Presentation on theme: "Developing Your Leadership Style"— Presentation transcript:
1 Developing Your Leadership Style Integrity – Service – ExcellenceDeveloping Your Leadership StyleLt Col Lucia More Pathology & Clinical Laboratory Flight Commander Eglin AFB, Florida4/15/2017
2 What is a Leader? Leadership definition The office or position of a leaderCapacity to lead; one that takes the lead or initiativeSynonymsGuide, 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/controlsLeaders are innovators/creators; peopleLeaders are perpetual learnersHow can I do better?Demand and reward honest feedbackWhat you don’t know CAN hurt you…
4 Leadership Style You may BE the problem! IS NOT: Dictator Arbiter of all information and decisionsNOT a position, a processActions and style have tremendous influence over the working atmosphere/moraleYou 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 correctAre 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 guidanceLeader models it/lives it = people respond to itThink big…be willing to stretchDon’t limit your own potential“Yeah, but…”Character and attitude are most importantSkills 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’ motivesRespect for others’ intelligence and commitmentManager must encourage diversity and be partners with team membersEmpower independent decision makingDefine desired outcome and let them get there
9 Personal Style No “best” style denotes leadership Not only for the visionary or charismaticFrees follower from idea that leadership is reserved for those with titlesFrees 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 responsibilityTap 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 organizationIndividual combination of knowledge, interactive and thinking skillsTend to focus and do well in strong areasAreas 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
14 Strategic LeadershipStrategic leaders deal with risky, complex problemsSolutions too uncertain for unilateral decision makingNeed team inputLeading organizational change…transformation
15 Strategic LeadershipSolutions depend on shared understanding by those who implement them and invest in themLeader must understand and empower lower level leadersDon’t micromanage unless you have to; if you have to… you aren’t making your message clear enough!
16 Strategic LeadershipMost critical task: continued transformation of organizationBalance stabilization with need to change; short term results against future gainsSome are more comfortable than others with changesNeed 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 interestsShow future goals that are worth struggling forCreate confidence that these goals are attainableMust 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 skillsDeal persuasively, collegiallyNegotiate constructively with near equals (other flight commanders, etc.); they have the power and ability to commit resources to achieve shared objectivesBe 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 alonePurpose 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 LeadershipEffective 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 decadeCreate leadership climate so team sees purpose in lives and fulfillment in workWe exist to support AEF!Strive for excellence!
21 Strategic LeadershipTeach by work and deed- enable others to achieve potentialPay attention to outside environment, changes, actions of key playersAny new programs, policies, BRAC, etc.Represent organization well to external/internal audiencesdo you homework…always be prepared to answer the questions
22 Leadership Skills and Abilities Leaders require skills and abilities in three areasTechnical knowledgeInterpersonal/communication knowledge/skillConceptual skills
23 Technical skills Lower level: (CGO) Using, operating, maintaining a systemSolving well-defined problems, performing specific tasks and missionsUpper (strategic) levels: employ systems within systems (FGO)Solve ill-defined problemsImmediate future and long termManager must have enough technical knowledge to know how to use it most efficiently
24 Interpersonal SkillsPersuasion, negotiation, collaboration, effective reasoning, logic more crucialNeed to be able to get consensus among contemporaries who might have competing interests/ideasMutual trust/respectChanges made for the right reasons are easier to implement and get buy inHonesty, honor, integrity, global view of missionWhere you stand in the MTFWhere MTF rank on Wing/base
25 Interpersonal SkillsMust foster empowerment, learning, purposeful sharing of informationInspire trust in othersobjectivity, consistencyPersonal opennessactive listening, responding appropriatelyRespect othersThe 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 SkillsYou are in a position to see the big picture, understand complex situations, take early actionGather info from external/internal sources, make sense of itInterpret for subordinates…need to be on board
27 Interpersonal SkillsNetwork, scan, interpret, understand what’s going on that may have future relevance to organizationExpected growth in your MTF??? Increased specialty care…what does the lab need to do to support it?Visualize and predict potential problemsFormulate least-risk solutionsSometimes requires assembled wisdom of a teamThink of all the huge changes in the MTF:InteropConsolidationMil to civ conversionConstant deployer modelForce shaping
28 Decision Skills Comprehend and set understandable goals Develop concrete plans/tasks for allocating resourcesVisualize interactive dynamics of large systemsDecisions in one area may affect othersUnanticipated 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 implementationRealistic planningProblem analysis and diagnosisProvide concept/guidance for entire programEnvision desired future, assess current positionUnderstand what actions in the present can shape what the future will beMonitor progress
30 Interpersonal Skills The more senior you are, The more power implicit in position,the more potential to USE powerOpportunity for self-deception is greater“Executive temptations” – impatience, huge power to harm others, embarrassMakes others reluctant to get involved, negative impact on competence, decrease development and learningNeed self-awareness, patience, read othersThe 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 thermometerEffect change in order to create a climateLeader attitude plus positive atmosphere = great accomplishmentsLeaders must model the leadership they desireCan’t demand of others what you don’t of selfFitness, uniform, courtesyWhat leaders do, potential leaders around them doGood and bad….
32 Creating Other Leaders Identify the potential in each future leader and cultivate it in light of the needs of the organizationMentor wins because the rising star beneath them can perform/produceOrg wins – mission fulfilledRising leader wins - gets mentoringFind 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, desireLeader know the desires of those they leadLook 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 leadersExpose to successful peopleProvide secure environment where they can take risksProvide tools/resources neededTraining and continuing education
35 Leadership Network: seek out mentors; be a mentor; Core values: who do you see in the mirror?Integrity, humility, serviceKnow what your personal goals are, but don’t pursue them at the expense of othersBelieve in yourself; if you don’t, no one else willBalance: spiritual, physical, mental fitnessYou set the example whether you intend to or not!
36 If the whole world followed you, Parting ThoughtIf the whole world followed you,would you be pleasedwith where you took it?
38 Generational Leadership Four (4) generations working togetherDifferent values, experiences, styles and attitudes createMisunderstandingsFrustrationsDiverse work environmentThe 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)
40 Traditionalists Born 1925 – 1945 Influences Great Depression, Roaring Twenties, World War I, World War II, Korean War, G.I. BillCharacteristicsPatriotic, loyal, “waste not, want not,” faith in institutionsMilitary influenced top-down approachValue logic and disciplineDon’t like changeWant to build a legacyKey Word: Loyal
41 Baby Boomers Born 1946 – 1964 Influences Suburbia, TV, Vietnam, Watergate, protests, human rights movement, drugs, and rock ‘n rollCharacteristicsIdealistic, COMPETITIVE, question authority“Me” GenerationMoney, title, recognitionWant to build a stellar careerKey Word: Optimistic
42 Generation XBorn 1965 – 1980InfluencesSesame Street, MTV, Game Boy, PC, divorce rate tripled, latch-key childrenCharacteristicsEclectic, resourceful, self-reliant, distrustful of institutions, highly adaptive to change and technologyPossibly most misunderstood generationNeed a balance between work and life - FreedomFlexible and motivatedWant to build a portable careerKey Word: Skepticism
43 Millennials Born 1981 – 2002 Influences Expanded technology, natural disasters, violence, gangs, diversityCharacteristicsGlobally concerned, realistic, cyber literate, “personal safety” is number one concernValue diversity / changeBeen involved entire lifeWant work to be meaningfulKey Word: Realistic
44 How do we get them to going in the same direction? Work CharacteristicsAll have different needs and desiresAll are typically loyal for different reasonsAll will require different approaches to managingBalanceFeedbackHow do we get them to going in the same direction?
45 Work CharacteristicsMature: want to work with people, not , more likely to write a memo than shout across the room, base decisions on what worked in the pastBoomers: “People who live to work” – willing to sacrifice for success; recognition is important; more optimistic and team orientedGen X: value a work/life balance; “work to live”; would rather work with vs. people; individual orientedGen 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 parkingBoomers: treat as equals, public recognition, the personal touch, reward work ethic and long hoursGen 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 technologyGen 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” RespectBoomers“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 XJob changing is necessary”MillennialsJob changing is part of my daily routine”
51 Career ManagementDifferent generations of employees need to understand each other’s different motivations and work characteristicsYOU need to know how to reach them