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Joseph Gulino, Ph. D Principal, Gulinogroup & Fearless Leadership Consulting

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Presentation on theme: "Joseph Gulino, Ph. D Principal, Gulinogroup & Fearless Leadership Consulting"— Presentation transcript:

1 Joseph Gulino, Ph. D Principal, Gulinogroup & Fearless Leadership Consulting

2 Aim High Maintain Solid Landing Gear

3 Why this topic ? Everyone is a leader at some time in his/her life or career There is NEVER a need to learn from your mistakes “We all need a voice of reliable perspective. We need it from loved ones in our lives. We need it from our colleagues. We need it from our school. We need it from our church. And for the sake of others, we need to cultivate it within ourselves.” (David Wilson, Ed.D, Assistant principal at Jefferson City HS)

4 Who is a leader ? When we go to work we want the security – not just of having a job – but in knowing what to expect from our boss and our colleagues day in and day out Therefore, a leader is anyone who has goals to accomplish, and works with others. A leader is NOT just a person with a title

5 What are the essential criteria or behaviors that characterize effective fearless leaders?

6 How often do you complain about or wish your leader or partners would……? And….. Over what…?

7 Why You? Understanding and internalizing principles of fearless leaders will reinforce you as, or help you develop into, an ‘Effective Fearless Leader’ In turn, you can educate your students re: the principles to help them be more effective, greater leaders in whatever endeavors they choose

8 Basic Template For All Activities I Look to reach to the sky for the greatest of successes for each mission II Remain realistic and set reachable goals III When goals are achieved - lead the celebrations, but then move quickly to the next objective IV Maintain superior landing gear in case there is a need to return to earth and retool during a mission

9 If everyone you work with or lead had the true option to work with you or choose you as their leader….

10 Sailing the Seven Seas of Life

11 Pessimists – Curse at the wind Optimists – Hope for wind to come up *Realists*

12

13 When Conversing with Someone Do not be thinking of the response you will make as the words come out of the other person’s mouth Slow down conversations constructively Listen!! – Listen!! – Listen!! Hear through the person’s thought process… Then, only then, think… Then, only then, respond… Most important if a heated topic or point of contention

14 We must…… know each other to know each other

15 Get to know/understand internal mental workings of each other Experience personality profile tests on a timely basis and share the results Experience group adventures or events, to experience the ‘outside of work’ minds and attitudes Most Importantly – Take others from where they are – then help move them forward to where they need to go (or are capable of going) for good of the task, the organization or just for their personal benefit

16 No one needs to walk alone

17 Help others to understand that it is important for all to know when to work alone and when to ask for help Free others from being afraid to ask for help from experienced peers ‘to save face’

18 “You are the greatest, BUT…

19 Any comments that start out with praise and then includes the word but will never be taken as a form of positive reinforcement It is not positive reinforcement

20 “Write people’s accomplishments in stone and their faults in sand.”

21 Great leaders – have great self-respect and inner strength They respect others enough to forget the problems of the past and focus on the improvements occurring in the present They know that MOST of the time this will lead to successes in the future If problems persist, then it is time for other actions

22 Reprimand or personal confrontation are active consequences that follow continued unconstructive behavior

23 When the sand begins to harden because of high tide and high maintenance issues… “You MUST Change” directives, etc. – are used to decrease the frequency (or existence) of the unconstructive behaviors in the future Negative behavior - cannot just be ignored in hopes that it will stop or go away Respond to repeated negative behaviors – it comes across as a sign of weakness recognized by members of the organization and leads to failure anyway… So speak up and up front

24 Blood is thicker than Policies

25 Avoid ridicule, in public or private

26 Help others save face at all times & in every situation Be observant and look to the good that each person brings to the table every day For admins. - Spend a great deal of time out and about in the organization (classroom), etc

27 Promote freedom of expression

28 NEVER tolerate an environment that prevents the sprouting of a great idea Admins. - Rarely quell freedom of expression…. But, at some time you must

29 Be a realizor of humanness

30 Everyone makes mistakes (even you) Everyone should be expected to, and be taught how to, mend or repair them Off days - acknowledge – DO NOT cover up Bottom Line… Life’s continuum is really all about each person’s intentions

31 If you often fly by the seat of your pants…

32 Use action research before making decisions Collect tangible, observable, & measurable data. Refrain from holding to the subjective Subjective information - added into the decision-making process only after the hard data is collected and evaluated … be prepared for rocky landings

33 Whining

34 Unacceptable Cannot be tolerated Negative effects spread like a cancer throughout the group or organization Worst of all… People will know of the complainer and respect for her/him will be lost

35 Adapt…

36 ...or be prepared to fall behind and fail The world is ever changing, and will continue change at a rapid pace Continually update yourself Avoid stating negative comments in word or actions when called upon… to adapt

37 Roll with the punches…

38 Be flexible & keep yourself in steady state Others are paying attention to how you react to situations Do not sweat the small stuff Handle the big stuff with calmness and grace

39 Be responsible…

40 …to the persons to whom you answer Address the needs of superiors quickly Turn in assignments or requests in a timely manner & NEVER have to be reminded Make the needs of superiors top priority Bottom line… Make your superiors better

41 The unexpected… Surprises

42 Being well prepared helps you expect the unexpected It also enables you to deal with situations as if they were planned

43 Be an ENTHUSIASTICATO R

44 Enthusiasm has an effect that is infectious Be excited about what you do Encourage others to jump right in… and then enjoy the experiences with them

45 Seek

46 …the bulbs Take great joy & pride in seeing the “light bulbs” go on when others grasp concepts they could not comprehend at an earlier time Celebrate successes

47 Invite

48 The atmosphere of the workplace should be such that individuals feel wanted Take a close look at, and review, the arrangement of your workplace often (Laura) Observe & reviewing all aspects/procedures on a timely basis, then assess Be not afraid to use another person’s eyes or senses to help, nor fearful of the other person’s findings

49 Savvy

50 Genuine results come from respected design created systematically, not from merely intuition and savvy Savvy can sometimes work to solve problems, but it does not lead to constant success over time

51 The Uns

52 When individuals do things that are Unhealthy, Unethical, Unsafe, or Unfair Act to stop these actions immediately Weigh the negative actions in relation to the effects on the group/organization Act accordingly – remediation or removal Remember -- the person is removing him/herself by his/her actions

53 “Because I said so!”

54 Does not guarantee or even purport to guarantee results Only effective - In need for immediate action for valid reasons stated to those with whom you are respected Therefore, work at gaining the respect of others rather than power over them

55 Guide

56 Facilitate - You do not have to direct everything as would a ‘sage’ Therefore, The more others know about, own, and are responsible for, the stronger the group or organization

57 Problems ???

58 Solve your problems step-by-step, inch-by-inch Define desired results & identify behaviors that support them Design and administer tools of measurement of those behaviors Shape positive consequences of reinforcement (that are appreciated by others) Provide feedback regarding the results to all Reevaluate the entire progression Time is important, so if you do not see improvement after a specific amount of time, re-examine the entire process

59 Peer reinforcement is important

60 Persons in your organization must learn to reinforce and praise others as a duty of their work environment We all need to look to provide that appropriate positive reinforcement to each other Because… When we do positively reinforce others, improvement occurs more frequently, much faster, and lasts longer

61 Criticism

62 (I prefer critique) should be short, to the point, and clear regarding behaviors that should be improved or stopped Positive comments to others should be saved until there is a valid reason to state them, and not used to ease the pain of poor performance

63

64 “You cannot get unfamous.” (Dave Chappelle) When an established person or leader, you are identified with the organization in the eyes of others Unfortunately… You lose some freedom and must think in terms of your role when in public, as others may only recognize your public image

65 Principles of Fearless Leadership Joseph Gulino, Ph. D $24.95

66 Principles for those who lead Larger Groups

67 Find the balance between introducing & reinforcing the information everyone needs to have to perform to their greatest potential. Clearly spell out the behaviors expected from every member of the group. Recognize the importance of ‘hooks’ or attention getters and learn to engage others with those ‘hooks’. Discuss situations before they happen, not only after

68 Some of the best coaches are great teachers Engage all individuals in reflective and responsive thinking Groups must be ready or capable of working as teams before expected to do so... Accept responsibility for performance outcomes of others in your charge

69 Use every day action research Is it a motivation problem or a skill problem? Social reinforcement is the most valuable form of reinforcement Leaders are responsible for maintaining momentum via smooth transition of activities or group work Every person, group, division, or echelon of individuals in the workplace must respect and appreciate the work of others

70 Preparation is the key Know why things work, not just that they work Dazzle them with your footwork The leader is always in charge in the eyes of people outside the organization Organize to the max. and plan ahead especially when addressing your group And many more…..

71 $24.95


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