EVERYDAY LEADERSHIP

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EVERYDAY LEADERSHIP
presented by YOUR NAME HERE YOUR CONTACT INFO

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Session Contents
STRENGTHEN THE HANDS OF THE STRONG

• What is Leadership?
• The 10 Leadership Competencies
• Self-Awareness What is my vision?
• Self-Awareness What are my strengths?
• Action Plan

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Course Objectives

• After completing this workshop, the learner will
  be able to
• Acknowledge that personal values and leadership
• styles are unique and diverse.
• Identify the 10 competencies of leadership.
• Create an individual goal for leveraging his or
  her own leadership strengths.

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What is Leadership?
Self-Understanding Resiliency
SELF-ALIGNMENT
Customer Orientation Business Acumen Project
Leadership Managing Change
Relationship Skills Communication Coaching/Mentori
ng Actualizing Vision
LEADERSHIP IN THE MIDDLE
WORKING WITH OTHERS
INTEGRATION
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Descriptors
D I S
C
Demanding Egocentric Driving Ambitious Pioneerin
g Strong-Willed Forceful Determined Aggressive Com
petitive Decisive Venturesome Inquisitive Respons
ible Conservative Calculating Cooperative Hesita
nt Low-Key Unsure Undemanding Cautious Mild Agree
able Modest Peaceful Unobtrusive
Effusive Convincing Superficial Magnetic Politica
l Enthusiastic Demonstrative Persuasive Warm Convi
ncing Polished Poised Optimistic Trusting Sociabl
e Reflective Factual Calculating Skeptical Logi
cal Undemonstrative Suspicious Matter-of-Fact Inci
sive Pessimistic Moody Critical
Phlegmatic Relaxed Resistant to
Change Nondemonstrative Passive Patient Possess
ive Predictable Consistent Deliberate Steady Stab
le Mobile Active Restless Alert Variety-Oriented
Demonstrative Impatient Pressure-Oriented Eager
Flexible Impulsive Impetuous Hypertense
Evasive Worrisome Careful Dependent Cautious Conv
entional Exacting Neat Systematic Diplomatic Accu
rate Tactful Open-Minded Balanced
Judgment Firm Independent Self-Willed Stubborn
Obstinate Opinionated Unsystematic Self-Righteous
Uninhibited Arbitrary Unbending Careless with
Details
YOU ARE ALL!
ENERGY LINE
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Adapted Style
YOUR PERFECT PLACE
HOW YOU ADAPT
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The Six Attitudes Measured
Theoretical
Social
Utilitarian
Individualistic
Aesthetic
Traditional
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Attitude Graph
80
70
60
50
AVERAGES
40
30
20
10
0
The. Uti. Aes. Soc. Ind. Tra. 60
30 50 48 27 37
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Master Strategies
Living in a World of Permanent Whitewater
Operating in our world of rapid, tumultuous,
unrelenting change has been compared to running a
raging, white water river. Here are some things
to remember for navigating the river of change
without getting swamped

• Remember to pack your attitude.
• Dont look where you dont want to go.
• Go with the flow.
• Explore whats around the next bend.
• Take time to eddy out.

Life is change. Growth is Optional.
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How Do You Communicate?
PREFERRED METHODS OF TAKING IN INFORMATION
(MODALITIES)
MODALITY AVERAGE Visual 60 - 72 Auditory 12 -
18 Kinesthetic 18 - 30
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Coaching
GAP
What is reality Facts, no interpretation Observabl
e behaviors Employees feelings
What is desired Aligned with business, DISC,
PIAV Measurable and achievable Desirable by all
Focus on growing talents, not fixing weaknesses.
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Coaching (continued)
BUSINESS COACHING Focus on business change, not
personal growth. Therapy looks back, coaching
looks forward.
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Establish an Action Plan
Awareness Personal Improvement Transformation
Agree to measurements, milestones, dates
ACCOUNTABILITY
Establish Individual Goals
LEVELS
Reconcile personal and business goals and values
Name the Gap
Take people from where they ARE to where they can
GO.
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Coaching Language
Avoid directing the discussion. Avoid analysis
and interpretation. Phrase future in the present
state. Push to the end result, not just next
step.
NOT No, thats the wrong goal.
NOT Yes, I know which part bothers you the most!
NOT What will your relationship be like?
NOT Promotion is what you want.
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Coaching Language

• Questions to help people learn and explore
• What would happen if you asked for help in this
  area in which youre not so skilled?
• Whats stopping you from requesting a change?
• If you died today, what regrets would you have?
• How might you deal with the conflict without
  resorting to a win/lose posture?
• Why do you want to lead, and why should people
  follow you?
• What legacy do you want to leave behind? What do
  you want people to say about you after youve
  left your current role?
• What are your vulnerabilities, and where could
  things fall apart?
• What can you do to renew yourself? Your team?
  This company?

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Performance Review
Provided courtesy of HRnext.com
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Giving Effective Feedback
WIN/LOSE You and I need to talk. You just dont
care about this project. I assumed with your
background this would happen.
WIN/WIN Do you have a minute? Im concerned
about the quality of the report you just turned
in. It had a lot of typos and format problems.
Your work is usually greatdid something
different happen this time?
Use I Focus on behavior, not the
individual Be specific Be timely
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How To Disagree
WIN/WIN I think I need to spend more time on
this report.
WIN/WIN I appreciate your offer, but Im feeling
some schedule pressure. What did you have in
mind?
SYMPTOMS Attack problem Use I Ask for/offer to
help Seek to understand (Covey) Seek WIN/WIN
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Accepting Feedback
SORT What have I done to make it hard to work
for me?
FOG Would you like a cup of coffee while we talk
about this?
REPEAT Im a pain to work for?
DISTANCE Lets talk about this tomorrow after
weve had a chance to calm down.
TRUTH
Avoid DEFENSE Acknowledge their feelings
Express regret Find a point of agreement
Suggest alternatives, solutions
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Feedback Pointers
GIVING Be specific, descriptive,
action-oriented, nonjudgmental
RECEIVING Be open, take notes, ask for
examples, seek to understand, triangulate
information later
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A Difficult Conversations Checklist
What Happened? Where does your story come from?
Facts? Past Experience? Rules? Theirs? What
impact has this had on you? What might their
intentions have been? What have you contributed
to the problem? Emotions What are you really
feeling? Why? Identify Whats at stake for you
about you? Purposes What do you hope to
accomplish? Shift to support learning, sharing,
problem-solving. Is this the best way to address
this issue?
Differences Describe the problem in terms of the
differences between your stories. Share your
purposes. Invite them to join as a partner to
solve the problem. Explore the Stories Listen to
understand their perspective. Share your
viewpoint. Reframe, reframe, reframe to keep on
track. Problem Solving Invent options that meet
each sides concerns. Look to standards for what
should happen. Talk about how to keep
communication open going forward.
Adapted From the book Difficult Conversations by
Douglas Stone, Bruce Patton and Sheila Heen.
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