1. Managing, Motivating & Leading People
Presented By:
Karen Becton-Johnson
Katheryn Houston
For
ABMTS Conference
August 2009

2. Focus Leading when not in a position of authority
What to do when your boss gives you authority and co-workers don’t accept it
Getting things done through others

3. Management is doing things right;
Leadership is doing the right things.
Peter F. Drucker

4. Management vs. Leadership
Inside the company
Into each individual
Into the differences in goals, style, needs of each person
More tactical
Leadership
At the competition
At the future
At alternative routes forward
Focus on broad patterns
More strategic

5. Effective Leadership Communicate Inclusion Empowerment Accountability
Model the Behavior
Trustworthy
Communicate clearly and routinely by informing others how they fit in helping the organization to accomplish strategic goals, e.g. business plan
Involve others in setting objectives by providing feedback on how they are accomplishing targets.
Give others authority and then hold them accountable.
Be accountable yourself
Set an example by working hard/smart
Be trustworthy and extend trust to others

6. Become an Extraordinary Leader
Skills
Personal assessment
Personal character
Coach
Role models
Decide to become an extraordinary leader
Identify your strengths
Identify weaknesses and find a way to may them irrelevant
Fix your fatal flaws
Learn from mistakes and negative experiences
Develop and display high personal character
Develop new skills
Find a coach
Connect with good role models

7. Effective Virtual Leadership
Use technology effectively
Build community
Share goals, expectations, purpose vision
Share visible, measurable results
Coordinate/Collaborate across organizational boundaries
Effective Virtual Leadership:
Communicating effectively and using technology that fits the situation
Building community, based on mutual trust, respect, fairness and affiliation
Establishing clear and inspiring shared goals, expectation, purpose, and vision
Leading by example with a focus on visible, measurable results
Coordination/Collaborating across organizational boundaries

8. How to Motivate Others Authentic You Listen Learn Relationships
Keep giving feedback/coach the outcome
Get input from others
Lead from the front
Tell the truth
Manage your boss
Recognize people through responsibility and advancement

9. President Obama on Leadership
Deep rooted honesty
Empathy
See the truth in others
Listen
Learn
No tricking or bullying
Read Obama’s quote from Washington Post, :
".....But the second that thing I admire most in Lincoln is that there is just a deep-rooted honesty and empathy to the man that allowed him to always be able to see the other person's point of view and always sought to find that truth that is in the gap between you and me.  Right?  That the truth is out there somewhere and I don't fully possess it and you don't fully possess it and our job then is to listen and learn and imagine enough to be able to get to that truth.  If you look at his presidency, he never lost that.  Most of our other great presidents, there was that sense of working the angles and bending other people to their will.  FDR being the classic example.  And Lincoln just found a way to shape public opinion and shape people around him and lead them and guide them without tricking them or bullying them, but just through the force of what I just talked about:  that way of helping to illuminate the truth.  I just find that to be a very compelling style of leadership.  It's not one that I've mastered, but I think that's when leadership is at its best."

10. Mistakes to avoid in motivating others
Assuming everyone is like you
Relying on financial rewards
Promising something you cannot deliver
Limiting training and development opportunities
Insufficient feedback
Assuming Everyone is like you
3) Identify factors that employees find motivating and make sure the work environment supports them. Think about what makes a workplace motivating for you as one source; however don’t assume that every employee shares the same needs in a motivating workplace, e.g.:
Generational Differences: What Motivates Them?
Traditionalists (Pre-Boomers):
Money
Public Recognition
Desire to Lead
Organizational Loyalty
Responsibility
Accomplishment
Control
Baby Boomers:
More Money
Desire for subordinates
Loyalty to self
Promotion
Peer recognition
Generation X
Born
Do well by doing good
Meeting organizational goals
Recognition from boss
Bonuses
Born :
Time off
Meeting own goals
Skill training
Mentoring

11. The failure to give appropriate and timely feedback is the most extreme cruelty that we can inflict on any human being.
Charles Coonradt

12. Leading When Not in a Position of Authority
YOU – 4F club
WIIFT
Inclusion
Golden Rule
Platinum rule
Communication- LISTEN
Recognition
Set the stage for cooperation from others by 1) Introducing an idea, 2) Continual stimulation by talking about it; and 3) Get others to make an investment by having them participate in the planning.
Help others to see how they will benefit from accomplishing a job
Practice naïve listening. Don’t talk, just let people explain the types of things they’re doing and you will learn many things.
Make it a personal rule and a challenge to respond to someone within 24 hours of hearing their request--whether it’s to acknowledge the request or respond to it.
Train Others to Do the Job. You cannot do them all; nor can others if they have not been trained.
Ask “will you please do this for me instead” of telling someone to just do it and always add thanks.
Practice the golden rule in business: Do unto others the way you would have them do unto you. You will always be remembered for fairness.
On the other hand, practice the platinum rule interpersonal relationships: Do unto others the way they want to be done unto. They will be more apt to stay comfortable when interacting
Always give people the benefit of the doubt. They may not be the cause of a problem. The cause may be beyond their control.
Admit it when you do not know the answer asked by a staff member. Then challenge that person to research and decide what the best answer is. It will help them grow.
When you appreciate what someone has done, let hem know and put it in writing. This can be added to their personnel file.
Be a member of the 4F Club: Be seen as Fair, Firm, Friendly (Approachable), and having Foresight or being Forward-thinking.
Encourage people to come-up with new ideas and ways of doing things. Give them credit and recognition for the idea.
If a new idea does not work, at least praise the effort of that person so they will come up with future ideas.
Never criticize someone in front of others. Have all discussions of a corrective nature in private.

13. Pull the string, and it will follow wherever you wish.
Push it and it will go nowhere at all.
Dwight D. Eisenhower

14. Co-workers won’t accept your authority??!!!
WIIFT
Listen
Give credit where credit is due
It’s about the organization
Help others to see how they will benefit from accomplishing a job
Be sincerely interested in people working for and with you.
Help others recognize their own importance
When asking someone to do something, let them know what is in it for them and the organization. Do not focus on what is in it for the organization and yourself.
Have regular focused meeting regarding the tasks you are responsible for
Stay open in your thinking. Be open to all new ideas. Do this and you will not be setting up barriers that do not exist.
Do not be quick to judge others. Learn to listen carefully before coming to conclusions.
Be the kind of person that others want to help out and work with.
When credit is given to you for completion of a task, be sure to give it to all who were involved. This will nurture the relationship and provide motivation to support you in the future.

15. Getting Things Accomplished Through Others
Lead by example
Tell them why
Get their opinions
Feedback
Reward
Manage by exception
Manage by walking
around
Smile
GETTING THINGS ACCOMPLISHED THROUGH OTHERS:
The “boss” is one of the strongest models and employee has. Be a positive model as people are watching to see how you behave. They will reflect this in their own behavior. Lead by example.
Let people know why they are doing something. It then becomes more meaningful when they recognize their part in a greater vision.
Provide open, direct, and immediate feedback
Reward others for the results they produce
Manage by exception. When things are going well, leave them alone. When a problem occurs, then help
Give employees an opportunity to speak their opinions and suggestions without fear of ridicule or reprisal.
Never seek to place blame. Always focus on the problem.
Manage by “walking around”. See what people are doing and listen to what they have to say. Note: “walking around” can be accomplished either “face-to-face” or “virtually”. It’s all about communication.
When making a change that affects others, if possible, get them involved before making the actual change. This increases commitment/accountability to make the change work after it is implemented.
Smile. It helps you feel better and is contagious. The whole organization shudders when the boss is frowning. Likewise, it smiles when the boss does.
Keep things “light” and have fun rather than being too serious. Seriousness blocks productivity.
Giving people recognition generates energy within them. They will then generate that energy toward increased productivity.
Tap the potential of others working for you by giving them the opportunity to think things through for themselves rather than telling them how to do something. It provides a “time saver” for you and “development” for them.
Have regular “developmental discussions” with each of your people in which you discuss only how the individual may grow and how you and the organization may be able to support them in doing this.
Low morale in workers may be an indication of the boss only talking about negative things or what’s wrong. Be sure to balance negative comments with more frequent positive comments.
Encourage others to compete against themselves to achieve more. Let it be a personal challenge to become better as an individual-not competing with others but self.

16. Questions???