Leadership Week 5

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Leadership Week 5

• Chapter 6 Attitudes Can Shape Your Life
• Chapter 7 Motivating Yourself and Others

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What Is an Attitude?

• A thought, accepted as true, that leads one to
  think, feel or act positively or negatively
  toward a person, idea or event
• You learn them and can change them

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Figure 6.1 - The Relationship Among Values,
Attitudes, and Behaviors
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• Your beliefs become your thoughts. Your thoughts
  become your words. Your words become your
  actions. Your actions become your habits. Your
  habits become your values. Your values become
  your destiny.
• Mahatma GandhiIndian political and spiritual
  leader (1869 - 1948)

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How Attitudes Are Formed

• Socialization
• Peer and reference groups
• Rewards and punishment
• Role model identification
• Cultural influences

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Motivation Is Two-Dimensional

• Internal motivation comes when work is meaningful
  or gives sense of purpose
• For some people intrinsic rewards are more
  important than external ones

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Motivation Is Two-Dimensional

• External motivation usually involves an incentive
  or anticipation of a reward like money, awards,
  and performance feedback
• Organizations should strive to balance internal
  and external motivation

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Definition of Coaching

• Bring out the best in people
• Particular kind of English carriage
• Convey a valued person from where he/she is to
  where he/she wants to be.

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• Lou Holtz on Leadership
• Ability is what you're capable of doing.
  Motivation determines what you do. Attitude
  determines how well you do it.

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• You will make it in life if
•     1.  You have something to do.
•     2.  You have someone to love.
•     3.  You have something to hope for.
•     4.  You have something to believe in.

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• Relationships with people are the most important
  thing - you can either lift people up or pull
  people down.
•     1.  Do what is right and avoid what is wrong
•     2.  Do everything to the best of your
  ability.
•     3.  Show people you care.
• Questions everyone asks when forming
  relationships
•     1.  Can I trust you?
•     2.  Are you committed to excellence?
•     3.  Do you care about me?

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Leaders aren't born, they are made. And they are
made just like anything else, through hard work.
And that's the price we'll have to pay to achieve
that goal, or any goal.
Vince Lombardi
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What It Takes To Be 1

• Be Authentic.
• Earn Trust through investment.
• Define the goal. Pursue the goal.
• Create a shared vision.
• Align your values.
• Know your stuff.
• Generate confidence.
• Chase perfection.
• Strike the balance.

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Winning Habits

• Own your habits.
• Use your courage.
• Embrace your passion.
• Be prepared to sacrifice.
• Demand total commitment.
• Weed out the uncommitted.
• Work at it.
• Be disciplined on and off the field.
• Be mentally tough.

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A Winning Combination

• Vision with a Strong Game Plan
• Setting a goal is not the main thing. It is
  deciding how you will go about achieving it and
  staying with that plan. -Tom Landry
• Vision
• Evolving
• Provides Direction
• Game Plan
• Making it Happen

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Passion

• People can be taught how to work, but we cant
  teach passion, so we seek people who already have
  it.
• Exhibited Differently
• Demonstrative/ Undemonstrative
• Where does passion for an organization/ team
  start?
• At the Top

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The Trust Factor

• What you do speaks so loudly that I cannot hear
  what you say. Ralph Waldo Emerson
• Without Trust, You Cannot Lead. Mike Sherman

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Communication

• Know Your Audience
• Reading People
• The Art of Listening
• Management By Walking Around
• Storytellers
• Develop Proficiency as a Public Speaker

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Maslows Hierarchy of Needs

• People tend to satisfy their needs in a
  particular order, The Hierarchy of Needs
• Theory has three main assumptions

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Figure 7.2 - Maslows Hierarchy of Needs
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Physiological Needs

• Survival, or lower-order needs
• Include needs for food, clothing, sleep, and
  shelter
• In a good economy, these needs rarely dominate

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Safety and Security Needs

• Reflect peoples desire for predictability,
  order, and safety in life
• Security needs reflect the desire for job
  security in order to provide for an individual
  and his/her family

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Social or Belongingness Needs

• Involves emotional and mental well-being
• Needs for affection, a sense of belonging, and
  group identification are powerful
• Two major aspects
• frequent, positive interaction with a consistent
  group
• framework of stable, long-term caring and concern

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Esteem Needs

• People need respect and recognition form others
  and self-worth
• Promotions, honors, and awards are outside
  sources that satisfy this need

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Self-Actualization Needs

• Represent a persons need for growth
• Fulfilling potential or realizing fullest
  capacities as human beings
• Motivates by presence, others motivate by absence
• Rarely fully attained

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Herzbergs Motivation-MaintenanceTheory

• Maintenance factors include things people
  consider essential to any job
• Include salary, benefits, social relationships,
  working conditions, policies, and administration
• An absence of a maintenance factor can motivate

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Herzbergs Motivation-Maintenance Theory

• Motivational factors are benefits above and
  beyond the basic elements of a job
• Include recognition, advancement, and more
  responsibility
• They tend to increase worker satisfaction and can
  motivate employees to higher production levels

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Herzbergs Motivation-Maintenance Theory

• When motivational factors are not met, workers
  ask for increased maintenance factors
• Critics point to Herzbergs assumption that all
  people are motivated only by higher-order needs

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Table 7.2