Presentation on theme: "Rosa C. Hernandez adapted from material by Garry Mc Daniel, Ed. D. of PeopleWorks. Leaders Developing Leaders."— Presentation transcript:
Rosa C. Hernandez adapted from material by Garry Mc Daniel, Ed. D. of PeopleWorks. Leaders Developing Leaders
Overview What is leadership? What leaders know and do Situational Leadership Practice Situational Leadership Self-assessment & action planning
Leadership Competencies Diagnosing—understanding the situation Adapting – altering behavior and resources as needed for the situation Communicating -- interacting in a way that is understandable and effective
Four Functions of Leadership Provide Direction Get Results Build For The Future Motivate
Provide Direction Get Results Build for the Future Motivate
Provide Direction Get Results Build For The Future Motivate Values
Great leaders... Have the skills & knowledge of what needs to be done & how to do it Have the wisdom, integrity & character to apply skills & knowledge in a principled manner
What Leaders DO Results driven Visionary Provides direction Manages change Fosters teamwork Understands business Strategic thinker Motivates others Customer focused Healthy self-image Continual learner Fosters growth of others Models integrity Realistic, positive outlook Challenges hypocrisy Ethical & honest Balanced Fun Who Leaders ARE
Relationship Behavior Extent to which a leader engages in interaction -Giving support -Communicating -Listening -Facilitating interaction -Providing Feedback Task Behavior Extent to which a leader engages in defining roles, telling what, when, who, where, how -Goal setting -Organizing -Setting time lines -Directing, controlling Leader Behaviors
Readiness & Leader Behavior R1- Provide specific instructions & closely supervise R2- Explain your decisions & provide opportunity for clarification R3- Share ideas & participate in decision- making R4- Turn over responsibility for decisions & implementation R4 - Able Willing & Confident R3 – Able but unwilling & Insecure R2 – Unable but willing or confident R1 – Unable & unwilling or insecure
Situational Leadership Model (High) Telling Selling Hi Task Lo Rel. Hi Task Hi Rel. (Low) (High) Providing Supportive Behavior Relationship Style 3 Share ideas & facilitate in decision-making Participating Hi Rel. Lo Task Delegating Style 4 Turn over responsibility for decisions & implementation Lo Task Lo Rel. Providing Directive Behavior Task R4 - Able Willing & Confident R3 – Able but unwilling & Insecure R2 – Unable but willing or confident R1 – Unable & unwilling or insecure Telling Style 1 Provide specific instructions & close supervision Hi Task Lo Rel. Selling Style 2 Explain decisions & provide opportunities for clarification Hi Task Hi Rel.
Situational Leadership: Case #1 Brad works at the Speedyville Municipal Court as a deputy court clerk. He is a good worker and gets along well with other employees and customers. The court decides to install new computers and a new case management system. The transition from the old computers to the new computers will require that case data be transferred to the new system without interrupting court business. Additionally, all employees must be trained on the new system. The new system is much faster and provides many new reports to help the court better manage the flow of cases. The reports provide monitoring information about various aspects of court procedures and standards and information about trends to assist in strategic planning. Brad is enthusiastic about the new system and volunteers to analyze the reports. However, after the system is installed, he has difficulty understanding what to do with all of the information the system provides. As a result, he gives the court administrator wrong information, resulting in her providing the council with erroneous statistics.
Case study #1 Is Brad able or unable to do the job? Is he confident & willing or unwilling & insecure? What management style should have been employed earlier? What management style should be employed now?
Situational Leadership: Case #2 Jenny is the Municipal Court administrator. Overall, she has a great group of employees that provide good service to their customers. Jenny feels that it is important that each employee be on time and prepared each day. Lately, one of her clerks, Mary, has begun to arrive to work 20-30 minutes late several times a week. Through other office staff, Jenny hears that Mary has problems with an elderly parent who lives with her. Unfortunately, the other staff begin to be resentful since they have to be on time every day. Jenny decides to let the problem just work itself out over time, but Mary continues to come in late a couple of times a week. Finally, Jenny has had enough, calls Mary into her office and really lets her have it. “Today is the last straw,” Jenny tells her. “If you are late again, that’s it!”
Case Study #2 How would you diagnose this case in terms of the Situational Leadership Model? What effect did Jenny’s ‘wait and see’ approach have on Mary? The other staff? Jenny’s credibility as a manager? What should she have done? What can she do now?
Situational Leadership: Case #3 Sam has worked as a file clerk in the City of Happyville’s Municipal Court for the last two years. He does an excellent job and has a great reputation among other employees. The lawyers and other court staff he works with seem to think he is quick to respond to their needs, is accurate in his data entry and filing, and displays a ‘can-do’ attitude. His performance reviews reflect his success on the job. Sam is interested in applying for a position as a senior file clerk that recently became available. Because he has done so well in his position as a junior file clerk, he is excited about the opportunity to move up. His new responsibilities would be familiar, although his role and scope of responsibilities would change. You are considering Sam for this position. In his interview, Sam is clear that he wants the job and feels he could do it well.
Case Study #3 Is Sam able or unable to do his current job? What management style should his supervisor be utilizing with Sam now? Is he confident and willing or unwilling and insecure about the new position? What management style should his supervisor utilize with Sam if he were to be placed in the Senior Clerk position?
Situational Leadership: Case #4 For the last five years, Don has worked in court administration. Because he is a long time, valued employee, he is assigned to implement a customer satisfaction program. In this role, Don is expected to identify several team members, administer a survey, tabulate the results, and then present the findings and recommendations for improvement. Don is ambivalent about this task because he does not seem to understand why it is important for the Municipal Court. As a result, he does not pay much attention to the job. He does not identify a team or prepare new surveys, which must be mailed in three weeks.
Case Study #4 Does Don have the knowledge, skill & experience for this task? Is Don able or unable to do the job? Is he confident and willing or unwilling & insecure? What management style should have been employed earlier? What management style should be employed now?
PeopleWorks Survey of Leadership Competencies Please enter an 'X' under the rating you believe best describes you as someone who: Not At All 1 2 To Some Extent 3 4 To A Great Extent 5 1Achieves desired outcomes 2Provides quality products &/or services 3Provides purpose & direction 4Communicates a clear vision 5Works with others to align vision with goals and strategy 6Ensures individual & unit goals align with organizational strategy 7Seeks out and supports needed change 8Motivates others to understand the need for change 9Works well with others to solve problems 10Makes decisions & takes actions that leads to individual & group success 11Understands how your work supports the organization's mission 12Understands major factors for success in your industry or service 13 Considers a broad range of internal & external factors when making decisions 14 Can identify important strategies & prioritize unit & individual efforts accordingly 15Creates a climate where people want to do their best 16 Is able to inspire & empower others to share ownership & responsibility for achieving individual & organizational goals 17Is dedicated to meeting the needs of both internal & external customers 18 Establishes & maintains excellent relationships with customers in a way that builds trust and respect
PeopleWorks Survey of Leadership Competencies Please enter an 'X' under the rating you believe best describes you as someone who: Not At All To Some Extent To A Great Extent 12345 19Understands their own strengths, weaknesses & opportunities for growth 20Seeks insight from mistakes & is open to feedback from others 21Actively works to improve their own self-development 22 Always looking for ways to expand knowledge and understanding of themselves, others and the profession 23 Recognizes that the development of others contributes to both individual and organizational growth 24 Actively encourages others to pursue self-development that enhances their skills, knowledge and abilities 25 Knows the difference between what is right & wrong and is willing to take a stand for what is right 26Is consistent between what they say and what they do 27Acts on the belief that the world can always be a better place 28 Looks to the positive view of issues and challenges and can project productive alternatives instead of dwelling on the negative 29 Courageously confronts problems, inequities and takes action to resolve these issues 30Willing to take a stand in the face of risk, adversity & ambiguity 31Is able to laugh appropriately at themselves and others 32 Understands that fun and play are appropriate outlets for fostering creativity, reducing stress and building relationships 33Maintains a balance between personal, social, physical, family & work life 34 Understands how to modify life processes to ensure that all aspects of ones well being are attended to 35Is honest, direct and truthful to others 36Acts in accordance with strong values even under adverse circumstances
Leadership Competencies Results Driven- Achieves desired results with others. Focuses on providing useful products, services or advice. Pursues goals & measures the results. Visionary- Has clear focus and direction & communicates a vision that inspires others to align & direct energy & resources to achieve that vision. Provides Direction- Works well with others to align vision with the mission & goals. Ensures that individual unit objectives, roles & responsibilities support the larger vision & eliminates activities that are counterproductive. Manages Change- Seeks out, initiates & supports needed change. Seeks opportunities for improvement & motivates others to understand the need for change, plans to implement & sustain productive change. Fosters Teamwork- Coordinates with others to form teams that can solve problems, make decisions & take actions that lead to individual & unit success. Understands the Business- Understands how the work of his/her unit supports & interrelates with the organization’s vision, mission, goals & strategy. Understands the industry or service, including factors for success, competition & expected future developments or trends. Strategic Thinker- Considers a broad range of internal & external factors when making decisions & solving problems. Identifies important strategies & prioritizes unit & individual efforts accordingly. Motivates Others- Creates a climate in which people want to do their best. Inspires, delegatess and empower others to share ownership and responsibility for achieving personal and organizational goals. Customer Focused- Meets the expectations & requirements of internal &/or external customers. Establishes & maintains relationships with customers to build trust & respect.
Leadership Competencies Healthy Self-Image- Understands personal strengths, weaknesses, opportunities & limits. Seeks insight from mistakes & is open to feedback. Continual Learner- Committed to personal improvement & self-development. Understands that effective learning involves continual effort & looks for opportunities to expand knowledge & understanding of themselves, their interrelationships with others & their profession. Fosters the Growth of Others- Recognizes that development of others contributes to individual & organizational growth. Encourages others to pursue developmental opportunities that challenge their current skills, knowledge & abilities. Models Integrity- Ethical and willing to stand up for what is right. Consistent with words & action. Takes personal responsibility & champions an idea or position. Realistic, Positive Outlook- Acts on the beliefs that the world can be a better place. Takes the positive view of issues & challenges & projects productive alternatives to various scenarios. Challenges Hypocrisy- Courageously confronts problems, inequities & takes reasonable & forceful action to resolve them. Will take a stand in the face of risk, adversity & ambiguity. Fun- Has a positive & constructive sense of humor. Able to laugh appropriately at self & others. Sees the playful, amusing and enjoyable aspects of life without being harmful or hurtful. Understands that fun & play are appropriate outlets for fostering creativity, reducing stress & building relationships. Balanced- Maintains a balance between personal, spiritual, social, physical, family & work life so that one does not dominate. Modifies life processes to attend to all aspects of wellbeing. Ethical, Honest- Honest, direct, truthful. Keeps confidences, admits mistakes & does not misrepresent the facts for personal gain. Acts in accordance with a strong sense of values & beliefs.
PeopleWorks Survey of Leadership Competencies Plotting Your Results Plot the result for each competency on the appropriate diagonal spoke below with the innermost ring equal to 1 (Describes you not at all) and the outermost ring equal to 5 (Describes you to a great extent). Results Driven Visionary Provides Direction Manages Change Fosters Teamwork Understands Business Strategic Thinker Motivates Others Customer Focused Healthy Self-Image Continual Learner Foster Growth Of Others Models Integrity Realistic, Positive Outlook Challenges Hypocrisy Fun Balanced Ethical & Honest 1 2 3 4 5
Sample Results Driven Visionary Provide Direction Manage Change Foster Teamwork Understand Business Strategic Thinker Motivate Others Customer Focused Healthy Self-Image Continual Learner Foster Growth Of Others Develops Individuality Realistic, Posi- tive Outlook Challenge Hypocrisy Ethical & honest Balanced Fun 0 5 4 3 2 1 1 2 5 4 3
The left side of the radar chart above represents the ‘hard’ competencies that leaders ‘do.’ How did you score on these competencies? The right side of the chart above represents more of the ‘soft’ competencies that describe who leaders ‘are.” How did you score on these competencies? What do you think the scores say about your leadership skills? Of those on which you did not score yourself highly, which would provide you the greatest benefit if you were to develop? Competency for Improvement: ____________________________________________________________________ Why would this competency be worth developing? ____________________________________________________________________ Action Plan: __________________________________________________________ Competency for Improvement: ____________________________________________________________________ Why would this competency be worth developing? ____________________________________________________________________ Action Plan: __________________________________________________________
Summary Effective leaders Have the skills & knowledge to do the job Have the wisdom, integrity and character to apply their skills & knowledge in a principled manner Situational leadership provides an effective operating framework for leaders Leader Behavior Follower Readiness
Garry McDaniel, Ed. D., is a partner in PeopleWorks - Texas a firm working with for-profit, non- profit and government entities to improve organization performance and productivity. Garry brings over 22 years experience as an executive developing leadership talent on a global basis. His skills include succession-planning, strategic planning, organization development, workforce and career planning, identification of leadership and management success factors, mentoring programs, web-based management tools, performance management, team-building and 360 feedback systems. Rosa Campos Hernandez, J.D., MPAff., is an innovative finance, legal, business and policy development professional with more than 17 years experience building consensus and collaborations among diverse groups of stakeholders, while effectively managing financial operations and building high performance teams. Rosa is president of Central Texas Utility Services LLC. She holds Law, Masters in Public Affairs, and Accounting degrees from the University of Texas at Austin.