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In Search of Excellence: Becoming a more effective leader.

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Presentation on theme: "In Search of Excellence: Becoming a more effective leader."— Presentation transcript:

1 In Search of Excellence: Becoming a more effective leader.

2 Introductions  Are you a leader?  Why are you a leader?  Did you get training?

3 Activity  Have you ever had a bad boss/leader? What made them “bad”? Care to share...

4 Introductions Kerenda Applebey Training and Technical Assistance Manager Early On Training and Technical Assistance CCRESA/Office of Innovation

5 Today’s Desired Outcomes Embrace and celebrate yourselves as leaders – the work you do and the opportunities you have. Deepen your understanding that leadership is not a job title – it is a point-of-view. Reflect on qualities of effective leadership. Identify specific leadership challenges and identify strategies for overcoming those challenges.

6 What’s Your Leadership Challenge?  Care to share...  Keep in mind – we’ll come back at the end and see if you got any ideas for addressing it.

7 Your Learning...  Focus on a specific leadership challenge and listening for ideas that will help with that challenge  Set a leadership goal for yourself between now and this time next year  Listen for what stands out for you and reflect in whatever way fits for you

8 What is Leadership?  Activity: Turn to a person next to you – introduce yourself The definition of leadership is ____________ Care to share...

9 What is Leadership?  Leadership is ____________

10 What is Leadership? Proverb: She who thinketh she leaderth and hath no one following her is only taking a walk.

11 Who is a Leader?  Everyone!

12 Who is a Leader?  The questions become... What kind of leader/influencer will you be?  Positive or Negative? How can you be more effective? 1 st – Be a positive influence 2 nd – Change your attitude(s) 3 rd – Learn some new skills

13 Themes of Leadership  Vision  Process  Outcomes

14 Themes of Leadership  Vision Mission and Values Philosophy and Attitude  Professional & Personal  Integrity & the Parallel Process  Strength-Based Approach

15 Themes of Leadership  Process Leadership vs. Management People & relationships Effective communication Priorities, intentionality, self discipline

16 Themes of Leadership  Outcomes Measureable outcomes anyone? What’s the payoff? Learning communities

17 Themes of Leadership  Vision vs. Process vs. Outcomes  Is one more important than the others?  Know which area you are most comfortable/experienced in...  Resist the urge to only focus on that area.

18 VISION  Vision and Mission Statements Do you have one? Do you know what it is? Care to share...

19 VISION  What is the vision/mission of Early On? Turn to your neighbor and tell them... Care to share...

20 VISION  What makes a vision/mission valuable? How will you know when you get there if you don’t know where you’re going? It needs to be short enough to be memorable. It will help you make decisions about how to spend your energy and resources.

21 VISION  Organizational Values/Standards of Excellence What are some examples of organizational values?  Early On?  Your organization/department? How are you communicating them?

22 VISION  Philosophy & Attitude Professional and Personal Beliefs Integrity & the Parallel Process Strengths-Based Approach

23 VISION  Philosophy & Attitude Professional and Personal Beliefs  What are yours?  What beliefs underlie your actions?  Create a personal mission statement

24 VISION  Philosophy & Attitude The Parallel Process & Integrity  Related concepts Do unto others as you’d have them do unto others (Jeree Paul) Walking your talk  You can not expect that which you are not.  Leader ↔ Staff ↔ Parents ↔ Children  Model what you expect

25 VISION  Model what you expect (some examples) Act professionally Work hard Be a good listener Have a sense of humor Have high expectations for yourself and your staff (but always higher for yourself) When you’re wrong, admit it; apologize and move on Don’t panic in a crisis Accept responsibilities for problems; credit others for successes

26 VISION  Philosophy & Attitude Strengths-Based Approach  More than an example of parallel process  Social Services: Opposite of deficit-based approach Abilities vs. disabilities  Business: Approach to staff development and organizational leadership

27 Themes of Leadership  Vision Mission and Values Philosophy and Attitude -- Professional & Personal  Parallel Process, Integrity, Strengths-Based Approach  Process Leadership vs. Management Relationships Effective communication Priorities, intentionality, self discipline  Outcomes

28 PROCESS  Leadership vs. Management Not the same  Can be an effective manager without being a leader but,  Can’t be an effective leader without having some strong management skills

29 PROCESS  Leadership vs. Management A couple of key management skills:  Learn to hire well  Targeted Selection  Learn to run effective meetings  Great Meetings

30 PROCESS  It’s all about Relationships!  People – your most appreciable asset

31 PROCESS Staff development:  Check your assumptions about people/employees  Really listen – learn to see things from their perspective  Learn what motivates people Learn what de-motivates people  Handle conflict effectively Between you and staff Between staff  Support people’s growth – even if it means losing them

32 PROCESS  Be an effective communicator Over communicate Decision making Problem solving

33 PROCESS  Be an effective communicator Better to over-communicate than to under- communicate “Assumption is the mother of all screw-ups” (Carl Ill) - Tell the truth – in the most loving way possible – but tell the truth

34 PROCESS  Be an effective communicator Clarify the decision-making process √ I decide √ You give me your opinion and then I decide √ We decide

35 PROCESS  Be an effective communicator Problem-solving:  Right attitude:  Listen  Whose problem is it?  What influence do I have?  Is a change in perception needed?

36 Problem-solving  Right action:  Identify the problem  Prioritize the problem  Define the problem  Ask the right questions  Talk to the right people  Get the hard facts  Get involved in the process

37 PROCESS Priorities, intentionality, self discipline  Spend your time/energy on the most important things Important & Not Urgent (Covey – Quadrant II)  Be intentional – what’s the most important focus/accomplishment: This year? This month? Today?  Self Discipline – Lead yourself first!

38 PROCESS “Great leaders have understood that their number one responsibility was for their own discipline and personal growth.” (Maxwell, p. 161)

39 PROCESS  Self discipline Make a list of 5 areas in your work/life that need more discipline Prioritize them Start small  Find resources  Get help/support/models  Focus in the a.m., check in mid-day, reflect each evening  Allow 60 days before moving on to next area  Celebrate your successes!

40 Themes of Leadership  Vision Mission and Values Philosophy and Attitude -- Professional & Personal  Parallel Process, Integrity, Strengths-Based Approach  Process Leadership vs. Management Priorities, intentionality, self discipline Effective communication Relationships  Outcomes Measurable outcomes anyone? What’s the payoff? Learning communities

41 OUTCOMES Measurable outcomes anyone?  Focus of recent years  Does it have a negative connotation? What’s the pay off?  Mission?  Other measures?  Essential to job satisfaction

42 OUTCOMES Create a learning community  Continuous improvement model  Reflection is essential to learning Which is essential to improvement Which is essential to organizational health  Include staff in the process (don’t inflict it on them)

43 Themes of Leadership  Vision Mission and Values Philosophy and Attitude -- Professional & Personal Parallel Process, Integrity, Strengths-Based Approach  Process Leadership vs. Management Priorities, intentionality, self discipline Effective communication Relationships  Outcomes Measurable outcomes anyone? What’s the payoff? Learning communities

44 Reflections/Ideas?  Small groups (2 – 5) What was your leadership challenge?  Ideas? How would you like to improve your leadership skills over the next year?  Ideas? What stood out for you in this presentation?  What will you do with that?

45 CLOSING  Resources  Addressed & sealed envelopes  I truly value your feedback! Conference evaluation forms Additional feedback:  Desired Outcomes?  What was most helpful for you?  What could I do to improve this workshop?  Which of these topics would you most like to learn more about?  Thank you for your attention & participation!


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