Finding Your Inner Leader

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Finding Your Inner Leader
Take me to your Leader
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Goals of this Presentation

• Finding a Leader
• Communication Where to Start
• What it isnt
• Key Actions in Leadership Basic Principles
• Set Expectations and What to Watch For
• Communication The Non-Verbal Message
• Basic Elements of Progressive Discipline
• Conducting Investigations
• Union Rights

3
Finding a Leader

• You are the person others look to for Leadership.
• People respond to your actions toward them.
  Never underestimate the power of your position
  with regard to your impact on their performance.
• People tend to imitate the values and behaviors
  around them. They notice how you treat your
  Managers, your peers, and them!
• Every time we find ourselves arguing, debating,
  running away, or otherwise acting in an
  ineffective way, we have stopped leading.
• Sometimes we rely on hints, sarcasm, innuendo,
  and looks of disgust to make our points. How do
  we say what we mean?
• Concerned that a confrontation will break out, we
  may choose to blame the team for the problem.
• Remember The instant people perceive disrespect
  in a conversation, the interaction is no longer
  about the original purposeit is about defending
  dignity.

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Communication

• WHERE TO START
• What do you want?
• The Big Picture Where are you going?
• What is your vision, mission or direction?
• Communicate your expectations and vision
• Coach, empower and encourage participation
• Create an inclusive environment
• Establish open individual and group communication
• WHAT IT ISNT
• Top Down communication
• Delegating all communications
• Using only one management style (Passive,
  Aggressive, Collaborative, Directive)
• Making decisions without soliciting feedback and
  Input
• Soliciting feedback, but then ignoring input

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Key Actions in Leadership

• Describe the job in terms of its major
• outcomes and how It fits into the larger
  picture.
• Agree on measurable performance criteria.
• Mutually identify necessary skills, resources,
  and guidelines.
• Determine priorities.
• Review and check for understanding and
  commitment.
• Set dates for progress reviews.
• Close by reaffirming your recognition and
  continuing support.

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Basic Principles of Leadership

• Focus on the situation, issue,
• or behavior, and not the person
• Recognize in Public Counsel in Private
• Maintain the other persons self confidence and
  self-esteem
• Maintain a constructive relationship
• Take initiative to maintain and improve
  relationships.
• Lead by example!

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Set Expectations

• Set short-term wins
• Develop a feedback process
• Have on-the-spot discussions
• Establish challenging, yet achievable benchmarks
  for success
• Make a habit of regularly reviewing progress
  formally and informally - no surprises!

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What to Watch For

• Employees who are not working up to your
  standards But, do they know what they are?
• Do they struggle or are challenged by the
  assigned work?
• Are they ineffective or inefficient?
• Do you hear complaints about being overworked
  and nobody cares, etc?
• Are Thats Not My Job or Area statements
  entered your work place?
• Are changes in personnel causing unease?
• Experiencing low to poor team interaction or
  connection?

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Take Prompt Action

• Identify both positive/negative areas of
  performance, to bring balance to your overview.
• Recognize the good areas so that these can be
  maintained, and then bring attention to the areas
  of opportunity so that special focus can be given
• Recognize and encourage your good performers so
  that they do not succumb to poor examples
• Identify and begin to address problem behaviors
• Provide feedback immediately, or soon after
• Take progressive, and eventually formal action as
  needed.

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Communications The Non-Verbal Message
All Communication is a two-way process.
Communication is multidimensional, which mean
both verbal and nonverbal techniques
Nonverbal includes facial/eye expressions,
posture/body movements and actions.

Negative Non-Verbal Rolling your eyes, sighs,
frowns, squirming, doodling, frowning, clenched
hands, tight lips, crossed arms and legs,
avoiding eye contact.
Positive Non-Verbal Smile, eye contact, face the
person directly, nod up and down in
acknowledgement or understanding, relax your
posture, uncross your arms and legs.

• Sometimes, its not what you say, but how you say
  it.

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Basic Elements of Progressive Discipline

• These Steps are Guidelines. Steps may be taken in
  sequence or out of order depending on the gravity
  of the issue.
• Informal feedback (can be frequent/verbal)
• Letter of counsel (written)
• Letter of reprimand (written)
• Suspension (requires collaboration w/ER)
• Dismissal (requires collaboration w/ER)
• While a Lead may provide you with details and
  assistance, only an MPP can deliver discipline.

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Create the Paper Trail

• Supervisors are encouraged to document both
  Formal and Informal discussions with their
  employees
• Include details such as date of meeting and who
  was present, date of events, subject, state the
  issue /or behavior, performance, possible policy
  violation, or safety concerns.
• If known, state an action plan or next steps, if
  any.

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Conducting Investigations

• Respond quickly - An investigation begins when
• something occurs, is reported, or a when
  complaint is filed (it can be written or verbal)
• Verify the facts, not rumors.
• Does it take a long time? Not always, but it
  might. If needed, you need to make the time.
• Review available data and determine if you have
  enough facts to evaluate the matter.
• Consult with Employee Relations for assistance
• Weingarten meeting Employee is entitled to a
  union rep. if the outcome may result in
  discipline
• If the employee requests a Union Rep at anytime,
  they may make arrangements for that person.
• Understand charges, identify specific behaviors
  or non-performance.

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Union Rights

• Most CSU employees are covered by a collective
  bargaining agreement, so conclude that rules
  apply.
• Contracts provide specific language regarding
  working conditions, corrective actions, and
  disciplinary actions
• Become familiar with the employees union rights,
  even though the employee may not be.
• Following contractual processes takes time
• Weingarten meeting The employee is entitled to
  a union rep. if the outcome may result in
  discipline
• If the employee requests a Union Rep at anytime,
  they make the arrangements.
• Consult with Employee Relations for assistance.

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Resources

• Employee/Labor Relations is available at any
  stage to assist you and identify your options,
  before you put anything in writing
• Consider that there may be contractual
  obligations in any next steps
• Consider What you really want to achieve?
• Come prepared with supporting documentation
• ER may suggest edits or changes to comply with
  campus practice, contract language, etc.
• Most importantly, dont be afraid to get
  assistance!
• Goal