1. Real-World Leadership Selected Tips and Techniques for Minimizing Drama and Coaching to Success 1

2. Different Slants on Leadership In this session, we: Challenge some accepted leadership practices and attitudes Confirm the value of other long-held beliefs Open up the lines of discussion for your convictions and ideas about leadership 2

3. Lead First, Manage Second Leading consists largely of coaching. Address the person first and the problem later. Circumstances are always changing; the best employees have consistently positive mindsets about change. 3

4. Arguing with Reality What does it get you? 4

5. Reality-Based Thinking Stress comes from the stories we tell ourselves, and these stories rarely mirror the reality. 5

6. Responding to Change When confronted with challenges, people often step down rather than step up. Employees quit their jobs every day but continue to show up and get paid. Leaders usually cannot fix the reality of the circumstances, but they can fix mindsets. 6

7. Activity: Cross Your Arms 7

8. Responding to Change “The new software is a great opportunity for you to pick up skills that your peers in the industry already have.” “The acquisition of Company X will bring our team new ideas and a few new tools to help us maximize our performance.” “There’s a lot to like about our new CEO; I think she’ll make some exciting changes to our business strategy.” 8

9. Who Can Capitalize on Change? Many resist it, then move to acceptance. Some accept, reluctantly. Some embrace it from the start. A few resist to the very end. 9

10. Fostering Loyalty Loyalty is a term that implies engagement, satisfaction, cooperation, productivity. Avoid sympathy; use empathy to foster loyalty. “Judging” can kill teamwork, increase drama, expend energy on non-productive things. 10

11. Fostering Loyalty Avoid apologizing for doing their job. Fostered by teamwork. 11

12. Emotionally Inexpensive Accountable Fact-based Open to change Aligned with the organization 12

13. When Ownership is Lacking 13 How are rental cars often treated?

14. Activity: Leaders you Admire 14

15. Leaders and Coaching The next several slides will cover the topic of coaching, directly and indirectly. 15

16. Leaders and Coaching 16

17. Coaching Where can coaching be done? What do you need to make coaching effective? Coaching encourages others to shape their own thinking and problem-solving abilities. 17

18. Coaching & Your Lessons Learned Keep anecdotes to a select few. Avoid being cast as the hero. Don’t always play the fool. Make a connection to the coaching or learning point. 18

19. Coaching vs. Formal Training Formal training has drawbacks: Trainers often come from outside the organization. External trainers usually don’t perform the follow-up. External training sessions can be expensive, time consuming, and disruptive to workplace schedules 19

20. Problem Employees They don’t have to be “inevitable.” They get hired. They get rewarded for their behaviors. They are not coached. They are not terminated. 20

21. Common Causes for Poor Performance 1.Doesn’t have a reason to care 2.Doesn’t know what the job is 3.Lacks the knowledge or skills 4.Doesn’t agree with the program 5.Wants to be rewarded no matter what 6.Has an illness or other personal issue 21

22. Recognition Goes Both Ways Recognize the good and the not so good. Too much positive, unmerited recognition can weaken your credibility and give the employee a sense of entitlement. 22

23. Leadership and Meetings A study among association volunteers found that “more time spent in meetings meant less committed volunteer leaders.” 23

24. Leadership and Meetings Can the meeting goals be met by sending e-mails or by meeting one-to-one? Many are reluctant to speak candidly The more dominant, confident attendees can disproportionately sway the conversation, thus alienating others. 24

25. Good Meetings Leaders should: ? 25

26. Four Key Takeaways 1.“Lead first, manage second.” 2.Change management should empower, not coddle. 3.Good leaders promote and expect reality-based thinking rather than stories and speculation. 4.Make your meetings count or your team will count the minutes until they’re over. 26

27. Thank You 27