SelfManagement: Five Leadership Practices

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Self-ManagementFive Leadership Practices

• Making Smart Choices
• as a Leader

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Change in Schedule

• May 5th Class CANCELLED
• The Seattle Business Forum is on this date
  please attend if you can!
• May 7th Development Sessions
• During the Development sessions, I will meet with
  3 non-interns in 15-minute sessions.
• We will assign times to meet during class on
  April 28th
• We will have an agenda and discuss any questions
  you have about the class or your practicums.

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Five Practices of Exemplary Leadership

• Model the Way
• Leaders use their values to model.
• Inspire a Shared Vision
• Leaders envision an uplifting future.
• Challenge the Process
• Leaders are experimenters.
• Enable Others to Act
• Leaders empower others.
• Encourage the Heart
• Leaders recognize others contributions.

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Model the Way

• Find your voice by clarifying your personal
  values
• Knowing who I am, and whats important to me,
  gives me focus and also enables me to keep
  juggling more balls in the air than I otherwise
  could. If you are clear about your values, and
  your actions are aligned, it makes all the hard
  work worth the effort.
  Radha Basu, cofounder of SupportSoft
• Clarify your values
• Express yourself
• Set the example by aligning actions with shared
  values
• Being a good leader is not something that
  casually occurs. It takes great thought, care,
  insight, commitment, and energy. When it all
  comes together, it brings out the best of who you
  are. Mary Godwin, Radius
• Build and affirm shared values
• Align actions with values

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Inspire a Shared Vision

• Envision the future by imagining exciting and
  ennobling possibilities.
• Theres no greater legacy than a positive
  environmental legacy. It was my vision of a
  legacy, and I wanted to make sure it was a
  compelling vision.
• Keith Sonberg, Roche
• Discover the theme
• Imagine the possibilities
• Draft a vision statement
• Enlist others in a common vision by appealing to
  shared aspirations.
• I have a dream today. Martin Luther King Jr.
• Listen deeply to others
• Discover and appeal to a common purpose
• Give life to a vision by communicating
  expressively, so that people can see themselves
  in it.

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Challenge the Process

• Search for opportunities by seeking innovative
  ways to change, grow and improve.
• We all have to ask ourselves, How do I go to
  work today and do something that will move the
  enterprise and myself another step in the right
  direction? Elaine Fortier, New Focus
• Seize the initiative
• Make challenge meaningful
• Innovate and create
• Look outward for fresh ideas
• Experiment and take risks by constantly
  generating small wins and learning from mistakes.
• Leadership is learning by doing, adapting to
  actual situations. Leaders are constantly
  learning from their errors and failures.
  Claude Meyer, Swissair
• Initiate incremental steps and small wins
• Learn from mistakes
• Promote psychological hardiness

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Enable Others to Act

• Foster collaboration by promoting cooperative
  goals and building trust.
• Im in charge of a community that I need
  desperately and that needs me just as badly.
  Sidney Lumet, Film Director
• Create a climate of trust
• Facilitate positive interdependence
• Support face-to-face interactions
• Strengthen others by sharing power and
  discretion.
• You coach and you mentor, but you make them
  decide and act. If its their plan, theyre more
  likely to make it happen. Dr. Brian Baker,
  Raymond Bliss Army Community Hospital
• Ensure self-leadership
• Provide choice
• Develop competence and confidence
• Foster accountability

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Encourage the Heart

• Recognize contributions by showing appreciation
  for individual excellence.
• Your real job is to get results and to do it in
  a way that makes your organization a great place
  to work. Andy Pearson, CEO PepsiCo
• Focus on clear standards
• Expect the best
• Pay attention
• Personalize recognition
• Celebrate the values and the victories by
  creating a spirit of community.
• Ceremonies, celebrations and rituals are not
  about the event. Theyre about touching the
  hearts and souls of every employee. Victoria
  Sandvig, Charles Schwab Co.
• Create a spirit of community
• Tell the story
• Set the example

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Motivating Others with the Five Practices

• How do behaviors associated with the five
  practices motivate others?
• How does a leader model the way through
  behaviors?
• What behaviors inspire a shared vision?
• What challenges the process?
• How specifically does a leader enable others to
  act?
• Encouraging the heart involves what actions on a
  leaders part?
• What specific plans can you make to improve your
  ability to motivate and influence others using
  the five practices?

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Using Your SLPI Scores

• The scores provoke thought about
• How you see yourself as a leader.
• How others see you influencing others.
• Further analysis of
• How your views compare to others views.
• How you compare to other student leaders who have
  taken this survey in the past.
• Using this analysis to prepare a Plan for
  improving your leadership skills.
• How will you build on your strengths and
  weaknesses?

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Leadership Skill Plan Analysis

• Opportunity for you to assess your leadership
  skills and plan for improvement.
• Analyze plan for improvement in your leadership
  skills
• Identify strengths and weaknesses in terms of the
  five practices.
• Analyze the results of your assessment in terms
  of your strengths and weaknesses.
• Develop a plan for improving 2-3 of the
  practices.
• Develop specific plans regarding actions you will
  take.
• Have a peer review your analysis and plan with
  the goal of providing you with useful feedback.
• LSPA 1 due April 30th, 2008

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Eight Elements of Smart Choices

• Problem
• Objectives
• Alternatives
• Consequences
• Tradeoffs
• Uncertainty
• Risk Tolerance
• Linked Decisions

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Effective Self-Management in Decision-Making

• PrOACT Be proactive!
• Work on the right decision problem.
• Specify your objectives.
• Create imaginative alternatives.
• Understand the consequences (systems view).
• Grapple with tradeoffs.
• Clarify your uncertainties.
• Think hard about your risk tolerance.
• Consider linked decisions (systems view).

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Case in Self-Management

• Pick a decision you are currently struggling
  with.
• Apply the PrOACT model to the decision on paper.
• Share your ideas with one other person, providing
  feedback to each other.
• Share with the class how the model applied.
• How might you modify it to fit your style?

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Practicum Progress Reports

• On Wednesday, plan to report on your practicum.
• Tell the class
• Where you are doing your practicum
• Your role at the organization
• The project(s) you are working on
• What you hope to accomplish during your practicum