Leadership Training

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Leadership Training

• Shift Leader Workshop
  Anchorage
• June 24-26, 2008

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• Part I
• General Leadership Principles

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Qualities of a Leader

• Ten Qualities of a Leader
• Have a vision, make decisions, take risks,
  motivate others,
• build teams, possess self-knowledge, display
  integrity,
• pursue lifelong learning, communicate
  effectively,
• help others succeed

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Role of the Shift Leader

• Role model
• Team player
• Scientist (technical expert)
• Communicator

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• Lead by example
• Staff members look up to you for direction
• Respect is earnednever given
• Don't tell people how to do things, tell them
  what to do and let them surprise you with their
  results. George S. Patton

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Operations

• You are the key operational belly button in
  your office
• During a weather event, you are the person who
  calls the shots
• You may assign duties to folks (e.g. weather
  coordinator, answer public phone calls, have
  folks conduct briefings, or issue special
  products)

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Chain of Command in Alaska RegionOperations
MIC/HIC/ DIRECTOR

• MIC / HIC / Director
• WCM or SOO, DOH, TWSO
• Senior Forecaster/Watchstander
• WCATWC

WCM/SOO/DOH/TWSO
SENIOR FORECASTER/ HYDROLOGIST/ WATCHSTANDER
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Shift operations

• Begin with a quick 5 minute huddle
• Discuss problem(s) of the day roles and
  responsibilities of the forecasters assignment
  of X shift to operations (or heads up that it may
  be necessary during the shift)
• Redistribute work if necessary based on the
  situation of the day

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Quickly identify

• Physical processes and patterns (pattern
  recognition)
• Define the problem(s) of the day
• Maintain situational awareness
• Anticipate potential situations (e.g. upcoming
  winter storm, begin thinking about specialized
  briefings to customers, increased staffing, etc.)

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• Part II
• Your Role as a Leader in the Organization

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Interpersonal Relations

• Take the time to build rapport with co-workers
• Treat each other with respect as individuals
• Work together to achieve the common goal

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Effectiveness Foundations

• 1 Build Relationship of Rapport (ROR)
• 2 Clarify Expectations
• 3 Awareness Guides Actions

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1 Build Relationship of Rapport (ROR)

• Rapport the experience of compatibility,
  affinity (its hard to work with strangers)
• Rapport means that people admire you, see the
  best of themselves in you, perceive in who they
  want to be
• The root of 50 of organizational problems poor
  relationships
• Continually develop comfortable working
  relationships with others

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Nail Puzzle

• Take a 16P nail in pound it into a 1 inch x 1
  inch cube of wood to create Nail Tower 1.
• Do this again with a second cube to create Nail
  Tower 2.
• Place these blocks 7-10 inches apart.
• Place 20 or more nails in the space between the
  cubes.
• The goal is to create a nail bridge using the
  materials provided so that the bridge nails only
  touch the heads of the two nail towers and not
  the wooden cubes or the table surface.

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Building Unity, Community,
and Connection

• The answer move the nail towers closer together
  and use only 1 nail to bridge
• Teachable moment It takes less materials and
  less time to create a connection between the two
  groups when the first thing you do is bring the
  groups closer together.

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2 Clarify Expectations

• Expectations drive our perception and our
  behavior
• What people expect is what they get
• The root of 30 of organizational problems
  unclear, unmet, unexpressed expectations
• Clarify your expectations to others understand
  and meet others positive expectations explain
  organizational expectations to others create
  positive expectations

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3 Awareness Guides Actions

• Lead the Way Every Day Requires heightened
  awareness
• Know your strengths, weaknesses and assumptions
• Be self-referred refer back to your level of
  consciousness how are you processing information
• What more do you need to know, do, believe to be
  effective? Over what time frame?

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Natural Laws of Leadership

• Leaders set the vision
• Define the goal
• Make the final decision
• A leader is a person who gains willing followers
  managers direct subordinates, make the final goal
• Anyone who gains followers is leading.

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Who Do You Consider a Leader?
Place your picture here
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Respect
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Trust
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Conflict

• Conflict arises when you want something and
  another person wants something else
• Conflict occurs due to differences in perception
  and interdependence in the work place
• Conflict is inevitable and MUST be resolved!

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Conflict?
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More on conflict

• Conflict is not necessarily bad
• Reasonable amounts of conflict are needed to
  ensure that decisions are reached
• No conflict no one cares
• Conflict is constructive or destructive depending
  on how it is handled!

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Types of Conflict

• Pure Win Win (this is what we strive for)
• Competitive Win-Lose
• Tragedies a.k.a. The death dance Lose-Lose
• Beware of the death dance. The attitude here is
  I dont care if I die, as long as I take you
  with me.

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Strategies to Manage Conflict

• Force Win Lose
• Accommodate Lose Win
• Avoid Lose Lose
• Compromise Lose-Lose
• Collaborate Win-Win
• NOTE Every strategy can be appropriate

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Perception

• The ways in which we perceive a situation help to
  dictate how we will approach and deal with it
• Past experiences and our individual upbringing,
  values, etc. will play a big role as well

Most of what we call management consists of
making it difficult for people to get their jobs
done. - Peter Drucker
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Perception
Size contrast illusion The two central,
medium-sized disks in this image are physically
identical in size. Yet the one surrounded by the
large disks looks smaller than the one surrounded
by the little ones. When a normal person reaches
out to grab the central disk, his/her fingers
move exactly the same distance apart for either
of them -- even though they look different in
size.
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How is this picture possible?
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Count the black dots!
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Move your head around while looking at this
picture
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Face or liar?
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Collaboration

• What does it take to collaborate?
• Adopt 2 basic beliefs
• You need the other person and they need you to
  get what they want
• There is a win-win result available if you search
  for it It may be a bumpy ride

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Building Consensus in the Team

• Building relationships is key
• Understanding and respecting where other people
  are coming from
• Ability to see things from a different
  perspective
• This brings a sense of trust and respect amongst
  team members

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Communication

• FACT
• People communicate through Tone 38
• Body Language 55
• Words 7
• Face to face meetings are always best, however
  may not always be practical!

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Failure to Communicate
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Ineffective Communication
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Milling Exercise

• There is NO TALKING allowed during this exercise!
  Instructions to follow

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Sources of Motivation

• Two types
• Internal based on the person
• External driven by the organization

Enjoy your job
JOB STABILITY
PAY AND BENEFITS
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Building Teams
Most common teams include

• Forecast teams
• Project teams

These are very different choice vs. no choice
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Forecast Team

• As the shift lead, you are responsible to
  facilitate your teams activities
• You are the team lead
• Your staff looks to you for guidance and
  direction
• You call the shots in work delegation for your
  particular shift

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Project Teams

• Large projects are often more efficiently
  completed by teams
• Be sure to get the right mix of people on your
  team (e.g. need someone who sees the big picture
  of where you are going and someone who is good
  with the details)
• Every project does not require a teamtoo many
  teams is not good either

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Total Quality Management (TQM)

• Definition (from Wikipedia)
• TQM Total Quality Management is the organization
  wide management of quality. We know that
  management consists of planning, organizing,
  directing, control, and assurance. Then, one has
  to define "total quality". Total quality is
  called total because it consists of 3 qualities
  Quality of return to satisfy the needs of the
  shareholders, Quality of products

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TQM (Total Quality Management)

• Management strategy aimed at embedding the
  awareness of quality in all organizational
  processes

"TQM is a management approach for an
organization, centered on quality, based on the
participation of all its members and aiming at
long-term success through customer satisfaction,
and benefits to all members of the organization
and to society.
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Additional Slides
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A Leadership Primer

• General Colin Powell Chairman
  (Ret), Joint Chiefs of Staff

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Lesson 1

• Being responsible sometimes means pissing
  people off
• Good leadership involves responsibility
  to the welfare of the group, which means that
  some people will get angry at your actions and
  decisions. Its inevitable, if youre honorable.
  Trying to get everyone to like you is a sign of
  mediocrity youll avoid the tough decisions,
  youll avoid the people that need to be
  confronted, and youll avoid offering
  differential rewards based on differential
  performance because some people might get upset.
  Ironically, by procrastinating on the difficult
  choices, by trying not to get anyone mad, and by
  treating everyone equally nicely regardless of
  their contributions, youll simply ensure that
  the only people youll wind up angering are the
  most creative and productive people in the
  organization.

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Lesson 2

• The day soldiers stop bringing you their
  problems is the day you stopped leading them.
  They have either lost confidence that you can
  help them or concluded that you do not care.
  Either case is a failure in leadership.
• If this were a litmus test, the majority
  of CEOs would fail. One, they build so many
  barriers to upward communication that the very
  idea of someone lower in the hierarchy looking up
  to the leader for help is ludicrous. Two, the
  corporate culture they foster often defines
  asking for help as weaknesses or failure, so
  people cover up their gaps, and the organization
  suffers accordingly. Real leaders make
  themselves accessible and available. They show
  concern for the efforts and challenges faced by
  underlings, even as they demand high standards.
  Accordingly, they are more likely to create an
  environment where problem analysis replaces blame.

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Lesson 3

• Dont be buffaloed by experts and elites.
  Experts often possess more data than judgment.
  Elites can become so inbred that they produce
  hemophiliacs who bleed to death as soon as they
  are nicked by the real world

Small companies and start-ups dont have the time
for analytically detached experts. They dont
have the money to subsidize lofty elites, either.
The president answers the phone and drives the
truck when necessary everyone on the payroll
visibly produces and contributes to bottom-line
results or theyre history. But as companies get
bigger, they often forget who brought them to
the dance things like all-hands involvement,
egalitarianism, informality, market intimacy,
daring, risk, speed, agility. Policies that
emanate from ivory towers often have an adverse
impact on the people out in the field who are
fighting the wars or bringing in the revenues.
Real leaders are vigilant, and combative, in the
face of these trends.
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Lesson 4

• Dont be afraid to challenge the pros, even
  in their own backyard
• Learn from the pros, observe them, seek
  them out as mentors and partners. But remember
  that even the pros may have leveled out in terms
  of their learning and skills. Sometimes even the
  pros can become complacent and lazy. Leadership
  does not emerge from blind obedience to anyone.
  Xeroxs Barry Rand was right on target when he
  warned his people that if you have a yes-man
  working for you, one of you is redundant. Good
  leadership encourages everyones evolution.

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Lesson 5

• Never neglect details. When everyones mind
  is dulled or distracted the leader must be doubly
  vigilant.
• Strategy equals execution. All the great
  ideas and visions in the world are worthless if
  they cant be implemented rapidly and
  efficiently. Good leaders delegate and empower
  others liberally, but they pay attention to
  details, every day. Bad ones, even those who
  fancy themselves as progressive visionaries,
  think they are somehow above operational
  details. Paradoxically, good leaders understand
  something else an obsessive routine in carrying
  out the details begets conformity and
  complacency, which in turn dulls everyones mind.
  That is why even as they pay attention to
  details, they continually encourage people to
  challenge the process. They implicitly
  understand the sentiment of CEO leaders like Quad
  Graphics Harry Quadracchi, Oticons Lars Kolind
  and the late Bill McGowan of MCI, who all
  independently asserted that the job of a leader
  is not to be the chief organizer, but the chief
  dis-organizer.

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Lesson 6

• You dont know what you can get away with
  until you try.
• You know the expression, its easier to
  get forgiveness than permission. Well, its
  true. Good leaders dont wait for official
  blessing to try things out. Theyre prudent, not
  reckless. But they also realize a fact of life
  in most organizations if you ask enough people
  for permission, youll inevitably come up against
  someone who believes his job is to say no. So
  the moral is, dont ask. Less effective middle
  managers endorsed the sentiment. If I havent
  explicitly been told yes, I can do it, whereas
  the good ones believed, If I havent explicitly
  been told no, I can. Theres a world of
  difference between these two points of view.

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Lesson 7

• Keep looking below surface appearances.
  Dont shrink from doing so (just) because you
  might not like what you find
• If it aint broke, dont fix it is the
  slogan of the complacent , the arrogant or the
  scared. Its an excuse for inaction, a call to
  non-arms. Its a mind-set that assumes (or
  hopes) that todays realities will continue
  tomorrow in a tidy, linear and predictable
  fashion. Pure fantasy. In this sort of culture,
  you wont find people who pro-actively take steps
  to solve problems as they emerge. Heres a
  little tip dont invest in these companies.

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Lesson 8

• Organization doesnt really accomplish
  anything. Plans dont accomplish anything,
  either. Theories of management dont matter
  much. Endeavors succeed or fail because of the
  people involved. Only by attracting the best
  people will you accomplish great deeds.
• In a brain-based economy, you best assets are
  people. Weve heard this expression so often
  that its become trite. But how many leaders
  really walk the talk with this stuff? Too
  often, people are assumed to be empty chess
  pieces to be moved around by grand viziers, which
  may explain why so many top managers immerse
  their calendar time in deal making,
  restructuring, and the latest management fad.
  How many immerse themselves in the goal of
  creating an environment where the best, the
  brightest, the most creative are attracted,
  retained, and, most importantly, unleashed?

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Lesson 9

• Organization charts and fancy titles count for
  next to nothing.
• Organization charts are frozen, anachronistic
  photos in a work place that ought to be as
  dynamic as the external environment around you.
  If people really followed organization charts,
  companies would collapse. In well-run
  organizations, titles are also pretty
  meaningless. At best, they advertise some
  authority, an official status conferring the
  ability to give orders and induce obedience. But
  titles mean little in terms of real power, which
  is the capacity to influence and inspire. Have
  you ever noticed that people will personally
  commit to certain individuals who on paper (or on
  the organizational chart) possess little
  authority, but instead possess pizzazz, drive,
  expertise, and genuine caring for teammates and
  products? On the flip side, non-leaders in
  management may be formally anointed with all the
  perks and frills associated with high positions,
  but they have little influence on others, apart
  from their ability to extract minimal compliance
  to minimal standards.

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Lesson 10

• Never let your ego get so close to your
  position that when your position goes, your ego
  goes with it.
• Too often, change is stifled by people who cling
  to familiar turfs and job descriptions. One
  reason that even large organizations wither is
  that managers wont challenge old, comfortable
  ways of doing things.

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Lesson 11

• Fit no stereotypes. Dont chase the latest
  management fads. The situation dictates which
  approach best accomplishes the teams mission.
• Fitting from fad to fad creates team confusion,
  reduces the leaders credibility, and drains
  organizational coffers. Blindly following a
  particular fad generates rigidity in thought and
  action. Sometimes speed to market is more
  important than participatory discussion. Some
  situations require the leader to hover closely
  others require long, loose leashes. Leaders
  honor their core values, but they are flexible in
  how they execute them. They understand that
  management techniques are not magic mantras but
  simply tools to be reached for at the right
  times.

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Lesson 12

• Perpetual optimism is a force multiplier.
• The ripple effect of a leaders enthusiasm and
  optimism is awesome. So is the impact of
  cynicism and pessimism. Leaders who whine and
  blame engender those same behaviors among their
  colleagues. I am not talking about stoically
  accepting organizational stupidity and
  performance incompetence with a what, me worry?
  smile. I am talking about a gung-ho attitude
  that says, we can change things here, we can
  achieve awesome goals, we can be the best.
  Spare me the grim litany of the realist, give
  me the unrealistic aspirations of the optimist
  any day.

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Lesson 13

• Powells Rules for Picking People
• Look for intelligence and judgment, and most
  critically, a capacity to anticipate, to see
  around corners. Also, look for loyalty,
  integrity, a high energy drive, a balanced ego,
  and the drive to get things done.
• How often do our recruitment and hiring
  processes tap into these attributes? More often
  than not, we ignore them in favor of length of
  resume, degrees and prior titles. A string of
  job descriptions a recruit held yesterday seem to
  be more important than who one is today, what
  they can contribute tomorrow, or how well their
  values mesh with those of the organization. You
  can train a bright, willing novice in the
  fundamentals of your business fairly readily, but
  its a lot harder to train someone to have
  integrity, judgment, energy, balance, and the
  drive to get things done. Good leaders stack the
  deck in their favor right in the recruitment
  phase.

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Lesson 14

• Great leaders are almost always great
  simplifiers, who can cut through argument, debate
  and doubt, to offer a solution everybody can
  understand.
• Effective leaders understand the KISS principle.
  Keep it Simple, Stupid. They articulate vivid,
  overarching goals and values, which they use to
  drive daily behaviors and choices among competing
  alternatives. Their visions and priorities are
  lean and compelling, not cluttered and
  buzzword-laden. Their decisions are crisp and
  clear, not tentative and ambiguous. They convey
  an unwavering firmness and consistency in their
  actions, aligned with the picture of the future
  they paint. The result clarity of purpose,
  credibility of leadership, and integrity in
  organization.

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Lesson 15

• Part I Use the formula P40 to 70, in which P
  stands for the probability of success and the
  numbers indicate the percentage of information
  acquired. Part II Once the information is
  in the 40 to 70 range, go with your gut.
• Dont take action if you have only enough
  information to give you less than a 40 percent
  chance of being right, but dont wait until you
  have enough facts to be 100 percent sure, because
  by then it is almost always too late. Today,
  excessive delays in the name of information
  gathering breeds analysis paralysis.
  Procrastination in the name of reducing risk
  actually increases risk.

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Lesson 16

• The commander in the field is always right and
  the rear echelon is wrong, unless proved
  otherwise.
• Too often, the reverse defines corporate
  culture. This is one of the main reasons why
  leaders like Ken Iverson of Nucor Steel, Percy
  Barnevik of Asea Brown Boveri, and Richard
  Branson of Virgin have kept their corporate
  staffs to bare-bones minimum how about fewer
  than 100 central corporate staffers for global
  30 billion-plus ABB? Or around 25 and 3 for
  multi-billion Nucor and Virgin, respectively?
  Shift the power and the financial accountability
  to the folks who are bringing in the beans, not
  the ones who are counting or analyzing them.

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Lesson 17

• Have fun in your command. Dont always run at
  a breakneck pace. Take leave when youve earned
  it Spend time with your families. Corollary
  surround yourself with people who take their work
  seriously, but not themselves, those who work
  hard and play hard.
• Herb Kelleher of Southwest Air and Anita Roddick
  of The Body Shop would agree seek people who
  have some balance in their lives, who are fun to
  hang out with, who like to laugh (at themselves,
  too) and who have some non-job priorities which
  they approach with the same passion that they do
  their work. Spare me the grim workaholic or the
  pompous pretentious professional Ill help
  them find jobs with my competitor.

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Lesson 18

• Command is lonely.
• Harry Truman was right. Whether youre a CEO or
  the temporary head of a project team, the buck
  stops here. You can encourage participative
  management and bottom-up employee involvement,
  but ultimately the essence of leadership is the
  willingness to make the tough, unambiguous
  choices that will have an impact on the fate of
  the organization. Ive seen too many non-leaders
  flinch from this responsibility. Even as you
  create an informal, open, collaborative corporate
  culture, prepare to be lonely.

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Leadership is the art of accomplishing more than
the science of management says is possible.
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Reading Assignment

• A pre-requisite before attenting this workshop
  was to read the book Raving Fans by Ken
  Blanchard, Sheldon Bowles
• We will talk more about this book

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Kierseys Temperment Tool

• Prerequisite
• Everyone needs to go to this site and register.
  Read the directionstake the 70 question tool.
  Please share your temperament with the group for
  discussion.
• http//kts2.personalityzone.com/user/register.aspx
  

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What Temperment Are You?

• SJ, SP, NF, NT
• Developed by David Kiersey and Marilyn Bates
  (1978)
• Guardian, Artisan, Idealist, Rationalist

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Group Dynamics
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This is usually the way

• Approximately 75 of your group will be on
  board
• Another 10-20 ride the fence they can be
  swayed into the above group
• Finally, about 5-15 of the group will be
  rebels
• Focus on working with the positive groupthey
  will work on the fence riders and bring them on
  boardspend minimal time on the rebels.

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Leadership in Emergency Situations
Tsunami damage at Kodiak, Alaska, following the
1964 Good Friday earthquake.
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High Impact Events

• ADHSEM does not look at the cause of the
  problembut rather takes on an impact based
  approach
• Impact based can be either natural or man-made
• Regardless of the causethe impact is the same
• In Alaska, scenarios can be built and practiced
  to help in the response

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Push vs. Pull

• ADHSEM typically pulls weather information on a
  routine day to day basis
• Briefing slides are helpful to focus on
  potential hazards of the day/week etc.
• During an emergency situation, ADHSEM would like
  to have weather information pushed to them
• In other words, dont wait to hear from them what
  they want/need, start pushing wx. Info.

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So, what do they need?

• Again, depending on the situation a certain set
  of data is needed
• WCMs need to work with the SECC to predetermine
  what would be needed and when
• AK has certain issues due to its remoteness

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Facts

• In an emergency situation (e.g. large tsunami,
  large terrorist attack, etc.)
• AK will be on its own for several days before
  help arrives from outside
• Critical supply chain infrastructure will be
  broken (single points of failure) impacting the
  entire state
• e.g. terrorist attack at the Port of Anchorage
  will impact supplies (food, materials) for the
  entire state

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Understanding

• Forecasters need to understand how the flow of
  goods and services occur across the state
• Container ships, air, train, pipelines, etc.
• Air travel from hubs to villages (e.g. Bethel
  and its surrounding villages)
• Barge travel up river in summer (disruptions due
  to low water and what impacts that has on the
  delivery of goods and services)

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Office Operations

• Need to change in various degrees depending on
  the level of impact
• Major catastrophe requires a radical change in
  office operations (liaison to State EM)
  shifting of responsibilities, calling in
  forecasters on OT, creation of a warning
  coordination desk (field phone calls, coordinate
  information, etc)

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Responsibilities

• As a shift leaderyou are expected to lead by
  making critical operational decisions to support
  the event
• Your office management staff (e.g. MIC) and
  Regional staff will support you
• You will never be criticized by doing the right
  thing
• You are being paid to exercise your professional
  judgment and lead in these situations

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Support Staff

• Your office
• Other field offices
• Alaska Region
• Others?? (e.g. NWSH)
• We are all here to help as necessary

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Your leadership is key to providing the best
service possible during a catastrophic event.
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Career Enhancement in the NWS
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• It all falls on you
• Take responsibility for your career goals
• Positive attitude (attitude is everything)

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• Become engaged with folks at your Regional office
• Understand where the Region/Agency as a whole is
  going
• Adopt a mentor in Region
• Take part in Regional and National teams
• Work with other line offices, agencies

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• Exhibit leadership in your office (lead office
  teams), be a mentor to subordinates
• Be proactive anticipate problems/changes in
  advance
• Work with your local management team

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• Is it who you know or what you know or both?
• With so many folks competing for a limited number
  of jobshow do you get noticed?
• Need to stand out in the crowd

Dream Position