Leadership Module name: Leadership Vincent Hodder Module authors:

Leadership Module name: Leadership Vincent Hodder Module authors:
Holger Blankenstein, October 2009 Module revision: Emphasize the importance of leadership and provide managers with tools to find opportunities for becoming better leaders Teaching objectives:

Flow of module Introduction Define leadership
Time Introduction Present module objectives Why is leadership important? 5 minutes Define leadership What is the role of the leader? Create a shared vision, mobilize and inspire, manage for results, develop the team What makes a leader handout 40 minutes Explain importance of leadership Management and Leadership Skills Role of manager in Volaris 20 minutes Explain some leadership lessons Play clips for each lesson and explain takeaways 50 minutes Explain personality types and importance for leadership What is MBTI? Personality types Management and Organizational styles 40 minutes Explain the 4 Quadrants of leadership The 4 quadrants and how to select them 50 minutes Explain empathy as a way to leadership Empathy exercises First applied to leaders of first chapter, then self applied Compare to feedback from direct reports 90 minutes Key Takeaways 30 minutes 330 minutes

Volaris – Offsite Comercial
Leadership Volaris – Offsite Comercial

Leadership is core to becoming a great executive and a great company
Builds enduring greatness through a paradoxical blend of personal humility & professional drive Executive Leader Catalyzes a vigorous pursuit of a clear & compelling vision, stimulating higher performance standards by being center stage Strong Manager Organizes people & resources towards the effective & efficient pursuit of predetermined objectives Contributing Team Member Contributes individual capabilities to the achievement of group objectives & works effectively with others in a group setting Highly Capable Individual Makes productive contributions through talent, knowledge, skills, & good work habits Level 5 Level 4 Level 3 Level 2 Level 1

Agenda What is leadership? Why is leadership important? Management goes to the movies Self awareness 4 Quadrant leadership Interacting with others Key takeaways

Dilbert on the role of the leader
Source: Scott Adams, The Dilbert Principle, 1996

Leader or misleader “Since this country was founded, each generation of Americans has been summoned to give testimony to its national loyalty. The graves of young Americans who answered the call to service surround the globe. Now the trumpet summons us again, not as a call to bear arms, though arms we need; not as a call to battle, though in battle we are; but a call to bear the burden of a long twilight struggle, year in & year out, rejoicing in hope, patient in tribulation, a struggle against the common enemies of man – tyranny, poverty, disease & war itself. Will you join in that historic effort?” John F. Kennedy Inaugural Address. Washington, D.C. January 1961 “I will not shed any tears for any German soldiers who died in this war. They brought it on themselves.” Adolph Hitler Berlin, April 1945

Leaders on leaders “If a rhinoceros were to enter this restaurant now, there is no denying he would have great power here. But I should be the first to rise & assure him that he had no authority whatever." G.K. Chesterton, Influential English Writer "The task of the leader is to get his people from where they are to where they have not been." Henry Kissinger "Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." Jack Welch

The role of the Leader The Leader has four core responsibilities:
Create a shared vision Mobilize & inspire Manage for results Develop the team Set the direction Understand the big picture Communicate the vision Align the team Build enthusiasm Motivate the team Leverage the skills & experience of the team Enable the individuals Stick to a rigorous upfront plan Manage aggressively Troubleshoot Change behavior in response to feedback Develop an exciting plan for growth Be the coach Correct poor performance Measure & communicate performance

What makes a leader? Handout 1 Since your birth you have been controlled by a very large number of people with numerous titles Parents, grandparents, relatives, school teachers, sporting team captains, leaders in community service groups, priests, rabbis, supervisors, superintendents, managers, general managers, executives, CEOs Think about them for a few moments. Then select from them the best leader you have ever had, as you define leadership. You are very grateful for this person – because you gained permanent benefits from that relationship. Call this person “A” Now identify the worst leader you have ever had. You probably have few pleasant memories of you associations with this person. Call him/her “Z” Reflecting carefully on your memories of those two people, complete the exercise

Authority vs. Leadership
Most people in authority are NOT Leaders: Most parents, teachers & managers are not leaders Most people who are given managerial roles are promoted because They are technically competent in a particular profession or trade Their individual achievements were judged to be acceptable by the people who promoted them They conformed to the value systems & practices of their organization Very few managers gain their rank by Demonstrating reliable leadership skills Establishing & leading strong work groups Being willing & able to critically evaluate & improve the value systems & practices of the organization Most organizations do not use reliable monitoring methods to assess the positive & negative impacts of their managers on the people who report to them

Effective leaders are:
Self-aware Enough to know how their own patterns of behavior impact others Caring Demonstrated ability to empathize with other people’s needs, concerns, & goals Just (Fair) Consistent in their interactions & have a strong sense of justice & fairness Persistent Can maintain a positive, focused attitude in pursuing a goal, despite the obstacles Courageous Is willing to walk alone & go against the majority to stand up for their values & principles Comfortable with ambiguity Willing to take calculated risks, can handle a certain level of disruption & conflict, & are willing to change their minds when new information comes to light Excellent communicators Know how to listen closely, run meetings, make presentations, negotiate, & speak in public Future-focused Able to create a vision for others to follow

The importance of Leadership
"Great leaders are almost always great simplifiers, who can cut through argument, debate, & doubt to offer a solution everybody can understand." General Colin Powell, Former U.S. Secretary of State “Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered & that gives their work meaning.” Warren Bennis, Pioneer of leadership studies “I obey my manager because I HAVE to… …. I follow a leader because I WANT to. Anon, Manager

Management vs. Leadership
Technical skills Adaptive skills Develop Plans & budgets Organize tasks & allocate staff Produce output Sell tickets Turnaround aircraft Track revenues & profits Set direction Guide & coach Motivate & inspire Shape behavior & culture Align people Manage things for results Lead people for change

Leadership/Management Matrix
The Target Zone High Skills in Managing things Med Low Low Med High Skills in Leading people Where do you sit?

Discussion: What is the role of a manager in Volaris
“What I expect from my senior management in Volaris is simple: 1) Make this company EBIT positive 2) Deliver a superior experience for the customer 3) Do both of these while ensuring the safety and security of our staff and our clients 4) Lead by example But we will not achieve this by doing the same thing today as we did yesterday. Gerentes in Volaris must be focused on continuous improvement of efficiency – both in revenues and costs - they must challenge every activity, every cost, every process – and do it every day. This change is not just a management activity. Gerentes in Volaris must mobilize and inspire everyone in our company to embrace this – only then can we truly achieve our goals.” Enrique Beltranena CEO Volaris

“Full metal jacket” – Tells the story of a group of soldiers that fight in the Tet offensive in Vietnam A two-segment story that follows young men from the start of recruit training in the Marine Corps to the lethal cauldron known as Vietnam The first segment follows Joker, Pyle and others as they progress through the hell of USMC boot-camp at the hands of the colorful, foul-mouthed Gunnery Sergeant Hartman The second begins in Vietnam, near Hue, at the time of the Tet Offensive Movie Plot Clip Situation : Platoon has just entered boot camp and are being welcomed by their drill sergeant (Play Clip) Discussion questions Is this person a leader? What makes this person a leader? What is his leadership style? Why does his leadership style work in this situation? Lesson 1 Leadership style : Leads with total authority – no questions asked This leadership style is good for employees that need close supervision to perform certain tasks or when there is no room for error Creative employees and team players resent this type of leadership, since they are unable to enhance processes or decision making, resulting in job dissatisfaction 2 3

“Apollo 13” – Tells the story of one of the greatest challenge’s in NASA’s history
Based off of real events of one of the worst NASA tragedy's – it is the true story of the ill-fated 13th Apollo mission bound for the moon America have already achieved their lunar landing goal, so there's little interest in this "routine" flight.. until that is, things go very wrong, and prospects of a safe return fade Movie Plot Clip Situation : Clip takes place right after there has been an explosion on the space ship and prospects of bringing them home safely have faded (Play Clip) Discussion questions Is this person a leader? What makes this person a leader? What is his leadership style? What is different about his leadership style? Why does his leadership style work in this situation? Lesson Leadership style : Listens to the team's ideas and studies them, but will make the final decision When changes arises, this type of leadership helps the team assimilate the changes better and more rapidly than other styles, knowing they were consulted during the decision making process A shortcoming of this leadership style is that it has difficulty when decisions are needed in a short period of time or at the moment 1 2 3

“Any Given Sunday” – Is story about a fictitious football team in Miami trying to win a championship
Movie Plot An aging football coach finds himself struggling with his personal and professional life while trying to hold his team together A star quarterback has been knocked out of the game and a naive football player replaces him only to become exposed to the world of sports Meanwhile, the coach finds himself constantly at battle with the team owner's money & power hungry daughter intent on moving the team out Clip Situation : It is half time in the championship game, the sharks find themselves behind and need to come back if they want to win (Play Clip) Discussion questions Is this person a leader? What makes this person a leader? What is his leadership style? What is different about his leadership style? Why does his leadership style work in this situation? Lesson Leadership style : Leads through motivation – gets the team to be effective and efficient Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details The leader is always looking for ideas that move the organization to reach the company’s vision 1 2 3

“The matrix reloaded” – Tells the story of how Neo embarks on a quest to save humans from machines
Movie Plot In this second adventure, Neo and the rebel leaders estimate that they have 72 hours until Zion falls under siege to the Machine Army. Only a matter of hours separates the last human enclave on Earth from 250,000 Sentinels programmed to destroy mankind. But the citizens of Zion, emboldened by Morpheus conviction that the One will fulfill the Oracles Prophecy and end the war with the Machines- all hope for survival rests with Neo Clip Situation : Neo (the one) meets with the Oracle for a last piece of advice before he embarks on his quest to save the humans (Play Clip) Discussion questions Is this person a leader? What makes this person a leader? What is her leadership style? What is different about her leadership style? Why does her leadership style work in this situation? Lesson Leadership style : gives no continuous feedback or supervision because the employees are highly experienced & need little supervision to obtain the expected outcome This type of style is also associated with leaders that Don’t lead at all Fail to supervise team members Have lack of control higher costs Bad service or failure to meet deadlines 1 2

Effective leaders are:
Self-aware Enough to know how their own patterns of behavior impact others Caring Demonstrated ability to empathize with other people’s needs, concerns, & goals Just (Fair) Consistent in their interactions & have a strong sense of justice & fairness Persistent Can maintain a positive, focused attitude in pursuing a goal, despite the obstacles Courageous Is willing to walk alone & go against the majority to stand up for their values & principles Comfortable with ambiguity Willing to take calculated risks, can handle a certain level of disruption & conflict, & are willing to change their minds when new information comes to light Excellent communicators Know how to listen closely, run meetings, make presentations, negotiate, & speak in public Future-focused Able to create a vision for others to follow

Effective leaders are: Self aware
Self awareness Your behavior patterns impact others You Others Do you know how you think, perceive and remember information – Do you know how this impacts others?

Relationship building
What is MBTI? The MBTI is a personality inventory based on the theories of Carl Jung A non-judgmental framework that allows people to gain an understanding of their differences, particularly with respect to: Energy sources Information gathering Decision making Lifestyle/work patterns More than 50 years of research have demonstrated the reliability & validity of the instrument It is the most widely used self-assessment & team-building tool in organizations today Currently used by more than 10,000 organizations Completed by more than 20 million people in the past decade Develop leaders Team dynamics Relationship building Self awareness

Know thyself Electronic Handout 1 We are going to use the Myers Briggs Type Indicator as a basis for understanding our cognitive styles Cognitive styles indicate our preferences for learning, decision making & leading Understanding our cognitive style assists us to understand our natural style & be more aware of how we interact with others You should have already answered the electronic test and obtained your MB Type While it may be useful to share your type with the group, you are under no obligation to do so

I Introverting N Intuiting F Feeling P Perceiving Extraverting E
MBTI preference pairs Energy Extraverting E (outward) I Introverting (inward) Sensing S (details) Information N Intuiting (big picture) Thinking T (logic) Decisions F Feeling (values) Judging J (structure) Lifestyle P Perceiving (flexibility)

The MBTI has 16 personalities in 4 temperaments
ISTJ Inspector ISTP Operator ENTP Inventor INTJ Strategist = Realist (STs) ESTJ Administrator ESTP Promoter ENTJ Field Marshall INTP Definer = Conceptual (NTs) = Social (SFs) ISFJ Protector ISFP Composer ENFP Catalyst INFJ Foreseer = Idealistic (NFs) ESFJ Provider ESFP Performer ENFJ Mentor INFP Advocator

Sam Walton-Founder & CEO of Wal-Mart

The ST’s - Practical ISTJ
Quiet, serious, earn success by thoroughness & dependability Practical, matter-of-fact, realistic, & responsible Decide logically what should be done & work toward it steadily, regardless of distractions Take pleasure in making everything orderly & organized - their work, their home, their life Value traditions & loyalty ISTP Tolerant & flexible, quiet observers until a problem appears, then act quickly to find workable solutions Analyze what makes things work & readily get through large amounts of data to isolate the core of practical problems Interested in cause & effect, organize facts using logical principles, value efficiency Example: George H.W. Bush Example: Tom Cruise ESTJ Practical, realistic, matter-of-fact Decisive, quickly move to implement decisions Organize projects & people to get things done, focus on getting results in the most efficient way possible Take care of routine details Have a clear set of logical standards, systematically follow them & want others to also Forceful in implementing their plans ESTP Flexible & tolerant, they take a pragmatic approach focused on immediate results Theories & conceptual explanations bore them - they want to act energetically to solve the problem Focus on the here-and-now, spontaneous, enjoy each moment they can be active with others Enjoy material comforts & style Learn best through doing Example: Sam Walton Example: Jack Nicholson

Donald Trump-CEO of Trump Organization

The SFs - Social ISFJ Quiet, friendly, responsible, & conscientious
Committed & steady in meeting their obligations Thorough, painstaking, & accurate Loyal, considerate, notice & remember specifics about people who are important to them, concerned with how others feel Strive to create an orderly & harmonious environment at work & at home ISFP Quiet, friendly, sensitive, & kind Enjoy the present moment, what is going on around them Like to have their own space & work within their own time frame Loyal & committed to their values & to people who are important to them Dislike disagreements & conflicts Do not force their opinions or values on others Example: Jerry Seinfeld Example: Donald Trump ESFJ Warmhearted, conscientious, & cooperative Want harmony in their environment, work with determination to establish it Like to work with others to complete tasks accurately & on time Loyal, follow through even with small matters Notice what others need in their day-to-day lives & try to provide it Want to be appreciated for who they are & for what they contribute ESFP Outgoing, friendly, & accepting Exuberant lovers of life, people, & material comforts Enjoy working with others to make things happen Bring common sense & a realistic approach to their work, & make work fun Flexible & spontaneous, adapt readily to new people & environments Learn best by trying a new skill with other people Example: Bill Clinton Example: Kathie Lee Gifford

Steve Jobs-Founder & CEO Apple Inc.

The NTs - Conceptual ENTP
Quick, ingenious, stimulating, alert, & outspoken Resourceful in solving new & challenging problems Adept at generating conceptual possibilities & then analyzing them strategically Good at reading other people Bored by routine, will seldom do the same thing the same way, apt to turn to one new interest after another INTJ Have original minds & great drive for implementing their ideas & achieving their goals Quickly see patterns in external events & develop long-range explanatory perspectives When committed, organize a job & carry it through Skeptical & independent, have high standards of competence & performance for themselves & others Example: Tom Hanks Example: Rudy Giuliani ENTJ Frank, decisive, assume leadership readily Quickly see illogical & inefficient procedures & policies, develop & implement comprehensive systems to solve organizational problems Enjoy long-term planning & goal setting Usually well informed, well read, enjoy expanding their knowledge & passing it on to others Forceful in presenting their ideas INTP Seek to develop logical explanations for everything that interests them Theoretical & abstract, interested in ideas more than social interaction Quiet, contained, flexible, & adaptable Have unusual ability to focus in depth to solve problems in their area of interest Skeptical, sometimes critical, always analytical Example: Steve Jobs Example: Tiger Woods

John F. Kennedy- Youngest president in U.S. history

The NFs - Idealistic ENFP Warmly enthusiastic & imaginative
See life as full of possibilities Make connections between events & information very quickly, & confidently proceed based on the patterns they see Want a lot of affirmation from others, & readily give appreciation & support Spontaneous & flexible, often rely on their ability to improvise & their verbal fluency INFJ Seek meaning & connection in ideas, relationships, & material possessions Want to understand what motivates people & are insightful about others Conscientious & committed to their firm values Develop a clear vision about how best to serve the common good Organized & decisive in implementing their vision . Example: Bill Cosby Example: Martin Luther King Jr. ENFJ Warm, empathetic, responsive, & responsible Highly attuned to the emotions, needs, & motivations of others Find potential in everyone, want to help others fulfill their potential May act as a catalyst for individual & group growth Loyal, responsive to praise & criticism Sociable, facilitate others in a group, & provide inspiring leadership INFP Idealistic, loyal to their values & to people who are important to them Want an external life that is congruent with their values Curious, quick to see possibilities, can be catalysts for implementing ideas Seek to understand people & to help them fulfill their potential Adaptable, flexible, & accepting unless a value is threatened Example: Michael Jordan Example: John F.Kennedy

Management style preferences
Realist (ST) Social (SF) Conceptual (NT) Idealistic (NF) Decision making Defining solutions Planning implementation Practical, but based on gut feeling of the right direction Defining problems/opportunities Identifying objectives & policies Establishing success criteria Ambiguity Creating Feeling Problems/ Opportunities Approach to change Real time operational -technical problem solvers Real time, operational – people problem solvers Future time, strategic technical problem solvers Past time, strategic-people problem solvers

Organizational style preferences
Practical (ST) Social (SF) Conceptual (NT) Idealistic (NF) Structure Practical Bureaucratic Well defined hierarchy Central leader Friendly Hierarchical but open Complex organization Flexibility Changing authority Task forces Completely decentralized No clear lines of authority No central leader Interactions Task oriented Complete control Specificity Fixed rules Human qualities of people doing work as individuals Goals Clients Effect of environment Humanitarian General concern for development of employees Organization goals Productivity Work flow Good interpersonal relationships Macroeconomic Theoretical Personal & humanitarian A. Fabre H. Blankenstein F. Suarez J. Calderoni A. Ascencio Volaris Leaders (tendency) F. Hijar (?) E. Huacuja J. Procell JL. Suarez

MBTI Key takeaways The MBTI is not an evaluative tool, it indicates only preferences, not limitations Most people have the ability to operate effectively outside their preferred style MBTI helps us to understand more about the way that we prefer to work & operate It also assists us in understanding how to get the most out of others Best results are achieved by having multiple types working together However, opposite types or “shadows”, will have greater difficulties understanding each other E.g. Practical (ST) & Idealist (NF) Greatest flexibility in an individual comes from conscious efforts to develop “shadow” capabilities – overcoming the internal conflict Thinkers develop Feeling, Sensors develop Intuition

Both situations are a poor outcome for all concerned
The Leader's dilemma The Leader’s control spectrum Low level of control High level of control Too little control Too much control Delays resolution Leads to significant rework Abrogates the leaders responsibility to the organization Is inefficient Stifles creativity Does not develop employees Engenders feelings of mistrust and frustration Is inefficient Both situations are a poor outcome for all concerned

4 Quadrants of leadership
Constructive Energies (Motivation) Productive skills (Capability) Job Efficiency (Performance) Understanding constructive energies and productive skills of our teams helps us to lead our people and manage tasks more effectively

The four quadrants of leadership
High Q4 Q4 Q3 Q3 Colleague’s job efficiency level Q2 Q2 Q1 Low Low High Extent of leaders control over colleagues decisions & actions

Job efficiency is the key to selecting the right Q
Extent of leaders control over colleagues decisions & actions Low Colleague’s job efficiency level High High moderate Low moderate Low Colleague’s job responsibilities & authorities Autonomy Consensus Co-operation Compliance Leader’s strategies Delegation High Requiring Leader’s role strategies Consultant Partner Coach Controller Leader’s message You decide, call me for assist We’ll discuss & we’ll decide We’ll discuss & I’ll decide I’ll decide

Q1 – Leader as controller
Leaders message I’ll decide When to choose Employee has low job efficiency for the task Laws, rules or procedures require individual to act in specified ways What it means The leader decides what will be done, how it will be done & when it will be done If the task is not completed in this way the leader is willing & able to take effective remedial action Key watch outs Misleading words or body signals can result in confusion Be clear, no discussion, no negotiation, this is already decided Using Q1 does not mean no explanation, only no discussion

Q2 – Leader as coach We’ll discuss, I’ll decide Leaders message
When to choose Employee has low moderate job efficiency for the task What it means The leader & the individual will discuss, & the leader will make the final decision after the discussion Frequently, all employee suggestions will be acted upon Where this is not the case the leader will coach the employee & explain where he could have improved his recommendations Key watch outs Empathic leaders are honest If the decision is already made, use Quadrant 1 Don’t think that employees will not notice

Q3 – Leader as partner We’ll discuss, We’ll decide Leaders message
When to choose Employee has high moderate job efficiency for the task What it means The leader & the individual are in similar positions to make a contribution to the task. Both have useful information or experience required to make a correct decision Key watch outs Where agreement can not be reached, the leader must either move to Q2 or Q4 When changing the quadrant, the leader must explain this to the employee The leader can not make the decision alone if he has selected Q3

Q4 – Leader as consultant
Leaders message You decide, call me if you need help When to choose Employee has high constructive energies & high productive skills for the task What it means The individual has a higher job efficiency for the task & is better able to complete it than the leader Leader provides suggestions, information, resources & support if requested by the individual Key watch outs Is often avoided by managers, often because of a perceived threat from an employee who is capable of significant autonomy However, only use Q4 when the employee has earned the right by proving high constructive energies & high productive skills

How to select the right quadrant
What precisely am I asking the employee to do? Define the task clearly and ensure that the employee always knows exactly what you are asking them to do Vague task definition, conflicting priorities and unclear objectives are signs of mediocre management Identify where the employee will be on the constructive energies dimension? Identify where the employee will be on the productive skills dimension? Using our empathy will enable us to see the world from the individuals point of view and create an accurate rating What is the employees job efficiency for this task? Always notify the employee which quadrant you have selected at the beginning of the discussion by stating the leaders message

Leaders impact our emotional responses
Handout 2 Go back to the “Leaders I have known” exercise and think again about your two leaders A and Z To evaluate their interactions with you and what that made you feel. Mark each row on the handout with the a letter A representing where leader A sits on each continuum, and then perform the same for leader Z To score use the rating numbers at the top of the form and use the following scale Rating 1 2 3 4 5 6 7 Score

Empathy is the core of leadership
Leaders feel AGAPE for their people “Agape” is Greek and means love of all people; actively seeking their highest welfare AGAPE EMPATHY Leaders exercise POWER with fairness, tolerance, justice and compassion Leaders prize the TRUTH and are known to be honorable and trustworthy TRUTH POWER

Every action has an equal and opposite reaction
They will respond with Anger Frustration Resentment If you treat people with Anger Abuse Disrespect Creating destructive energy leads to poor performance

Treat your team as you would like to be treated!!!
Your objective should be to create a positive emotional response in your team If you treat people with Empathy Fairness Respect They will feel Valued Important Motivated Treat your team as you would like to be treated!!!

Leadership or just common sense?
The Golden rule is true in all major religions This is the sum of duty: Do naught unto others which would cause you pain if done to you Mahabharata 5: 1517 HINDUISM: BUDDHISM: Hurt not others in ways that your self would find hurtful. Udana-Varga 5:18 Surely it is the maxim of loving kindness: Do not unto others what you would not have them do unto you. Analects 15:23 CONFUCIANISM: What is hateful to you, do not to your fellowman. That is the entire Law; all the rest is commentary. Talmud, Shabbat 31a JUDAISM: CHRISTIANITY: All things whatsoever ye would that men should do to you, do ye even so to them. Matthew, 7:12 No one of you is a believer until he desires for his brother that which he desires for himself. The Koran ISLAM:

Use your interactions with team members to create constructive energies
CREATIVE…CONSTRUCTIVE 1 Bodily comfort Health 2 Security Safety Trust Serenity Delight 3 Love Approval Acceptance Recognition Self-confidence 4 Self-esteem Loyalty-values Self-actualization Achievement Faith 5 Self-transcendence Meaning Fulfillment Hope AMBIVALENT Bodily pain Illness 1 Insecurity Anxiety Fear Anger Boredom 2 Hatred Disapproval Rejection Humiliation Inferiority 3 Self-rejection Guilt Self-disgust Failure Depression 4 Cynicism Futility Apathy Despair 5 DESTRUCTIVE…DISRUPTIVE

The leader's energy focus
Empathy Neutrality Hostility Identification Colleagues are victims Colleagues are objects Colleagues are People Managers and colleagues are Victims “They are driving me around the twist.”…”These idiots would make a saint swear.”…”Can’t you do anything right, you’re hopeless” “Business is business. You can’t afford to have feelings on this job. So I stay objective. It keeps me from getting mixed up with my subordinates’ problems. I’ve got enough of my own, anyway” “I understand the difficulties you are facing, I’m happy to spend some time with you to help you work through them, then you can work through the solutions ” “I’m so desperately worried that you didn’t get that promotion I recommended. It’s giving me insomnia.” … “I couldn’t tell her the full story about shortcomings in her performance because I couldn’t handle the upset it would cause ”

Managers who are leaders high in empathy
Avoid destructive criticism This forces victims to become defensive and defensive people do not grow. They have to use so much energy protecting themselves from external attack that they have neither the wish nor the time to attempt much self-understanding. They can also enjoy revenge by reminding themselves that for every fault of theirs which has been “pointed out” they can find at least ten in the powerful person who has been threatening them Maintain comfortable, informal, safe, honest relationships with their people They encourage them to critically evaluate both themselves and their leaders. They welcome comments which will increase their insights into the positives and negatives of their own leadership practices Produce followers who are empathic about them This is a most important success. Leaders must understand followers. And the reverse process is equally desirable. Tow-way empathy is a very obvious characteristic of the best leader-colleague relationship. Then both participants cooperate effectively, not because they have to but because they want to

How do you rate? Rating 1 2 3 4 5 6 7 Score
Handout 3 Now perform exactly the same analysis, but this time, put yourself in the position of your team In their position, how would you rate your own performance on the dimensions of empathy To score use the rating numbers at the top of the form and use the following scale Rating 1 2 3 4 5 6 7 Score

While we may treat each person the same their reaction may be very different
The evaluation tests a subjective emotional response What the direct report perceives, not what the leader intends Our intention is to create a positive emotional response in our team members To move them to/with not away/against Different people will have different reactions to exactly the same stimuli Important to alter the nature of our interactions based on the character of the people involved Almost all of us have the potential to improve our empathy with our teams

Identifying positions on the leaders energy focus
Handout 4 This practice session is an opportunity to identify different positions on the Leader’s energy focus While you do not have the verbal or body language clues, you should have no difficulty identifying which position on the Leader’s energy focus is represented by each statement Write the first letter of the corresponding position on the leader’s energy focus next to each statement in response to the scenario

Summary: Empathic leaders…
Don’t waste time wondering about the following questions: Am I changing, in mind, body and behavior? Is my family changing? Is my organization changing? Is my society changing? You already know the answers to each of those queries. Keep Asking and finding answers to these questions. Summary: Empathic leaders… Do not… Do… Ignore or allow poor performance Pretend to be interested in others when they are not Flatter or deceive their colleagues Behave submissively or destructively See things through their colleagues’ eyes and show that they understand how it feels to be them Set achievable goals Encourage and coach them to maintain maximum performance Enable them to be open, honest and genuine Listen sensitively Show others that they care about them Keep their word Gain and give trust and respect Practice what they preach. Walk their talk Earn the right to be recognized as true leaders Then concentrate on the characteristics you can improve. These are likely to include – · Care of your body · Intellectual skills, such as remembering, concentrating, thinking, reasoning · Functioning intelligence · Reading speed · Vocabulary · Verbal fluency, accuracy and spontaneity · Time management · Technical proficiency · Professional growth · Insight into your effects on others · Demonstrated empathy · Relationships with family, friends, colleagues and others · Tolerance for stress · Relationships with yourself · Setting and achieving goals · Contributions to work teams · Finding satisfying meanings in your life · And many other characteristics which you can progressively improve if you work at that task. Refer to the Personal Resource Check List in Section D. Only a few of those items are sometimes beyond your control. On each of the others you can strive to live in the “Mostly” column.

Making teams more effective means leading more effectively
The Leader has four core responsibilities: Create a shared vision Mobilize and inspire Manage for results Develop the team Set the direction Understand the big picture Communicate the vision Align the team Build enthusiasm Motivate the team Leverage the skills and experience of the team Enable the individuals Stick to a rigorous upfront plan Manage aggressively Troubleshoot Change behavior in response to feedback Develop an exciting plan for growth Be the coach Correct poor performance Measure and communicate performance

The vision is a clear goal that unites the team in a common purpose
Volaris Vision: “Trascender al crear y vivir las mejores experienias de viaje” The airline of choice for the passenger With Excellent Customer Service Be the Lowest Cost of our Competitors Fly Safely and Efficiently

If the team is not united in belief in the goal the team will FAIL
Inspire and align the team to the goal by drawing on their values, emotions and reason Ethos = Values Pathos = Emotions Logos = Knowledge Convince them that you are good, trustworthy, reliable, fair and empathic Appeal to their values, emotions, motivations Win their hearts Give them objective data you want them to understand and state the actions you wish them to complete If the team is not united in belief in the goal the team will FAIL

Build empathic relationships with the team
Empathy Neutrality Hostility Identification Team members are victims Team members are objects Team members are People Managers and Team members are victims Treat team members as people, not objects

Use your interactions with team members to create constructive energies
CREATIVE…CONSTRUCTIVE 1 Bodily comfort Health 2 Security Safety Trust Serenity Delight 3 Love Approval Acceptance Recognition Self-confidence 4 Self-esteem Loyalty-values Self-actualization Achievement Faith 5 Self-transcendence Meaning Fulfillment Hope AMBIVALENT Bodily pain Illness 1 Insecurity Anxiety Fear Anger Boredom 2 Hatred Disapproval Rejection Humiliation Inferiority 3 Self-rejection Guilt Self-disgust Failure Depression 4 Cynicism Futility Apathy Despair 5 DESTRUCTIVE…DISRUPTIVE

Apply the right level of control to team members for different tasks
The Leader’s control spectrum Low level of control High level of control Too little control Too much control Delays resolution Leads to significant rework Abrogates the leaders responsibility to the organization Is inefficient Stifles creativity Does not develop employees Engenders feelings of mistrust and frustration Is inefficient Motivates and develops the team

A detailed workplan is essential to assure good results in the desired time frame
Milestones Hitos 1ª. Jul’08 2ª. Jul’08 3ª. Jul’08 4ª. Jul’08 Hoy Dirección General Evaluación y definición del proyecto (100%) Definición y autorización de estructura (Headcount de carga) Dirección Finanzas Asignación de recursos Procedimientos de control para facturación, cobranza, auditorias y contraloría Procedimientos de control para aspectos financieros y de rentabilidad Proyecto de inversión Convocatoria (bases de concurso para selección de proveedor de servicios de carga) Estudio Técnico (Infraestructura) Dirección Técnica Desarrollo de manuales, procedimientos y reglamentación operativa Integración al sistema de calidad, auditorias de evaluación del proveedor Intercomunicación entre áreas operativas, coordinación de Aeropuertos Seguridad en aviación, materiales restringidos. Peso y balance , capacidades, load factor

Motivate and develop your team
Developing the team Develop your replacements Make the team grow as a team Help your employees to become good leaders Motivate and develop your team

If you only take one thing away from today....
Handout 5 If you only take one thing away from today.... Empathy is the core of Leadership Treat others as you would like to be treated!!!

Key takeaways Authority is not leadership – not all people in authority positions are leaders Management is not leadership – not all people in management positions are leaders Managers: Manage for results Leaders: Lead people for change An effective leader: Creates a shared vision Mobilizes and inspires Manages for results Develops the team Good leaders know how their own behavior patterns impacts others There are different types of leaders - No one type of leadership is better than the other 1 2 3 4 5

Leadership Module name: Leadership Vincent Hodder Module authors:

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Leadership Module name: Leadership Vincent Hodder Module authors:

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