Leadership: Do you really want to be out front

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Leadership Do you really want to be out front?

• Linda Oestreich, STC President
• June 4, 2007
• STC Israel Convention

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Opening Questions

• Why would anyone want to be led by you?
• Do you have, or can you get, what it takes?

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Plan

• Introductions
• Definition
• Myths and theories
• Keys to leadership trust and communication
• Competencies of leadership
• Leadership strategy cycle
• Tips and lessons
• Teamwork
• Exercise
• References

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What is leadership?

• Leadership is a complex process by which a person
  influences others to accomplish a mission, task,
  or objective and directs the organization in a
  way that makes it more cohesive and coherent.

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Leaders are

• People who leave their footprints in the areas
  of their passion

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In other words

• Good leaders make people WANT to achieve high
  goals and objectives bosses TELL people to
  accomplish a task or objective.
• It is the followers, not the leader, who
  determine if a leader is successful.

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Myths of leadership

• Leaders are charismatic.
• Leaders are born, not made.
• Leaders exist only at the top of an organization.
• Leaders control, direct, manipulate, and prod.
• Leadership is a rare skill.

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Bass theories of leadership

• Trait theory Some personality traits lead people
  naturally into leadership roles.
• Great event theory A crisis or important event
  may cause a person to rise to the occasion, which
  brings out extraordinary leadership qualities in
  an ordinary person.
• Transformational leadership theory People can
  choose to become leaders and learn leadership
  skills.

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Two keys to leadership

• Trust
• Communication

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Trust

• Trust, n.
• 1. Firm reliance on the integrity, ability, or
  character of a person or thing.
• 2. Custody care.
• 3. Something committed into the care of another
  charge.
• 4.
• a. The condition and resulting obligation of
  having confidence placed in one violated a
  public trust.
• b. One in which confidence is placed.
• 5. Reliance on something in the future hope.

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Communication

• In 350 B.C., Aristotle said, if communication is
  to change behavior, it must be grounded in the
  desires and interests of the receivers.
• Lead through 2-way communication.
• Recognize and practice good nonverbal
  communication.
• Set the example.
• Dont ask your team to do things you wouldnt do.
  
• What and how you communicate builds or harms the
  relationship you have with your team.

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Nonverbal communication

• Eye contact
• Facial expressions
• Gestures
• Posture and body position
• Proximity
• Vocal elements

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Barriers to communication

• Culture, background, and bias
• Noise (real and perceived)
• Ourselves
• Perception
• Message
• Environment
• Stress

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Four competencies of leadership

• Management of attention
• A set of intentions or vision
• A sense of outcome, goal or direction
• Management of trust
• Reliable, constant, focused, authentic
• Management of meaning
• Communicate your vision
• Integrate facts, concepts, and anecdotes into
  meaning and focus
• Get people to understand and support goals in a
  variety of ways
• Management of self
• Know your own skills and deploy them
• Know your strengths and nurture them
• Accept risk
• View failures as steps toward success

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Leadership strategy cycle

• Intent
• What are the key success factors?
• What intended behavior do you hope to achieve?
• Behavior
• Actual behavior that resulted from work?
• Effect
• What reactions did you observe?
• Adjustment
• What behavioral change is needed to get back to
  original intent?

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Example

• Intent
• establish a resource of leadership to meet needs
  of community leaders
• Behavior
• process driven, no ability to meet needs, lost
  vision in leadership changes
• Effect
• miscommunication too much energy in wrong
  places unhappy community leaders
• Adjustment
• reassign leadership redefine vision enhance
  communication clarify results expected

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Twelve tips for leaders

• Know what is going on.
• Set the direction.
• Help them stay on course.
• Offer guidance.
• Open doors if you can.
• Assess their progress.
• Be smart use their smarts.

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Twelve tips (continued)

• Help team maintain self-esteem.
• Offer an empathetic ear.
• Use their ideas, results, etc.
• Give them credit and thanks.
• Never take credit for their work.

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To work well, teams need

• Direction (key result areas, goals, measurements)
• Knowledge (skills, training, information, goals)
• Resources (tools, materials, facilities, money)
• Support (approval, coaching, feedback,
  encouragement)

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Set preferences for

• Communicating
• Planning and/or problem solving
• Resolving conflict
• Deciding

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Team incentives

• Let them decide
• who works on what
• how to handle nonperformers
• how to strengthen their weaknesses
• who their own team leader is
• ways to improve their performance

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Bottom line

• Tell people what you expect of them.
• Make the work valuable.
• Make the work doable.
• Give feedback.
• Reward successful performance.
• Be enthusiastic!

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Individual exercises

• Leadership style
• Authoritarian
• Participative
• Delegative
• Leadership matrix
• Friend
• Leader
• Bankrupt
• Boss

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Team exercise

• Count off into teams of three.
• Examine your thesis statement. (1 min)
• As a team, do you accept or reject it as an idea?
  (2 min)
• Choose a recorder to record your statements.(5
  min)
• Develop 3 to 5 statements that support your team
  position. (3 min)
• Choose someone on your team to present your case.
  (2 min)

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Thesis statements

• Cartoon characters should wear pants.
• Neighbors should mind their own business.
• A journey of 1000 miles is better than studying
  1000 books.

• Lotteries are harmful.
• Cats are worthless creatures.
• Vegetable soup cures colds.
• An old friend is better than two new ones.

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Discussion

• What did you notice?
• Who took the lead?
• Were decisions made as group, or did someone take
  charge?
• How did you arrive at conclusions?
• Who chose the recorder? The presenter?

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References

• Bass, Bernard, Stogdills Handbook of Leadership
  A Survey of Theory and Research, New York Free
  Press, 1989
• U.S. Army Handbook (1973). Military Leadership
• Kouzes, James Posner, Barry (1987). The
  Leadership Challenge. San Francisco Jossey-Bass.
• Pearson, J. (1983). Interpersonal Communication.
  Glenview, Illinois Scott, Foreman and Company
• Covey, Stephen R. (1989) Seven Habits of Highly
  Effective People. New York Simon and Schuster.
• Peterson, David B. Hicks, Mary Dee (1996)
  Leader as Coach. Minneapolis, MN PDI
  International
• Big Dogs Leadership Page www.nwlink.com/donclar
  k/leader/leadcon.html
• http//www.leader-values.com/Guests/Lead23.htm
• Dean Carlo Brumat, from the Duxx Graduate School
  of Business Leadership
• Symposium for Chief Elected and Chief Staff
  Officers ASAE the Center for association
  leadership Feb 12-13, 2007, (Tecker Consultants,
  LLC, 2006)

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Questions and Wrap-up?
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Contacting me

• Linda L. Oestreich
• STC President (2007-2008)
• day 1 858-655-3878
• eve 1 619-303-6277
• cell 1 619-518-1186
• pres_at_stc.org