Presentation is loading. Please wait.

Presentation is loading. Please wait.

Haysville USD 261 Leadership Academy first, break all the rules What the World’s Greatest Managers Do Differently.

Similar presentations


Presentation on theme: "Haysville USD 261 Leadership Academy first, break all the rules What the World’s Greatest Managers Do Differently."— Presentation transcript:

1 Haysville USD 261 Leadership Academy first, break all the rules What the World’s Greatest Managers Do Differently

2 Haysville USD 261 Leadership Academy

3 a vision for schools "Which elements will attract only talented employees and keep them, and which elements are appealing to every employee, the best, the rest, and the ROAD (retired on active duty) warriors?" (p. 26).

4 Haysville USD 261 Leadership Academy a vision for schools Best Rest ROAD

5 Haysville USD 261 Leadership Academy question #1 Do I know what's expected of me at work?

6 Haysville USD 261 Leadership Academy question #2 Do I have the materials and equipment I need to do my work right?

7 Haysville USD 261 Leadership Academy question #3 At work, do I have the opportunity to do what I do best every day?

8 Haysville USD 261 Leadership Academy question #4 In the last seven days, have I received recognition or praise for doing good work?

9 Haysville USD 261 Leadership Academy question #5 Does my supervisor, or someone at work, seem to care about me as a person?

10 Haysville USD 261 Leadership Academy question #6 Is there someone at work who encourages my development?

11 Haysville USD 261 Leadership Academy question #7 At work, do my opinions seem to count?

12 Haysville USD 261 Leadership Academy question #8 Does the mission/purpose of my company make me feel my job is important?

13 Haysville USD 261 Leadership Academy question #9 Are my co-workers committed to doing quality work?

14 Haysville USD 261 Leadership Academy question #10 Do I have a best friend at work?

15 Haysville USD 261 Leadership Academy question #11 In the last six months, has someone at work talked to me about my progress?

16 Haysville USD 261 Leadership Academy question #12 This last year, have I had opportunities at work to learn and grow?

17 Haysville USD 261 Leadership Academy why do people leave?

18 Haysville USD 261 Leadership Academy why do people leave? "People leave managers, not companies...in the end, turnover is mostly a manager issue" (p. 33).

19 Haysville USD 261 Leadership Academy why do people leave? "An employee may join…lured by their generous benefits package and their reputation for valuing employees. But it is (the) relationship with (the) immediate manager that will determine how long…and how productive" (p. 36).

20 Haysville USD 261 Leadership Academy why do people leave? "The longer your lower-level needs remain unmet, the more likely it is that you will burn out, become unproductive, and leave" (p. 46).

21 Haysville USD 261 Leadership Academy management versus leadership

22 Haysville USD 261 Leadership Academy “To manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately.” Russell L. Ackoff management versus leadership

23 Haysville USD 261 Leadership Academy management versus leadership We all do both; Some of us are in roles that require more management (achieving the vision), while others have opportunities for leadership (setting the vision)

24 Haysville USD 261 Leadership Academy management versus leadership "People don't change that much. Don't waste time trying to put in what was left out. Try to draw in what was left in. That is hard enough" (p. 57).

25 Haysville USD 261 Leadership Academy management versus leadership "The manager's function is to speed up the reaction between two substances, thus creating the desired end product" (p. 59).

26 Haysville USD 261 Leadership Academy management versus leadership "A manager must be able to do four activities extremely well: select a person, set expectations, motivate the person, develop the person" (p. 59).

27 Haysville USD 261 Leadership Academy talent

28 talent Three Kinds of Talent StrivingStriving –explains the why of a person ThinkingThinking –explains the how of a person RelatingRelating –explains the who of a person

29 Haysville USD 261 Leadership Academy talent "Try to identify one critical talent in each of the three talent categories, striving, thinking, relating. Use these three talents as your foundation. Focus on them during the interviewing process. Mention them when asking people for referrals. Do not compromise on them, no matter how alluring a candidate's résumé might appear." (pg. 102)

30 Haysville USD 261 Leadership Academy rules

31 rules "Every time you make a rule you take away a choice and choice, with all of its illuminating repercussions, is the fuel for learning." (pg. 115)

32 Haysville USD 261 Leadership Academy rules of thumb 1.Follow certain steps in terms of accuracy or safety. 2.Standards rule. 3.Don’t let the creed overshadow the message. 4.There are no steps leading to customer satisfaction

33 Haysville USD 261 Leadership Academy what the best do

34 Haysville USD 261 Leadership Academy what the best do… "I deliberately look for something to like about each of my people." pg. 143

35 Haysville USD 261 Leadership Academy what the best do… "Investing in the best was, first, the fairest thing to do; second, the best way to learn; and, third, the only way to stay focused on excellence" (p. 155).

36 Haysville USD 261 Leadership Academy what the best do… "Go back and 'rehire' your best people-- that is, go back and tell them why they are so good. Tell them why they are one of the cornerstones of the team's success....Simply tell them why their contribution is so valued today. Don't assume your best know" (p. 156).

37 Haysville USD 261 Leadership Academy what the best do… "Excellence is not the opposite of failure. It is just different...includ(ing) behaviors that look surprisingly similar to the behaviors of your strugglers" (p. 157).

38 Haysville USD 261 Leadership Academy what the best do… "Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like....It's fairer...more productive. And, most of all, it's much more fun" (p. 163).

39 Haysville USD 261 Leadership Academy what the best do… "The best managers are more deliberate. They talk with each individual, asking about strengths, weaknesses, goals, and dreams...they know the surest way to identify each person's talents is to watch his or her behavior over time" (p. 149).

40 Haysville USD 261 Leadership Academy what the best do… "You succeed by finding ways to capitalize on who you are, not by trying to fix who you aren't" (p. 171).

41 Haysville USD 261 Leadership Academy what the best do… "It is a rare thing to be able to find a role that gives you a chance to express the specialness inside you, a role where what makes you You is also what makes you good. It is rare, not because there aren't enough interesting roles--virtually every role performed at excellence has the potential to interest somebody--but because so few individuals ever come to know their true talent and so many managers fail to notice the clues" (p.150).

42 Haysville USD 261 Leadership Academy what the best do… How to better unleash an employee's distinct talents: Carve out a unique set of expectations that will stretch and focusCarve out a unique set of expectations that will stretch and focus Highlight and perfect their unique style, helping him understand why it works and how to perfect itHighlight and perfect their unique style, helping him understand why it works and how to perfect it Run interference: Our teachers don't work for me. I work for them.Run interference: Our teachers don't work for me. I work for them.


Download ppt "Haysville USD 261 Leadership Academy first, break all the rules What the World’s Greatest Managers Do Differently."

Similar presentations


Ads by Google