18 February 2006 Presented by: P/C Debra Allen, P Lake Murray Power Squadron, D/26 United States Power Squadrons Leadership Development Program To insert your company logo on this slide From the Insert Menu Select “Picture” Locate your logo file Click OK To resize the logo Click anywhere inside the logo. The boxes that appear outside the logo are known as “resize handles.” Use these to resize the object. If you hold down the shift key before using the resize handles, you will maintain the proportions of the object you wish to resize.

Program Leadership –Presents workable tools for a practical approach to leadership Communications –Identify skills that a leader can develop to communicate effectively Motivation –How a leader can affect motivation directly

Officer Member Relationship Officer Commander Bridge Officers Committee Chairmen Member Bridge Officers Committee Chairmen Members

Management vs. Leadership Management is the process of organizing methods, materials, manpower and other resources to achieve organizational goals. Leadership is a process of influencing an organizational group in it’s efforts to set and achieve goals.

Attributes of a Leader Shows the way Is humble in the use of the position Is knowledgeable of the job Can delegate decision making, while retaining responsibility Motivates through recognition and praise Insures subordinates succeed Is a good communicator and listener

Three Principles A.H. Maslow’s Three Principles: People are “needing animals” A satisfied need does not motivate or cause behavior. Only an unsatisfied need can provide motivation. Needs can be thought of as arranged in a hierarchy of importance.

Hierarchy of Needs Self Actualization Esteem Social Secondary Needs Safety Primary Needs Physiological

Five Categories Physiological…………. We want to be alive and stay alive Security……………….. We want to feel safe Social ……………….. We need to belong to groups and to have friends Self-Esteem…………... We need to feel worthy, unique and respected Self-Actualization…….. We need work that attracts and challenges us

Volunteer Needs Self- Esteem –We need to feel worthy, unique and respected Self-Actualization –We need work that attracts and challenges us

Leadership Defined People with vision – Inspire us – They become role models – We want to be like them

Bases of Social Power Reward Power Coercive Power Referent Power Expert Power Legitimate Power

Power Defined Legitimate Power –Respect that goes with the office Expert Power –Skill, knowledge, expertise Coercive Power –Penalty for not performing Reward Power –Recognition and praise give personal satisfaction Referent Power –The power to be a role model

Understanding What Must Be Done Leaders must understand what needs to be done within the organization –Know the job requirements –Identify members showing potential for leadership –Be decisive –Motivate

Directing Provide detailed instructions Give members specific goals and objectives Check in frequently with members to keep them on track Enforce rules and regulations Demonstrate the steps involved in doing the job

Coaching Represent bridge position in a convincing manner Try to motivate with incentives and recognition Sell members on their own ability to do the job Praise members for good work Provide members with a lot of feedback on how they are doing

Facilitating Involve members in making the decisions that affect their work Make members feel free to ask questions and discuss important concerns Hold frequent team meetings Help members locate and suggest their own development activities Listen to members’ problems and concerns without criticizing or judging

Delegating Delegate broad responsibilities to members and expect them to handle the details Expect members to find and correct their own errors Provide members with feedback on results Allow risk taking and innovation in members

Group Characteristics Ability Experience Motivation

Independence Level Delegating Facilitating Coaching Directing High Independence Moderate to High Independence Moderate to Low Independence Low Independence

High Developing Low Structuring High Structuring Facilitating Coaching Delegating Directing Low Developing Low Structuring High Structuring Distribution Curve High Independence Moderate to High Independence Moderate to Low Independence Low Independence

Four Listeners Non-Listener – Does not hear at all Marginal Listener –Hears words but not meaning Evaluative Listener –Makes no effort to understand Active Listener –Places himself in speakers shoes

Barriers to Active & Effective Listening Motivation & Attitude –Lack of concentration and attention –Negative attitudes toward listening –Experience and background Poor Listening Setting –Location and Timing –Emotions –Daydreaming and fantasizing Delivery –Overcome difficult styles –Lack of listening skills

Rules for Active Listening Decide to become interested Avoid over reaction Resist distractions Try to interpret the speaker Listen with an open mind

More Listening Rules Focus on the main idea Capitalize on thinking speed Give feedback Summarize Apply what you hear

Reasons We Ask Questions To gain information To uncover motives and gain insight To give information To obtain member participation To check understanding and interest

More Reasons We Ask Questions To start another thinking To reach agreement To bring attention back to a subject To give positive strokes and build trust by seeking another’s opinion To give psychological reciprocity, i.e. pay attention to me and I’ll pay attention to you

Basic Question Types Closed Questions –Require narrow answers to specific questions –Typically yes, no or some other brief answer Open Question –Used to draw out a wide range of responses –Used to enhance and stimulate member participation

Improve Your Facilitation Think of yourself as a reporter Ask questions, but cushion them first Use feedback questions that respond to feelings Clarify and check out your assumptions Take a personal interest in the members

Improve the Team’s Communication Skills Insist that members refrain from interrupting one another Eliminate as many outside distractions as you can Ask members to avoid making lengthy speeches Insure significant information is recorded and displayed for all to see Ask members to give feedback to each other

Helping the Team Help members distinguish between fact, inference and opinion Encourage members to ask questions Summarize the main points of a meeting or have volunteers to do it Review what has been covered in a previous session

Motivation A leader can excite people by: –Establish a vision, mission or goal –Communicating it in a way that fires up the followers –Making those same followers feel part of something important, uplifting and satisfying

Key to Motivation The key to motivation lies in identifying the needs our members are trying to satisfy... Then tying their level of effort and performance to a reward that meets that need

Make Others Feel Important When the leader:The member felt: Listened…………………………...Valued Delegated…………………………Challenged Set high standards……………….Committed to excellence Left me alone……………………..Trusted me to do my job Gave me feedback -positive & negative………………Developed Instructed/taught me……………..Coached

Leadership Results Leadership Results Don’t try to play every instrument in the orchestra—know what the big picture looks like and discover each member who has a key piece and let them put it in place People will support what they help to create

Finally Remember: effective leadership is an art developed through perpetual effort!