

- Daniel Goleman



Emotional Intelligence Domains

Self Awareness

Ability to understand your emotions

and

their effect on others

- Goleman et al, Primal Leadership



Emotional Intelligence Competencies

Self Awareness Competencies

– Emotional self awareness

– Accurate self-assessment

– Self confidence




Self Management

Ability to control impulses

and

suspend judgment

“Think before acting”




Self Management Competencies

– Emotional self-control

– Transparency

– Adaptability




Self Management Competencies cont’d

– Achievement

– Initiative

– Optimism




Social Awareness

Empathy, awareness of others emotions




Social Awareness Competencies

– Empathy

– Organizational awareness

– Service




Social Skills

Managing relationships with others




Relationship Management Competencies

– Inspirational leadership

– Influence

– Developing others

– Change catalyst




Relationship Management Competencies cont’d

– Conflict management

– Building bonds

– Teamwork and collaboration



Emotional Intelligence - How savvy are you?- CIO magazine, March 1, 2003

You are in a meeting in which executives are

discussing the company’s ERP implementation when

the VP of supply chain takes credit for work you did.

What do you do?



Emotional Intelligence - How savvy are you?- CIO magazine, March 1, 2003

A. Confront the VP right then and there. After all, you are no pushover, and it is not fair that he get the credit you deserve.

B. After the meeting, take the VP aside and tell him that you would appreciate it if in the future he would credit you when speaking about the work.

C. You do not do anything. You hate conflict, and you know nothing would be gained either by making a scene or by confronting the VP.

D. After the VP speaks, thank him for the work he did and give the group more specific details about what you were trying to accomplish and the challenges you overcame.



The Credit Stealing ColleagueBy demonstrating an awareness of work place dynamics, publicly recognizing your own accomplishments in a non-threatening manner will disarm your colleague. Public confrontations can be ineffective and may look like poor sportsmanship on your part. Although less threatening, private confrontations are also less effective in that they will not help your personal reputation.

A. 0 points – Immediately and publicly confront the colleague over the ownership of your work.

B. 5 points – After the meeting, take the colleague aside and tell him that you would appreciate in the future, that he credit you when speaking about your work

C. 0 points – Nothing it is not a good idea to embarrass colleagues in public.

D. 10 points – After the colleague speaks, publicly thank him for referencing your work and give the group more specific detail about what you were trying to accomplish.



Emotional Intelligence (EI) Tools,

Tips and Techniques

1. Take responsibility for yourself – your

thoughts, feelings and choices



EI Tools, Tips and Techniques

2. Turn up the volume on your empathy and

become accepting.




3. Stop attributing negative intent to what

others say




4. Build high Emotional Intelligence of team



“Leaders must be close enough

to relate to others, but far

enough ahead to motivate

them.”

- John Maxwell



Growing Others

Connie Figley, PMP

Component Services Member Advisory Group




Growing Others

“I start with the premise that the function of

leadership is to produce more leaders, not

more followers.”

- Ralph Nader



Growing OthersMotivating & Empowering

Definitions

Motivate: To provide with an incentive; move

to action; impel

Empower: 1) To invest with power; 2) To

equip or supply with an ability; enable

Source: The American Heritage® Dictionary of the English Language, Fourth Edition. Houghton Mifflin

Company, 2004.



What is the difference?

• Internal drive to get results• External force

• Internal happiness• Making people want to work

• Authority to act• Lack of authority

• Ownership• Lack of ownership

EmpowerMotivate

Growing OthersMotivating & Empowering



Growing OthersEmpowerment

Have you ever been in a situation of having

“all the responsibility but none of the

authority”?

To empower someone you need to give them

the authority and keep or share the

responsibility.



Growing Others

“One is too small a number to achieve

greatness.”

- John C. Maxwell



Growing OthersMentoring

• What is it?

• Why is it important?

• How do you do it?




• Many other terms are used to describe

similar activities to mentoring

– Coaching, equipping, counseling, teaching, etc.

Definition:

• Mentor: To serve as a trusted counselor or

teacher, especially in occupational settings.

Source: The American Heritage® Dictionary of the English Language, Fourth Edition. Houghton Mifflin

Company, 2004.




• Why do it?

– People who are not growing and developing in

their jobs – leave.

– Developing your people makes you a better

leader

– Individuals who become better leaders become

mentors themselves



Growing OthersMentoring Tips and Techniques

• Actively seek out opportunities to mentor

• Maximize mentoring as a learning experience

• Be engaged as a mentor

• Know your strengths and challenges as a mentor

• Know your team; those you are mentoring

• Find a mentor for yourself



“Great leaders are almost

always great simplifiers, who

can cut through argument,

debate, and doubt to offer a

solution everybody can

understand.”

- General Colin Powell



Managing Conflict

Jo Ferguson, PMP

VP Membership, Columbia River Basin Chapter




Conflict

• Conflict is increasingly intense disagreement

• Conflict is not necessarily bad

• Leaders in teams need to learn to recognize

conflict:

– Before it starts

– During the conflict



A Conflict Model

• Stage 1 - Communication is open,

although both disagree

• Stage 2 - Communication is

partially closed, although the

problem is still being considered

• Stage 3 - Communication is

closed and the only objective is to

protect self-worth

Sender Problem Receiver

The Problem

The Problem

The Problem

Source: Adapted from work originally published by Dr. Elias H. Porter and the Personal Strengths Publishing, Inc.



Strong Will

We all know strong will when we see it:

“Whenever I am backed into a corner and told “Do it or else”,

I simply ‘else’, I may not be confrontational or loud, but I

know there is nothing I really have to do – except die,

which I am willing to do. And since I’m willing to die and

you’re not, I win (Okay, I’m dead, but I win).” - Cynthia

Ulrich Tobias, You can’t Make Me (But I can be

Persuaded)



• Know when your strong will is engaged

• Know when strong will is engaged in others

• When someone engages your strong will, do not

challenge - make a temporary truce

• When you see two strong wills engaged in your

team members, carefully take action

• Remember that strong will can be a positive force

Engaged Strong Will is Not Conflict



Communication Issues May Not

Indicate Conflict

Data Data

Data

Communication from the same point of

view - Agreement is highly likely, even if

it looks like violent disagreement

Communication from

different points of view

– Conflict is highly

likely, so a common

vision is necessary



Recognizing Strong Will Versus

Communication Issues• Strong will or communication issues can look like

conflict, but have subtle differences

• Tools to recognize the differences:

– Learn to listen to your body

– Listen effectively

• Words

• Tone

• Pitch

– Watch others’ body language



Tips to Manage Conflict

• Recognize the difference between strong will,

communication issues, or conflict

• Understand and know yourself and your team

members

• Acknowledge the conflict

• Control your emotions, but legitimize the feelings of

team members

• Recognize the stage of conflict that people are in

• Help conflicted team members focus on the other, the

problem, and themselves



• Tell your team know how you deal with conflict

• Involve the entire group to resolve conflict

• Make sure that your project team is aligned

• Take a time-out and allow the team members to disengage

• Bottom line: reflect, reflect, reflect

• Remember, conflict can be positive or negative – learn to

use it wisely

More Tips to Manage Conflict



“You don't just stumble into

your future. You create your

own future.”

- Roger Smith



Continuous Growth and

Development

Naomi Caietti, PMP

PMI Professional Awards Member Advisory Group

PMI ISSIG Assistant Director Component Affairs




“To master or thrive on change, we need to

embrace perpetual growth and development,

continuous learning, and constant

improvement. That's the stuff true change

leadership is made of.”

Continuous Growth and Development

Source: Jim Clemmer's article, "Mastering Change Through Continuous Growth, Learning, and Improvement"



Benefits of Leadership Tools

Continuous Learning�Continuous Growth and

Development

Adaptability�Managing Conflict

Development�Growing Others

Self Awareness�Emotional Intelligence

Flexibility�Levels of Leadership

BenefitsTools



Personal Vision

• Definition #1: What you want to be, do, feel,

think, own, associate with, and impact by some

date in the future

• Definition #2: Senge defines personal

vision as what you want to create of

yourself and the world around you

http://www.mentoringgroup.com/html/articles/mentee_2.html CCC/THE MENTORING GROUP,

www.mentoringgroup.com, 13560 Mesa Drive, Grass Valley, CA 95949, USA, Phone: 530.268.1146 Fax:

530.268.3636 e-mail: [email protected]



Why Should You Create a

Personal Vision?

• It is YOUR unique leadership strategy

• Showcases your greatest passions in life

• Motivates you to inspire those around you to reach

their own dreams

• Encourages you to define your path to success

personally and professionally



Tips on Continuous Learning

Hone Your Personal Leadership Style

• Find a mentor

• Mentor other component volunteers or leaders

• Read or listen to leadership books

• Participate in webinars, podcasts, and educational

training for personal improvement

• Establish your own rules of engagement



Tips on Continuous Learning

continuedStretch and Grow

• Step out of your safety zone without a net!

– Develop new skills

– Network with leaders who are in positions you aspire to

– Take on new responsibilities

• Take time out for reflection

• Maintain balance in your life



Execution – Five Tools

• Begin your journey of self discovery and celebrate your level of leadership

• Manage your emotions as well as others and lead your teams and organizations with a calmer focus

• Develop more leaders through mentoring.

• Understand and recognize conflict in order to adaptand lead your team to focus on the problem and themselves to find the best solution

• Grow and develop your leadership skills one day at a time and you will become a better leader

Documents

Powerful Tools For Leaders