Presentation is loading. Please wait.

Presentation is loading. Please wait.

5/8/2015 Developing Your Leadership Style Integrity – Service – Excellence Lt Col Lucia More Pathology & Clinical Laboratory Flight Commander Eglin AFB,

Similar presentations


Presentation on theme: "5/8/2015 Developing Your Leadership Style Integrity – Service – Excellence Lt Col Lucia More Pathology & Clinical Laboratory Flight Commander Eglin AFB,"— Presentation transcript:

1 5/8/2015 Developing Your Leadership Style Integrity – Service – Excellence Lt Col Lucia More Pathology & Clinical Laboratory Flight Commander Eglin AFB, Florida

2 Leadership definition The office or position of a leader Capacity to lead; one that takes the lead or initiative Synonyms Guide, pilot, pacesetter, forerunner, harbinger, conductor, director, boss, chieftain, head, honcho, master, commander, principal, superior, manager What is a Leader?

3 Leader versus manager Managers are maintainers; systems/controls Leaders are innovators/creators; people Leaders are perpetual learners How can I do better? Demand and reward honest feedback What you don’t know CAN hurt you… What is a Leader?

4 IS NOT: Dictator Arbiter of all information and decisions NOT a position, a process Actions and style have tremendous influence over the working atmosphere/morale You may BE the problem! Must be aware of own style, impact on others…BUT, can’t worry about approval rating or strive for consensus on every issue to avoid unpopularity Leadership Style

5 Our values, attitudes, and character guide our behavior Ask for feedback to reduce “blind spots” (what do I forget, who do I forget to consult…) Identify effect on others/change behavior to correct Are you seeing improvements or further decline? Ask your NCOs…they know! Utilize all the resources on the team; different styles bring different talents Personal Style

6 Leaders provide vision Effective vision provides guidance Leader models it/lives it = people respond to it Think big…be willing to stretch Don’t limit your own potential “Yeah, but…” Character and attitude are most important Skills can be taught What is a Leader?

7 Leadership is NOT defined by position and is NOT comprised of a special, unique collection of traits “How many of you see yourselves as leaders?” Connotes bragging, arrogance “If we are to promote the exercise of leadership among all the players on the team it is essential to separate the process of leadership from the title of leader.” (from article by Robert C. Burgee prepared for AU-24, Concepts for Air Force Leadership) What is a Leader?

8 Must have foundation of acceptance and support Genuine communication leads to trust in others’ motives Respect for others’ intelligence and commitment Manager must encourage diversity and be partners with team members Empower independent decision making Define desired outcome and let them get there Personal Style

9 No “best” style denotes leadership Not only for the visionary or charismatic Frees follower from idea that leadership is reserved for those with titles Frees managers from idea that they must be smarter quicker, better informed and more decisive than anyone on their team Personal Style

10 The word “leadership” implies collaboration You can’t lead if no one follows! Partnership, teamwork, mentoring, support, shared responsibility Tap potential of initiative, creativity, and energy from middle and lower echelons Personal Style

11 Developing your leadership style is a process Grow into progressively more complex tasks at successively higher levels of organization Individual combination of knowledge, interactive and thinking skills Tend to focus and do well in strong areas Areas of weakness may become a problem later Personal Style

12 A word about time management: Managers who don’t manage their time create even greater time management problems for their subordinates who spend significant time waiting for the boss Personal Style

13

14 Strategic leaders deal with risky, complex problems Solutions too uncertain for unilateral decision making Need team input Leading organizational change…transformation Strategic Leadership

15 Solutions depend on shared understanding by those who implement them and invest in them Leader must understand and empower lower level leaders Don’t micromanage unless you have to; if you have to… you aren’t making your message clear enough! Strategic Leadership

16 Most critical task: continued transformation of organization Balance stabilization with need to change; short term results against future gains Some are more comfortable than others with changes Need to understand your own and others’ preferences (generational leadership, personality styles) Must know how to make decisions/take action not dominated by your preferences/comfort levels Strategic Leadership

17 It’s all about the people Must draw people together around a set of shared values and interests Show future goals that are worth struggling for Create confidence that these goals are attainable Must be morally uplifting; means may be attained in accord with high moral and ethical standards Strategic Leadership

18 A strategic leader must: Have person-to-person influence skills Deal persuasively, collegially Negotiate constructively with near equals (other flight commanders, etc.); they have the power and ability to commit resources to achieve shared objectives Be proactive: understand the need for change and the balance between stability and creating change Portrait of a S trategic Leader

19 Effective leaders operate with top-level teams No leader can manage, decide, implement alone Purpose often seen most clearly by the strategic leader…seeing and guiding is an important responsibility! Effective organizations have a sense of where they are going; effort justified by the purpose Strategic Leadership

20 Effective leaders add value by undertaking responsibilities for which they are uniquely qualified (talents or position) Our job = look ahead/smooth the way for organization to transition from today’s work to tomorrow or next decade Create leadership climate so team sees purpose in lives and fulfillment in work We exist to support AEF! Strive for excellence! Strategic Leadership

21 Teach by work and deed- enable others to achieve potential Pay attention to outside environment, changes, actions of key players Any new programs, policies, BRAC, etc. Represent organization well to external/internal audiences Strategic Leadership

22 Leaders require skills and abilities in three areas Technical knowledge Interpersonal/communication knowledge/skill Conceptual skills Leadership Skills and Abilities

23 Lower level: (CGO) Using, operating, maintaining a system Solving well-defined problems, performing specific tasks and missions Upper (strategic) levels: employ systems within systems (FGO) Solve ill-defined problems Immediate future and long term Manager must have enough technical knowledge to know how to use it most efficiently Technical skills

24 Persuasion, negotiation, collaboration, effective reasoning, logic more crucial Need to be able to get consensus among contemporaries who might have competing interests/ideas Mutual trust/respect Interpersonal Skills

25 Must foster empowerment, learning, purposeful sharing of information Inspire trust in others objectivity, consistency Personal openness active listening, responding appropriately Respect others Interpersonal Skills

26 You are in a position to see the big picture, understand complex situations, take early action Gather info from external/internal sources, make sense of it Interpret for subordinates…need to be on board Interpersonal Skills

27 Network, scan, interpret, understand what’s going on that may have future relevance to organization Expected growth in your MTF??? Increased specialty care…what does the lab need to do to support it? Visualize and predict potential problems Formulate least-risk solutions Sometimes requires assembled wisdom of a team Interpersonal Skills

28 Comprehend and set understandable goals Develop concrete plans/tasks for allocating resources Visualize interactive dynamics of large systems Decisions in one area may affect others Unanticipated or undesirable indirect effects (2d, 3d, and 4 th order) Decision Skills

29 Future focus and vision Need a “sense of time” long enough to envision major system-wide program implementation Realistic planning Problem analysis and diagnosis Provide concept/guidance for entire program Envision desired future, assess current position Understand what actions in the present can shape what the future will be Monitor progress Decision Skills

30 The more senior you are, The more power implicit in position, the more potential to USE power Opportunity for self-deception is greater “Executive temptations” – impatience, huge power to harm others, embarrass Makes others reluctant to get involved, negative impact on competence, decrease development and learning Need self-awareness, patience, read others Interpersonal Skills

31 Be a thermostat, not a thermometer Effect change in order to create a climate Leader attitude plus positive atmosphere = great accomplishments Leaders must model the leadership they desire Can’t demand of others what you don’t of self Fitness, uniform, courtesy What leaders do, potential leaders around them do Good and bad…. Creating Other Leaders

32 Identify the potential in each future leader and cultivate it in light of the needs of the organization Mentor wins because the rising star beneath them can perform/produce Org wins – mission fulfilled Rising leader wins - gets mentoring Find the 1 thing you believe is an asset (maybe they don’t see it) and give 100% encouragement Creating Other Leaders

33 Starting point for all achievement = drive, determination, desire Leader know the desires of those they lead Look for positiveness, servanthood (play team ball, follow the leader), growth potential (hunger for personal growth), consistency (gets the job done), loyalty (leader/org above personal desires), resiliency (bounce back from problems), integrity, big picture mindset, discipline, gratitude (does my mentor see these qualities in me?) Creating Other Leaders

34 Determine the needs of potential leaders Expose to successful people Provide secure environment where they can take risks Provide tools/resources needed Training and continuing education Creating Other Leaders

35 Network: seek out mentors; be a mentor; Core values: who do you see in the mirror? Integrity, humility, service Know what your personal goals are, but don’t pursue them at the expense of others Believe in yourself; if you don’t, no one else will Balance: spiritual, physical, mental fitness You set the example whether you intend to or not! Leadership

36 If the whole world followed you, would you be pleased with where you took it? Parting Thought

37

38 Four (4) generations working together Different values, experiences, styles and attitudes create Misunderstandings Frustrations Diverse work environment The generation gap is increasing communication gap ( this information is From Generational Leadership, Col Alton Powell, III, USAF, MC, CFS, Chief, Population Health Support Division, Nov 04) Generational Leadership

39 Traditionalists (Matures/Silent Generation) Baby Boomers Generation X Millennials (Generation Y/Generation Next) Generational Leadership

40 Born 1925 – 1945 Influences Great Depression, Roaring Twenties, World War I, World War II, Korean War, G.I. Bill Characteristics Patriotic, loyal, “waste not, want not,” faith in institutions Military influenced top-down approach Value logic and discipline Don’t like change Want to build a legacy Key Word: Loyal Traditionalists

41 Born 1946 – 1964 Influences Suburbia, TV, Vietnam, Watergate, protests, human rights movement, drugs, and rock ‘n roll Characteristics Idealistic, COMPETITIVE, question authority “Me” Generation Money, title, recognition Want to build a stellar career Key Word: Optimistic Baby Boomers

42 Born 1965 – 1980 Influences Sesame Street, MTV, Game Boy, PC, divorce rate tripled, latch-key children Characteristics Eclectic, resourceful, self-reliant, distrustful of institutions, highly adaptive to change and technology Possibly most misunderstood generation Need a balance between work and life - Freedom Flexible and motivated Want to build a portable career Key Word: Skepticism Generation X

43 Born 1981 – 2002 Influences Expanded technology, natural disasters, violence, gangs, diversity Characteristics Globally concerned, realistic, cyber literate, “personal safety” is number one concern Value diversity / change Been involved entire life Want work to be meaningful Key Word: Realistic Millennials

44 All have different needs and desires All are typically loyal for different reasons All will require different approaches to managing Balance Feedback How do we get them to going in the same direction? Work Characteristics

45 Mature: want to work with people, not , more likely to write a memo than shout across the room, base decisions on what worked in the past Boomers: “People who live to work” – willing to sacrifice for success; recognition is important; more optimistic and team oriented Gen X: value a work/life balance; “work to live”; would rather work with vs. people; individual oriented Gen Y: learning opportunities; flexible working arrangements; want a fun environment; need highly collaborative and optimistic atmosphere Work Characteristics

46 Matures: the personal touch – hand written notes Still motivated by traditional perks: executive washrooms, company cars, upfront parking Boomers: treat as equals, public recognition, the personal touch, reward work ethic and long hours Gen X: Family style work atmosphere, casual/comfortable; give them freedom and great responsibility, work they can feel control over, need more constructive feedback, fun work environment, latest technology Gen Y: Continuing education, ability to develop work skills, on the job training, multi-tasking opportunities Motivations

47 Matures “No news is good news” Boomers “Feedback once a year, with lots of documentation” Generation X “Sorry to interrupt, but how am I doing” Millennials “Feedback whenever I want it at the push of a button” Feedback

48 Matures “The satisfaction of a job well done” Respect Boomers “Money, title, recognition, the corner office” Generation X “Freedom is the ultimate reward” Millennials “Work that has meaning for me” Recognition Systems

49 Matures “I learned the hard way, you can too!” Boomers “Train’ em too much and they will leave” Generation X “The more they learn, the more they stay” Millennials “Continuous learning is a way of life” Training

50 Matures “Job changing carries a stigma” Boomers Job changing puts you behind” Generation X Job changing is necessary” Millennials Job changing is part of my daily routine” Career Management

51 Different generations of employees need to understand each other’s different motivations and work characteristics YOU need to know how to reach them Career Management

52 Expeditionary Medics


Download ppt "5/8/2015 Developing Your Leadership Style Integrity – Service – Excellence Lt Col Lucia More Pathology & Clinical Laboratory Flight Commander Eglin AFB,"

Similar presentations


Ads by Google