CStoner ARMA Regional meetings 2007

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The Pacific Region ARMA Leadership Conference Leadership: Developing the Leader’s Skill Set Dr. Chuck Stoner Executive Development Center Bradley University July 14, 2007: 

The Pacific Region ARMA Leadership Conference Leadership: Developing the Leader’s Skill Set Dr. Chuck Stoner Executive Development Center Bradley University July 14, 2007

Slide2: 

Mobilizing others to want to get extraordinary things done The capacity to inspire (to breathe; to breathe life into) “Great leaders …ignite our passions and inspire the best in us.” It’s All About Leadership: Search for Authentic Leadership

Interpersonal Foundations: 

Interpersonal Foundations Respect Affirmation Significance

Strengths and … Interpersonal Challenges: 

Strengths and … Interpersonal Challenges

Slide5: 

The Leader Skill Set Basic knowledge Technical skills Knowledge of the job Ability to identify and pinpoint problems Being a quick study Administrative and organizational skills Decisive Integrative thinking

Slide6: 

The Leader Skill Set Interpersonal skills Ability to influence and lead people Ability to build and mend relationships Ability to confront problem people Ability to manage conflict Compassion and sensitivity Composure

Meaning and Action: 

Meaning and Action My facts My feelings My interpretation My actions My reframe

Slide8: 

An Overview of the Conflict Process Causes Different interests and needs Personalities Limited resources Different points of view Blocked expectations Emotional Impact Frustration Anxiety Stress Anger Hostility Conflict Response Consequence

Slide9: 

Deciding Which Conflicts to Address SUDS Scale - Subjective Units of Disturbance 0 100 Is this conflict relatively high on your SUDS scale? Has this conflict appeared before? Is the rating higher this time than last time? Is this conflict likely to come up again?

Desired Outcomes: 

Desired Outcomes Resolution Clarify expectations and intentions Letting other know where you stand Building relationships and trust

Conflict Personalities and Preferences: 

Conflict Personalities and Preferences Altruistic – Nurturing Harmony and relationships Assertive – Directing Action and decisiveness Analytic – Autonomizing Logic and reason Extraversion and Introversion Judging and Perceiving

Slide12: 

The Conflict Encounter Expressing your rights, thoughts, and beliefs directly and respectfully, so your needs are met and others’ rights are not violated. “I-Language” Statements Situation Behavior Check facts (as you see them/ verify/ reframe) Personal impact The big picture effects The preferred alternative(s) Clarify Clear up any confusion Intent to dialogue

Active Listening: 

Active Listening Stop Talking – minimal encouragers Mono-tasking Summarization Paraphrasing Reflection of meaning Reflection of feeling Perception checks Clarifications Attend to nonverbals and subtle cues Nonverbal matching

Emotional Intelligence: 

Emotional Intelligence “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” (Goleman)

EI Impact: 

EI Impact General intelligence (IQ) and technical skills are “threshold capabilities” for success But, without high degree of EI, a person’s leadership potential is limited EI is more critical as one moves up since technical skill becomes less critical EQ more important than IQ for career success (consistent research support) Competencies associated with EQ are twice as important for career success as IQ or technical skill Research on 15 global companies indicated that 90% of leader success attributed to EI Top 10% EI scale versus average EI scale for sales professionals – more than double sales

Difficult People: 

Difficult People Is this a “can’t” problem? Or, is this a “won’t” problem?

Slide17: 

Performs above expectation Performs below expectation Does not work well with others Works well with others IDEAL TALENTED BUT ABRASIVE CHARMING BUT UNRELIABLE PLATEAUED AND INDIFFERENT

Slide18: 

Does this appear to be a performance problem, a role problem, or both Clarify performance and role expectations Describe current behavior (performance and role outcomes being achieved) Gain agreement on outcomes being achieved Expect emotion and excuses Gain agreement that a gap exists Gain agreement that the gap needs to addressed and overcome Discuss reasons for the gap Develop (jointly if possible) a plan of action Build in time frames and consequences Follow-through consistently

Building Commitment with Volunteers : 

Building Commitment with Volunteers

Equity: 

Equity This is ultimately about fairness Most agree that fairness is important How do people make judgments about whether they are being treated fairly?

Organizational Citizenship Behaviors (OCBs): 

Organizational Citizenship Behaviors (OCBs) Individual “discretionary” behavior that promotes the effective functioning of the organization. Behaviors that benefit the organization but are not prescribed as part of any specific employees’ formal job role. Helping others Altruistic behavior Loyalty Courtesy

Slide22: 

Employee Expectations and Needs Exciting, Interesting, and Challenging Work Utilization Sense of Contribution/ Feeling Job Is Important Work as a “noble cause” Personal significance Freedom and Discretion Dignity and Respect Fair Treatment/ Equitable Treatment Feeling of Achievement and Accomplishment Teamwork and Involvement Opportunities for Personal Growth and Development Be Part of Successful Activities Earned Praise and Recognition Work/Non-work Balance

Slide23: 

Building an Engaging Culture Research from the Gallup Organization Answers to 12 questions (Q12) Engaged, not engaged, actively disengaged Identify with, accept, promote values and objectives Disconnected, assume worst from leaders, spread distrust, become toxic Engaged workplaces (top 25% Q12 scores) Lower turnover Higher customer loyalty Above-average productivity Higher profits

Slide24: 

Do I know what is expected of me at work? Do I have the materials and equipment that I need in order to do my work right? At work, do I have the opportunity to do what I do best every day? In the past seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission or purpose of my company make me feel that my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the past six months, has someone at work talked to me about my progress? This past year, have I had opportunities to learn and grow?

Great Place to Work Institute: 5 Dimensions of Great Place to Work: 

Great Place to Work Institute: 5 Dimensions of Great Place to Work Credibility Open and accessible communications Integrity in carrying out promises/ consistent action Competent human and material resources Respect Support professional development & show appreciation Collaborate with employees in relevant decisions Care for employees as people with personal lives Fairness Equity – balanced treatment for all in terms of rewards Impartiality - Lack of favoritism in hiring and promotions Justice – Lack of discrimination and process for appeals Pride In personal job and individual contributions In work produced buy one’s team or work group In the organization’s products and standing in the community Camaraderie Ability to be oneself and a fun place to work Socially friendly and welcoming atmosphere Sense of “family” or “team”

Are We Having Any Fun?: 

Are We Having Any Fun?

Slide27: 

FLOW Boredom Stress Individual skills, talents, gifts, interests Task Demands

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