Presentation is loading. Please wait.

Presentation is loading. Please wait.

WELCOME Complex Role of Organizational Leaders. OUTLINE Get set! ID Core Values Assess Misalignment Mission Statements Alignment Plan Managing Yourself.

Similar presentations


Presentation on theme: "WELCOME Complex Role of Organizational Leaders. OUTLINE Get set! ID Core Values Assess Misalignment Mission Statements Alignment Plan Managing Yourself."— Presentation transcript:

1 WELCOME Complex Role of Organizational Leaders

2 OUTLINE Get set! ID Core Values Assess Misalignment Mission Statements Alignment Plan Managing Yourself Well-Being The Road Ahead Reflection

3 THE ICEBERG

4 LIST ALL YOUR HATS Personal RolesProfessional Roles

5 CORE VALUES Personal ValuesBehaviors FamilyI make time for family and friends. IntegrityI can be trusted. WorkI am engaged when I’m at work. PlayI have a passion for ____________! ??????

6 PAIR SHARE  Take 10 and examine your responses How do all the hats and the many responsibilities linked to them relate to your values? Do you feel a sense of alignment with your core purpose in life? Any signs of discomfort or feeling of being disconnected ? TIMED PAIR SHARE

7 BEGIN WITH YOUR MISSION STATEMENT A personal mission statement provides clarity and gives you a sense of purpose. It defines who you are and how you will live. Draft a concise personal mission statement. “My purpose for being on this earth is to help others recognize, develop, and use their God-given intuitive abilities to ease suffering and grow in goodness, love, compassion, and wisdom....? Char, Franklin, MI “To find happiness, fulfillment, and value in living, I will seek out and experience all of the pleasures and joys that life has to offer.” Ronnie, Bangor, Australia “Get up, get going and get ‘er done; take the time to appreciate the gifts God grants.’’ Richard, Mesa, AZ YOU: ______________________________________________________________ ______________________________________________________________ ______________________________________________________________

8 PROFESSIONAL MISSION STATEMENT “As an art educator I will conduct myself with a positive attitude as a motivated leader in my field. I will recognize the whole child in each of my students and motivate them to explore the world through art. My perfect world is a place where each individual uses the gifts God gave them in a positive way.” Elementary School Teacher Does a professional mission statement differ from your personal statement? If so how?

9 BUILD A PERSONAL ALIGNMENT PLAN PlanSample Responses Core Purpose/Mission DONE! Get up, get going, get ‘er done, take time to pause periodically and give thanks for the gifts God grants Learning StylePractical Values/BeliefsFaith, Family, Fun, Fitness, Fairness, Fishing Capabilities/StrengthsAchiever, Learner, Relator, Analytical, Strategic Behaviors/DiSC StyleCreative, I like to build and create. Constraints Time is always my enemy, I need to manage it and myself in a way that allows me to focus my best efforts on the things I love to do, the people I love to be around, and the dreams I hope to realize. I need and desire the support of others to achieve much of what I want to accomplish. It’s important that I build and sustain relationships that contribute in a positive way to my life and work. Work is my passion, but I can’t let work overwhelm my other passions in life—like family, fitness and fishing.

10 WHAT ABOUT BALANCE?

11 THE PRICE OF MISALIGNMENT What price do we pay when our values don’t align with our roles and responsibilities?

12 SYMPTOMS OF MISALIGNMENT Symptoms Cognitive Impairment Mental and Physical Stress Emotional Extremes (Irritability/Depression) Weight loss/gain Sleep patterns disrupted What would you add to this list?

13 SIGNS OF MISALIGNMENT The impact of misalignment may vary for each of us, but it should NOT be ignored by any of us. Video

14 WHO’S IN CHARGE? To understand your role as a leader, and to grow, you must first learn to manage yourself, before you can reasonably expect others to follow.

15 ON MANAGING YOURSELF  Create a Strategy (MAP) Mission/Strengths/Constraints  Allocate Resources Time Energy/Effort  Create a Culture Social Support/Positive Environment  Avoid “Marginal” Cost Mistakes Alternative choices (pros/cons)  Choose the Right Yardstick Do you REALLY want to run a marathon? Clayton Christensen, Harvard Business Review, July 2010

16 CRITICAL TO SUCCESS - TIME  Is time your friend or enemy?  Who’s in charge? Boss Kids Coworkers External Demands Internal Expectations

17 COVEY ON TIME MANAGEMENT  Organize for the week  Consider roles and goals  Focus on importance  Schedule YOUR priorities  Review/update daily  Evaluate at week’s end The 7 Habits of Highly Effective People, Stephen Covey

18 TIME Managing time is both a personal and professional imperative. It relates to our ability to feel in control, to maintain wellness, build relationships, and to allocate energy most effectively and efficiently. How do you allocate your time? Administrivia Phone messageEvaluation/Analysis CorrespondenceGeneral Supervision Deadline-driven ProjectsMentoring/Coaching Prep for Meetings/MeetingsMediating Conflict Build relationshipsExercise Strategic Thinking/PlanningGeneral Reflection Other? ______________________ Other? ____________________

19 TIME MANAGEMENT GRAPH Activity (hours spent) Total Hours Commute Work Lunch TV Viewing Family Personal Other...

20 COVEY MATRIX UrgentNot Urgent Important Not Important (Covey, 1994)

21 TAKE TEN AND REVIEW Share your quadrant with a partner. What activities are consuming MOST of your time? Are the demands on your time more internally or externally driven? Is the allocation of time consistent with your core purpose/mission/identity?

22 MANAGE ENERGY NOT TIME Organizations are demanding ever-higher performance from their workforces. People are trying to comply, but the usual method - putting in more hours - has backfired. They’re getting exhausted, disengaged, and sick. And they’re defecting to healthier environments. EnergySignsPrescription PhysicalSleep, Stress, Diet, Restlessness Breaks, Routines EmotionalIrritable, Impatient, Negativity Friends, Support MentalFocus, Attitude, Interest Level Plan, Match Task to Energy Required SpiritualFailure to believe in something (anything) beyond self. Reflect, Live core values

23 AVOID CIRCUIT OVERLOAD Promote positive emotions. Take care of your brain. Handle things once. Invest yourself in people and activities that foster a positive and productive atmosphere. Caused by brain overload, Attention Deficit Trait (ADT) is now an epidemic in organizations. Edward Hallowell, 2005

24 RECLAIM YOUR JOB Prioritize Demands Liberate resources Exploit Alternatives

25 ASSESS WELL-BEING Well-Being: "the combination of our love for what we do each day, the quality of our relationships, the security of our finances, the vibrancy of our physical health, and the pride we take in what we have contributed to our communities. And most importantly, it’s about how these elements interact." Rath & Harter, 2010 Well Being: The Five Essential Elements VIDEO

26 WELL-BEING FINDER Gallup's research: Well-being Finder  Surveyed more than one million people  Over 150 countries Uncovered the universal elements of "what makes life worthwhile."

27 FIVE MAJOR AREAS OF INTEREST Five broad categories essential to most people:  Career Well-being  Social Well-being  Financial Well-being  Physical Well-being  Community Well-being

28 WELL-BEING GLOBALLY CountryThrivingStrugglingSufferingDaily Expr. Australia Brazil Canada China Denmark Mexico Netherlands Russia UAE USA Results are based on face-to-face and telephone interviews with approximately 1,000 adults, aged 15 and older, conducted between 2005 and 2009 in 155 countries.

29 THE TOTAL LEADERSHIP PROCESS Be REAL: Act with authenticity, clarify what’s important. Be WHOLE: Act with integrity, respect the whole person. Be INNOVATIVE: Act, experiment with how to get things done that matter most. In a study of more than 300 business professionals (average age 35) satisfaction increased 20% at work and 28% at home when committed to a plan that dealt with their “whole” person.

30 MINDSET FOR SUCCESS If you think you can, you can, if you think you can’t, you won’t. Howard Gardner, author of Extraordinary Mind, reports that exceptional individuals have “a special talent for identifying their strengths and weaknesses and figuring out how to leverage one and mitigate the other. These people have a “growth” mindset.

31 BECOMING A LEADER Know Thyself You are your own best teacher. Accept responsibility, blame no one. You can learn anything you want to learn. True understanding comes from reflecting on your experience. “Clearly, to become a true leader, one must know the world as well as one knows self.” Warren Bennis

32 ASK THE PERSON IN THE MIRROR Key questions to ask and reflect on include: Is my vision clear and present; something I can readily communicate to others? Does the way I spend my time match my priorities? Does my leadership style reflect who I really am? What do I need to get/stay on track? Who is available to help?

33 FIRE What makes the fire burn is the space between the logs, a breathing space. Too many logs packed in too tight can souse the flames almost as surely as a pail of water would. So building fires requires attention to the spaces in between, as much as to the wood. When we are able to build open spaces in the same way we have learned to pile on the logs then we can come to see how it is fuel, and absence of the fuel together, that make fire possible. -Judy Sorum Brown

34 BUILDING MY ALIGNMENT PLAN (MAP) PlanResponses Core Purpose/MissionGet up, Get Going. Take time to pause periodically, and give thanks for the gifts God grants Learning StylePractical Values/BeliefsFaith, Family, Fun, Fitmess, Fairness, Fishing

35 WRITING AND REFLECTION


Download ppt "WELCOME Complex Role of Organizational Leaders. OUTLINE Get set! ID Core Values Assess Misalignment Mission Statements Alignment Plan Managing Yourself."

Similar presentations


Ads by Google