1. Finding Your Passion: Inspiring and Motivating a Group to Reach a Shared Goal Orientation Leader Drive-In Presenter: Richard DeShields, Central Washington University

2. LEARNING OUTCOMES Identify the four basic needs that members of a group need from their leader Discuss strategies used in leadership to engage teams in shared vision and goals Briefly discuss utilizing strengths of leaders and teammates in promoting a solid team

3. INDIVIDUAL ACTIVITY On a piece of paper, answer the following: 1)What leader has the most positive influence in your daily life? 2)List three words that best describe what this person contributes to your life WHAT WORDS DID YOU COME UP WITH?

4. FOLLOWERS 4 BASIC NEEDS TRUST COMPASSION STABILITY HOPE

5. Regarding trust-- “If you don’t have relationship, you start from zero each time.” Kofi Annan Secretary General for the United Nations

6. TRUST (honesty, integrity, respect) Increases speed and efficiency in the workplace/organization Respect, integrity, and honesty are the outcomes of strong relationships built on trust “Relationships flat-out trumps competence in building trust.”

7. COMPASSION (caring, friendship, happiness, love) “My supervisor, or leader, seems to care about me as a person.” In a study of 10 million responders, it was found that of those who agreed with this statement: --significantly more likely to stay with the organization --have more engaged customers --substantially more productive --produce more profitability for the organization Positive Bias “For people to truly love their organization, it needs to have heart.”

8. STABILITY (security, strength, support, peace) Basic Needs “Followers who have high confidence in their organization’s future are nine times as likely to be engaged in their jobs when compared to those with lower confidence.” Transparency—give updates on progress on how you’re meeting your organization goals Help each follower see how he or she can directly affect the success of the organization

9. HOPE (direction, faith, guidance) The most powerful question is “Do you feel enthusiastic about the future in your organization?” –69% of answered yes were engaged in their job Can be the most influential STOP REACTING…and START INITIATING –“When high value is placed on outcomes by reacting, leaders spend little or no time thinking about what could be done because they receive more accolades for simply doing what needs to be done.” If you are not helping people see the way forward, it’s likely no one else is either.

10. USING YOUR STRENGTHS 34 StrengthsFinder Themes Achiever* Activator* Adaptability Analytical Arranger Belief Command Communication Competition Connectedness Consistency Context Deliberative Developer* Discipline Empathy* Focus Futuristic Harmony Ideation Includer Individualization Input Intellection Learner Maximizer Positivity Relator Responsibility Restorative Self-Assurance Significance Strategic* Woo

11. FINAL THOUGHTS The most effective leaders are always investing in strengths. The most effective leaders surround themselves with the right people and then maximize their team. The most effective leaders understand their followers’ needs.

12. “I may not get there with you. But I want you to know tonight that we, as a people, will get to the promised land.” MARTIN LUTHER KING JR. April 3, 1968

13. QUESTIONS?

14. RESOURCES Rath, Tom and Barry Conchie. “Strengths Based Leadership: Great Leaders, Teams and Why People Follow”. (2008). New York. Gallup Press ISBN: 978-1-59562-025-5 Clifton, Donald O.; Chip Anderson & Laurie Schreiner. “StrengthsQuest: Discover and Develop Your Strengths in Academics, Career and Beyond. (2006). New York. Gallup Press ISBN: 978-1-59562-011-8 Richard DeShields, deshielr@cwu.edu (509)963-2735deshielr@cwu.edu