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Developing Your Leadership Style

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1 Developing Your Leadership Style
Integrity – Service – Excellence Developing Your Leadership Style Lt Col Lucia More Pathology & Clinical Laboratory Flight Commander Eglin AFB, Florida 4/15/2017

2 What is a Leader? 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

3 What is a Leader? 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…

4 Leadership Style You may BE the problem! 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

5 Personal Style 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

6 What is a Leader? 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

7 What is a Leader? 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)

8 Personal Style 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

9 Personal Style 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

10 Personal Style 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

11 Personal Style 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

12 Personal Style 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

13 Personal Style

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

15 Strategic Leadership 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!

16 Strategic Leadership 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

17 Strategic Leadership 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

18 Portrait of a Strategic Leader
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

19 Strategic Leadership 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

20 Strategic Leadership 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!

21 Strategic Leadership 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 do you homework…always be prepared to answer the questions

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

23 Technical skills 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

24 Interpersonal Skills 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 Changes made for the right reasons are easier to implement and get buy in Honesty, honor, integrity, global view of mission Where you stand in the MTF Where MTF rank on Wing/base

25 Interpersonal Skills Must foster empowerment, learning, purposeful sharing of information Inspire trust in others objectivity, consistency Personal openness active listening, responding appropriately Respect others The CEO must be able to lead subordinates who disagree with each other, and with him, while he retains his won convictions…if the CIO and those who agree with his ideas for new direction are persistent, and if they are correct in their decisions so that improved results become apparent to others, then gradually they can rebuild a consensus about the rightness of the new ideas and these will be incorporated into management’s beliefs.

26 Interpersonal Skills 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

27 Interpersonal Skills 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 Think of all the huge changes in the MTF: Interop Consolidation Mil to civ conversion Constant deployer model Force shaping

28 Decision Skills 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 4th order)

29 Decision Skills 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

30 Interpersonal Skills 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 The CEO must be able to lead subordinates who disagree with each other, and with him, while he retains his won convictions…if the CIO and those who agree with his ideas for new direction are persistent, and if they are correct in their decisions so that improved results become apparent to others, then gradually they can rebuild a consensus about the rightness of the new ideas and these will be incorporated into management’s beliefs.

31 Creating Other Leaders
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….

32 Creating Other Leaders
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

33 Creating Other Leaders
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?)

34 Creating Other Leaders
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

35 Leadership 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!

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

37

38 Generational Leadership
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)

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

40 Traditionalists 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

41 Baby Boomers 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

42 Generation X 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

43 Millennials 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

44 How do we get them to going in the same direction?
Work Characteristics 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?

45 Work Characteristics 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

46 Motivations 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

47 Feedback 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”

48 Recognition Systems 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”

49 Training 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”

50 Career Management 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”

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

52 Expeditionary Medics


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