1. 10/4/2015 Developing Your Leadership Style Integrity – Service – Excellence Lt Col Lucia More Laboratory Flight Commander Elmendorf AFB, AK

2. Thank you for giving us this time “Wise men talk because they have something to say; fools, because they have to say something.” Plato What is a Leader?

3. Leadership definition Developing Personal Style Strategic Leadership Creating other leaders Generational Leadership Leadership

4. Leadership definition The office or position of a leader Capacity to lead; one that takes the lead or initiative “Leader” versus “Manager” Managers are maintainers; systems/controls Leaders are innovators/creators; people Leaders have a clear sense of vision What is a Leader?

5. Leaders are perpetual learners Demand and reward honest feedback What you don’t know CAN hurt you… Leaders have a burning desire to help others Have courage, boldness to pursue purpose Do what needs to be done despite the fear Failing to act when necessary…may be one of the more common stumbling blocks of effective leadership What is a Leader?

6. Leaders are accountable; they don’t make excuses Always willing to look inside themselves to see what needs changing Take responsibility for what is happening now and for making things better in the future Share the credit with everyone who helped along the way Average people focus on problems, not solutions Leadership Style

7. 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! 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

8. Leaders provide vision Effective vision provides guidance 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?

9. “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?

10. Must have foundation of acceptance and support Genuine communication leads to trust in others’ motives Respect for others’ intelligence and commitment Make sure your comments are worth saying Listen to what is being said e Personal Style

11. 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

12. The word “leadership” implies collaboration You can’t lead if no one follows! Tap potential of initiative, creativity, and energy from middle and lower echelons Empower independent decision making Define desired outcome and let them get there Personal Style

13. 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

14. 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

15. Manager must have enough technical knowledge to know how to use it most efficiently Foster empowerment, learning, purposeful sharing of information Inspire trust in others Objectivity, consistency Personal openness Active listening, responding appropriately Respect others Interpersonal Skills

16. 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

17. 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

18. Future focus and vision 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

19. Personal Style

20. 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! Balance stabilization with need to change; short term results against future gains Understand your own and others’ preferences Generational leadership, personality styles Make decisions/take action not dominated by your preferences/comfort levels Strategic Leadership

21. 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

22. 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 Strategic Leadership

23. 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

24. 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

25. 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

26. 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

27. Identify the potential in each future leader Cultivate it in light of the needs of the organization Find the one thing you believe is an asset (maybe they don’t see it) and give 100% encouragement Creating Other Leaders

28. Starting point for all achievement = drive, determination, desire Know the desires of those you lead Look for positiveness, servanthood (play team ball, follow the leader), 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 your mentor see these qualities in you? Creating Other Leaders

29. 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 License to act Creating Other Leaders

30. 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

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

33. 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

34. 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

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

36. Born 1925 – 1945 (>65 yrs old now) 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

37. 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

38. 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

39. 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

40. Mature: want to work with people, not email 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 email vs. people; individual oriented Gen Y: learning opportunities; flexible working arrangements; want a fun environment; need highly collaborative and optimistic atmosphere Work Characteristics

41. 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

42. 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

43. 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

44. 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

45. 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

46. 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

47. More civilian managers than ever before Must have team mind set Respect knowledge and experience New Lt as a supervisor Seen it all before; you’ll go away eventually Communication must be 2-way as lab professionals Civilian provides technical expertise, continuity, stability Encourage to speak up, not clam up and wait you out Working With Civilians

48. Expeditionary Medics