Prepared for the National Mentoring Summit Arlington, VA;
January 2014 Leadership To Transform the Mentoring Movement
Slide 2
"There are many people who think they want to be matadors, only
to find themselves in the ring with two thousand pounds of bull
bearing down on them, and then discover that what they really
wanted was to wear tight pants and hear the crowd roar. 2Greg
Owens, LMSW12/18/2013
Slide 3
3 Welcome Greg Owens, LMSW What You Should Walk Away With: A
framework for leadership work A better understanding of yourself as
a leader An understanding of low and high performance How to
diagnose for leadership & high performance work Leadership
functions, tools and competencies Ideas about where leaders spend
their time 12/18/2013
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Greg Owens, LMSW4 Traditional Leadership Mindset New Collective
Leadership Mindset 12/18/2013
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Greg Owens, LMSW5
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6 The Role of Leaders According to businessman & author Max
De Pree, whose leadership moved his company to the top of the
Fortune 500: The first responsibility of a leader is to define
reality. The last is to say thank you. In between the two, the
leader must become a servant and a debtor. Greg Owens,
LMSW12/18/2013
Slide 7
7 Leadership Exercise Think of a situation in which you believe
you were a successful leader. Write down some aspects of the
situation. What did you do? (2 Minutes) Share your experience with
a partner/group. Each person take 90 seconds to share. Greg Owens,
LMSW12/18/2013
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8 What is Leadership? Leadership is a body of work Everybody
has to do leadership work to get performance Its a journey; not a
destination. Greg Owens, LMSW12/18/2013
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Greg Owens, LMSW9
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10 What is the one thing that every leader must have? Greg
Owens, LMSW12/18/2013
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11 Followers ! Greg Owens, LMSW12/18/2013
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Greg Owens, LMSW12
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Outdated Models Boss/CEO Managers Workers Where and When Did
This Come From? 12/18/2013Greg Owens, LMSW13
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A Brief History Lesson Work Is Holistic 1800s Shoemaker Work Is
Compartmentalized 1900s Assembly Lines Factories Work Is Holistic
Again 2000s More Access to Information and Knowledge Global Fast
12/18/2013Greg Owens, LMSW14
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Why Do We Still Use It? 12/18/2013Greg Owens, LMSW15 Do We
Still Believe in an All Powerful Oz?
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The Nature of Change Then __________ Now 12/18/2013Greg Owens,
LMSW16
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17 Sir Ernest Shakleton Persons wanted for hazardous journey,
small wages, bitter cold, long months of complete darkness. Safe
return doubtful. Honour and Recognition in case of success. [In
London Newspaper, 1906] Greg Owens, LMSW12/18/2013
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18 Would you go on this voyage? Do you think that anyone did?
Greg Owens, LMSW12/18/2013
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My New Hero John Horse 12/18/2013Greg Owens, LMSW19
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1963 March on Washington A Lesson in Leadership and High
Performance 12/18/2013Greg Owens, LMSW20
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21 Leadership or Management? Greg Owens, LMSW12/18/2013
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22 Manager vs. Leader Competencies A Manager A Leader Has
short-range perspective.Has a long-range perspective Plans how and
whenAsks What? and Why? Eyes the bottom lineEyes the horizon
Imitates others.Originates. Accepts the status quo.Challenges the
status quo. Does things correctly.Does the correct thing. Seeks
continuity.Seeks change. Focuses on goals for improvement.Focuses
on goals of innovation. Power is based on position or
authority.Power is based on personal influence. Demonstrates skill
in technical competence.Demonstrates skill in selling the vision
Demonstrates skill in administration.Demonstrates skill in dealing
with ambiguity. Greg Owens, LMSW12/18/2013
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3 Kinds of Work Greg Owens, LMSW23 Leadership work Thinking
long-term Looking beyond your unit, grasping the relationships to
others Reaching and influencing constituents Putting emphasis on
vision or values Management Work Focusing on production and
process, monitoring quality and quantity Technical Work Doing the
actual work, performing the task, hands on 12/18/2013
Slide 24
Exercise Where Do You Spend Your Leadership Time? Think of a
typical week What kinds of activities did you do during the week,
by the day part (morning, afternoon, after school, after work) List
the activities by indicating whether they were leadership,
management or technical. (see chart on next slide) Take one
management or technical activity and think of how to turn it into a
leadership activity. 24Greg Owens, LMSW12/18/2013
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25 ActivityTML Greg Owens, LMSW12/18/2013
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26 Leadership Work Gets Better Performance Not Urgent Urgent In
High Performance, work is concentrated in Quadrants I and II QI QIV
QIII MoreImportant LessImportant LAST 3 rd 2 nd 1 st Crises
Deadline driven projects Pressing problems Prevention Capacity
building Relationship building QII Trivia, busy work Some phone
calls Time wasters Some meetings, some calls Proximate, pressing
matters Some reports, mail Where leaders spend their time Greg
Owens, LMSW12/18/2013
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27 Command Them Tell Them Sell them Teach Them Approaches to
Leading and Teaching Depth of Learning Level of commitment and
understanding by all those involved Capacity for continuous
generation of leaders Amount of time required LOW HIGH Greg Owens,
LMSW12/18/2013
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28 What is High Performance The leadership work that is done to
achieve targeted outcomes that improve the quality of life for our
customers Greg Owens, LMSW12/18/2013
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29 High Performance Why we strive for high performance A higher
moral purpose Customers lives, families, self sufficiency, and
communities well being. Create an organization that taps into the
energy of its employees around the well-being of children and
families. High stakes for low performance: children, adults, and
families at risk Greg Owens, LMSW12/18/2013
Slide 30
30 Lower Performance Organizations Management Philosophy and
Style Problem Driven Rule-bound; system focused Centralized control
of information, resources, decision making Communication generally
top down or not at all Few opportunities for participation or
interactions with management Often win/lose or adversarial mindset
internally and externally Ends and means often confused Authority
and Responsibility Top knows best Little risk taking;
territorial/isolated Parent/child interactions Fear and punishment
are primary motivators Disagreement seen as disloyal No self or
organizational renewal Competition in problem solving Short-term
perspective Quality not integrated into process/work methods Higher
Performance Organizations Management Philosophy and Style Vision
and value driven; well articulated and shared throughout the
organization Focus on customers Results based Communication,
decision making dispersed throughout the organization Information
used for problem-solving and self- guidance Win/win mindset
internally and externally Authority and Responsibility Each
individual takes responsibility for own actions; has a personal
sense of efficacy Adult/adult interactions Self-expression, making
a contribution are primary motivators Individual and organizational
renewal Collaboration in problem solving Larger, longer-term
perspective Continuous improvement mindset Markers of Performance
Greg Owens, LMSW12/18/2013
Slide 31
Exercise 4 Take a minute of I time and review the markers
Briefly discuss/describe them Select one marker from the red or low
performing side and describe why it is a concern for the
organization Select one from the purple or high performing side,
and discuss why it is a good thing or value add for the
organization Take one marker in the red, and discuss how to move it
to the purple or high performance 31Greg Owens, LMSW12/18/2013
Slide 32
32 Set Boundaries Set Direction Create Alignment Values Ideas
Energy/Edge High Performance Greg Owens, LMSW12/18/2013
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33 Quick Quiz !! What was the name of the star ship in the hit
TV series Star Trek? What was the mission of the captain & the
crew? Greg Owens, LMSW12/18/2013
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Space - the Final Frontier. These are the voyages of the
starship Enterprise. Its five-year mission: To explore strange new
worlds. To seek out new life and new civilizations. To boldly go
where no man has gone before. 34Greg Owens, LMSW12/18/2013
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35 Was this the original mission statement? Greg Owens,
LMSW12/18/2013
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36 This is Gene Roddenberry's initial mission statement This is
the adventure of the United Space Ship Enterprise. Assigned a five
year galaxy patrol, the bold crew of the giant starship explores
the excitement of strange new worlds, uncharted civilizations, and
exotic people. These are its voyages and its adventures. Greg
Owens, LMSW12/18/2013
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37 Justin Blacks contribution Space, the final frontier.
Endless. Silent. Waiting. This is the story of the United Space
Ship Enterprise. Its mission: a five year patrol of the galaxy. To
seek out and contact all alien life. To explore. To travel the vast
galaxy, where no man has gone before. A Star Trek. Greg Owens,
LMSW12/18/2013
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38 What Do You Know About Your Organization? What is the vision
of your work here? What are the Core Values of the organization?
How do you know this? Greg Owens, LMSW12/18/2013
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39 Leadership Exercise Think of someone that you followed. Why
did you follow them? What did they demonstrate or show you? What
did they believe? What would they not tolerate? Greg Owens,
LMSW12/18/2013
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40 Big Ideas Values Energy Edge Greg Owens, LMSW12/18/2013
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41 Big Ideas Encompassing, metaphorical; sets direction and
keeps people focused on the same goals; something everyone in the
organization can contribute to We wont have any nursing home that I
wouldnt put my mother in Every child will enter school ready to
learn Every child has a right to a childhood Greg Owens,
LMSW12/18/2013
Slide 42
Big Ideas I am the Greatest Lets put a man on the moon Let us
develop a kind of dangerous unselfishness. Each One Teach One
12/18/2013Greg Owens, LMSW42
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What is my best hope for the mentoring movement in America/the
World? 12/18/2013Greg Owens, LMSW43
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44 Big Ideas Must Be Clear Concise Consistent Compelling Greg
Owens, LMSW12/18/2013
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45 Quantum Ideas (aka BIG IDEAS) Incremental Ideas (aka little
ideas) Evolutionary Change Revolutionary Change Trans-formation
Continuous Improvement The Paradox of Ideas Greg Owens,
LMSW12/18/2013
Slide 46
Values Core values are traits or qualities that you consider
not just worthwhile, they represent an individual's or
organization's highest priorities, deeply held beliefs, and core,
fundamental driving forces. Core values define what your
organization believes and how you want your organization resonating
with and appealing to employees and the external world.
12/18/2013Greg Owens, LMSW46
Slide 47
47 Big Idea Exercise - Values Its 10 15 years in the future,
and you encounter someone you or your program mentored. What do you
want them to say about the experience? Greg Owens,
LMSW12/18/2013
Slide 48
48 If those statements or comments are your values statements,
and your belief about the people who came to you for help, then
what wont you tolerate? Edge-Exercise Greg Owens,
LMSW12/18/2013
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49 Edge What is your line in the sand about mentoring? What
wont you tolerate? What will cause you to take action to stop
something from happening? How will people know what your edge
decisions are? Greg Owens, LMSW12/18/2013
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50 Energy The thing that makes you go Yea Baby! The reason that
you come to work. The reason that you got into this business. What
energizes you? What energizes others around you?
(team/division/agency) What de-energizes you and others? What will
you do to stop the energy leaks? Greg Owens, LMSW12/18/2013
Slide 51
51 What are the things about this work that energize you? How
do you create, maintain and contribute to an environment where
people want to perform at their best? Energy-Exercise Greg Owens,
LMSW12/18/2013
Slide 52
52 Winning Organizations & Movements Have strong values
Everyone knows the values Everyone knows what they look like
Decisions are made that are consistent with the values The
organization finds ways to energize its members Edge decisions are
made & people can see when & where the tough calls are made
Greg Owens, LMSW12/18/2013
Slide 53
DEVELOP YOUR LEADERSHIP LENS Look for Places and Opportunities
to do More Leadership and High Performance Work 53Greg Owens,
LMSW12/18/2013
Slide 54
Diagnose Your Organizations Leadership System - Setting
Boundaries SYSTEM 0 Laissez Faire Mixed (mostly within technical
areas) Mixed (sometimes not set at all) Mixed (mostly on technical
issues) Higher Level (from outside organization) Mixed (positive
toward job but not org.) Mixed (poor to good) SYSTEM 1 Exploitative
Autocratic Down Only Top Down None Security Money Hostile Mediocre
SYSTEM 2 Benevolent Autocratic Mostly Down Top Down Little Status
Mixed (toward negative) Fair to Good SYSTEM 3 Consultative Up &
Down At Top, with Consultation Some Growth Recognition Mixed
(toward) positive Good to Excellent SYSTEM 4 Participative Up,
Down, and Sideways Group Participation Much Identity Achievement
Influence Favorable Excellent COMMUNI- CATION TEAMWORK EMPLOYEE
MOTIVATION EMPLOYEE ATTITUDES OUTPUT GOALS SET Developed by AHPSA
54Greg Owens, LMSW12/18/2013
Slide 55
Diagnose Leadership Philosophies; Find and Fill Leadership Gaps
With High Performance Work Greg Owens, LMSW5512/18/2013
Slide 56
56 Winning Leaders and Organizations Clearly articulate a set
of values for the entire organization Embody the values with their
own behavior Encourage others to apply the values in their own
decisions and actions Adapted from The Leadership Engine by Noel
Tichy Greg Owens, LMSW12/18/2013
Slide 57
Walking the Talk Walk the Talk o Values Children & families
are important Trust, openness, inclusiveness Actions Children &
families will be safe, have enough food, thrive, be successful
Children & families will be a part of the process Stumble the
Mumble o Values Children & families are important Trust,
openness, inclusiveness Actions People suffer, not enough to go
around, poverty, crime, etc. You make all of the decisions for the
children & families. They are not included 57Greg Owens,
LMSW12/18/2013
Slide 58
58 Aligning Values & Behaviors Not settling for achieving
results or honoring agency values. High Performance requires both!
Results No Values No Results No Values No Results Honoring Values
Results Honoring Values Greg Owens, LMSW12/18/2013
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59 The Nature of People Greg Owens, LMSW12/18/2013
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A good leader inspires people to have confidence in the leader,
a great leader inspires people to have confidence in themselves -
Eleanor Roosevelt 12/18/2013Greg Owens, LMSW60
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61 Leadership Tools Time Behavior Attention Decisions Greg
Owens, LMSW12/18/2013
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62 Where do you spend your leadership time? Greg Owens,
LMSW12/18/2013
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63 Leadership and Management in the Networked Talent Model
Leadership Level in Organization Percent of Time Top of the
Organization 1st Line Worker Time Horizon Longer)- Term Shorter)-
Term 0 % 100 % + Focus of Attention Task - Management Greg Owens,
LMSW12/18/2013
Slide 64
Behavior can Increase Leadership Capacity 64 You are a role
model your staff and your peers observe what you do. Be the leader
you want to be lead by. You can stop saying we/they about the field
vs. home office or between Divisions or between units or
facilities. You can stop complaining about other divisions, other
parts of the organization. Model respect being on time is one way
to do this. If your staff meetings are not focused on outcomes,
change them. Greg Owens, LMSW12/18/2013
Slide 65
Time and Attention You send a signal to everyone around you
about where you spend your time, about what is important. As a
manager/supervisor spend time where performance is not happening.
What meetings do you go to? Are they focused on outcomes? What do
you do with your meeting time? Going around the room for a report
out of what everyone did with their time is a waste of time. Ask
instead: "What did you do this week to accomplish the agency
mission? Whose help do you need? 65Greg Owens, LMSW12/18/2013
Slide 66
Do you take extra staff with you to meetings? Why? If it is for
teaching purposes it makes sense. Or, is it just wasting someone's
time? Do you spend time on leadership work? Performance? Outcomes?
Show people you value them. You are worth my time. 66Greg Owens,
LMSW12/18/2013
Slide 67
Assignments Give assignments that will get staff to develop new
behaviors about performance. Get them thinking about performance.
Volunteer for assignments that will build new skills. Ask for
expectation, directions and required outcomes. Set expectations,
give direction and require outcomes. Publicly reward contributions.
67Greg Owens, LMSW12/18/2013
Slide 68
Decisions How do you make decisions Which do you make that your
staff should make? Ask them. Link decisions to performance. Help
staff, teach staff to make better decisions. Spend time coaching.
Teach others how you make decisions. Spend an hour per week with
direct reports. Make this valuable time and show them it is
important by not allowing interruptions. Ask for some time with
your supervisor. 68Greg Owens, LMSW12/18/2013
Slide 69
69 Leadership Competencies Those discrete skills &
abilities that enable you to use the tools effectively. In order to
build capacity throughout the agency we need to assess what
behaviors and competencies we need to develop at the individual,
team and organizational level. Greg Owens, LMSW12/18/2013
Slide 70
70 Communicating Vision and Direction Promoting Ethics Leading
by Example Continuous Learning Strategic Thinking Decision Making
Systems Thinking Championing Innovation Organizational Astuteness
Interpersonal Communications Developing Leadership Team Leadership
Supporting the Community Greg Owens, LMSW12/18/2013
Slide 71
Exercise How many of these competencies do you (individual)
have? How many does my team (office, group) have? How many does the
organization (CATA) have? How will you work to get more
competencies for yourself, team and the organization? Greg Owens,
LMSW7112/18/2013
Slide 72
Championing Innovation ...Most companies are peppered with
people who are very quick to say no. Most newly hatched ideas are
shot down before they even have time to grow feathers, let alone
wings. In saying yes to all those who brought their ideas to me, I
was simply leveling the imbalance a bit. One yes in a sea of nos
can make the difference. Gordon MacKenzie. author of Orbiting the
Giant Hairball: A Corporate Fools Guide to Surviving with Grace.
72Greg Owens, LMSW12/18/2013
Slide 73
This is no time when the usual is suitable. Hip Hop Artist Mos
Def 12/18/2013Greg Owens, LMSW73
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74 Leaders Teach Act Like the Leader they want to be lead by
Have strong values Demonstrate those Values in their Behavior Greg
Owens, LMSW12/18/2013
Slide 75
Leaders have a Personal Narrative Whats Yours? Where is the
chaos in your leadership world? What does that place look like?
Where do you go from there? Questions posed at the Open Society
Foundation: Leadership and Sustainability Institute, Miami Fl.,
December 2013 12/18/2013Greg Owens, LMSW75
Slide 76
Leaders Are Great Communicators 76Greg Owens,
LMSW12/18/2013
Slide 77
Communication Exercise What is the current communication
strategy for your organization? What would the perfect
communication strategy for your organization look like? What is the
difference? 77Greg Owens, LMSW12/18/2013
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78 A problem well defined is half solved! Greg Owens,
LMSW12/18/2013
Slide 79
79 The Gap Analysis 1.Think of a situation that you would like
to change or improve. 2.What is it like now? Be as descriptive as
possible. 3.What would it be like if everything was perfect? 4.The
difference between bullets 2 & 3 is the gap. Greg Owens,
LMSW12/18/2013
Slide 80
80 Closing the Gap What will I do to begin to close the gap?
What does my team need to do? What resources do we need? Whose help
do we need? What do we want them to do? Does this align with other
work/projects/initiatives that are already underway? Greg Owens,
LMSW12/18/2013
Slide 81
81 Tomorrow What will you do tomorrow, or the next time that
you are at work, or school, to become a better leader and encourage
leaderful work? Greg Owens, LMSW12/18/2013
Slide 82
The greatest glory in living lies not in never falling, but in
rising every time we fall. Madiba 12/18/2013Greg Owens, LMSW82
