Leadership

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Leadership Managementwww.JamesGraening.com

• Leadership Training
• Strategic Business Planning
  Building Winning Teams
• the art of empowering people

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Agenda

• Introduction
• Build Motivate Your Team(s)
• Leadership in Action
• Strategic Business Planning
• Empowering Teams,
• Organizational Structure
• Operational Model
• Next Steps

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Introduction

• Your name
• Your Company
• Your Responsibilities
• What would you like to get
• out of this training?

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Build And Motivate

• Creating the winning teams for the
  implementation of
  
• Strategic Business
  Planning

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Build MotivateSteps

1. Plan the direction of the business/area
2. Embrace cooperative action of delegation
3. Motivate and encourage others, empower
4. Determine specific issues and values
5. Walk the talk, do the do
6. Prioritize steps
7. Take action! Expect to WIN !!!!!!!!!!

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Plan the Direction

• Developing a vision understanding and
  leveraging recurring themes and values
• Selling the vision -- presenting a compelling
  vision of a possible future
• Enlisting others -- asking for help, showing how
  they can make a difference
• Defining the company message to customers

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Embrace Cooperative Action, Empower People

1. Initiating Team Planning Meetings
2. Planning, setting team goals
3. Agree to cooperative expectations
4. Empowering followers
5. Encouraging initiative
6. Delegating authority
7. Coaching, monitoring
8. Tracking performance
9. Providing constructive feedback

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Motivate Encourage Others

• Acknowledging and agreeing to the mission, vision
  from planning
• Recognizing individual and team success
  contributions
• Giving positive feedback
• Celebrating accomplishments
• Reinforcing teamwork
• Rewards programs

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Determine Specific Issues, Review Values

• Review the current situation
• Interview and evaluate for relevant information
• Assess and determine issues, obstacles, conflicts
• Determine the values and principles relative to
  moving forward
• Prioritize the issues, obstacles, conflicts
• Set forth initial action items
• Formal action plan

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Leadership in Action

• Empowering Teams, Organizational
  Operational Excellence

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Walk the Talk, Exemplify, Do the do

• Involvement -- setting an example of personal
  commitment
• Aligning actions with values
• Committing to quality outcomes
• Helping solve problems
• Being persistent

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Prioritize Steps

• What is the goal Objectives?
• What is required? Obstacles?
• What gives the greatest return, reward?
• What steps will we take first
• Based on initial goals
• To overcome objectives
• To provide return on investment, rewards

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Take Action! Win all the time!

• Action Plan Based on expectations, objectives
  to address issues, values
• Individual Action Items
• Who will do it?
• When will it get done?
• What resources are needed?
• How will we measure?

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Law of the Inner CircleManaging Your Teams

• 5 types of people to bring into your inner
  circle
• People with potential value
• People with positive value
• People with personal value
• People with production value
• People with proven value

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Strategic Business Planning

• Transforming Businesses by Empowering Teams

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Determine Current Situation

• Core Values
• Competencies
• Mission
• Vision
• Purpose
• Message

• Interview leaders
• Business Segments
• Leaders direction
• Future of business
• Offerings benefits
• Marketing pitch

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Issues Obstacles

1. Growth of business
2. Training, learning
3. Financial metrics
4. Succession plan
5. Communications
6. Technology
7. Business structure

• Existing staffing
• Coaching, mentoring
• Profitability Dir/Ind
• Future leaders, techs
• Operational model
• Software, marketing
• Organizational chart

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Goals Actions

• Existing staffing
• Coaching, mentoring
• Profitability Dir/Ind
• Future leaders, techs
• Operational model
• Software, marketing
• Organizational chart

• Evaluations/profiles
• Curriculum, program
• Financial statements
• SBP sessions, meet
• Roles/Responsibilities
• Systems, processes
• DMP Protocols

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Action Plans Who? When?

• Evaluations/profiles
• Curriculum, program
• Financial statements
• SBP sessions, meet
• Roles/Responsibilities
• Systems, processes
• DMP Protocols

• Managers monthly
• Outsourced, costs
• Metrics, leaders, peers
• Effective meetings
• Surveys, results
• Accting, service, sales
• Work delegation structure and accountability

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Empowering Teams,Organizational-Operational

• Culture, Communications Protocols

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Communications ProtocolFrom Clearing
Communications Lines, Steven R Covey

• Perception and credibility problems
• Attitudes and behaviors necessary
• Words and relationships, understanding
• Objective and subjective, our world, theirs
• Communications skills and motivational
• Logic and emotion
• Sympathy and empathy

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Perception and Credibility Problems

• Definition of personality conflicts
• Communications breakdowns
• Thinking you see the world as you are
• Seeing the world and situations as they are
• Always right and refusing to listen
• Perception is the root and must be addressed
• What, where, when why?
• Are there another set of shoes to wear?
• Are there another set of questions to ask?

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Attitudes and behaviors necessary

• Essential to clearing the lines of communication
• Assume good faith, do not question sincerity
• Care enough about the relationship to listen and
  commit to resolve
• Be open to influence and change of actions
• Listen to understand
• Speak to be understood
• Start from a common perspective
• Move slowly and educate eliminate perception

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Words and Relationships

• Words mean something
• How about their perspective FIRST?
• How Can I Help You With This?
• Relationship IS critical to communication
• The one-to-one relationship, privacy
• Allow others to express themselves
• How will I respond with care?

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Objective and Subjective

• Our world and their world and somewhere in
  between
• Your private subjective world, the world inside
  your pretty little head
• The real world and the alignment
• Experience and learning can change minds
• A changed mind is a changed behavior
• A different role, responsibility and situation

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Communication Skills vs. Motivational Level

• Just the tip of the iceberg understanding
• The visible the illustrative
• Getting way below the surface takes skill
• Defensive, protective, manipulating losing
• Selfishness and predictability
• Empathetic listening listen deeply and
  genuinely as often as you can

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Logic and Emotion

• The content and intent of the situation and the
  words
• Two different languages the touchy, feely
  observation and the factual premise
• Demonstrate a clear understanding of the opposing
  position
• Articulate the commonality and then the
  differences

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Sympathy and Empathy

• Courage, patience and inner security
• Listen, listen and then listen some more
• An attitude of empathy is serving another
• Listen
• Understand
• Illustrate, demonstrate
• Collaborate

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Empowering Teams 2

• Organizational Structure
• Operational Model

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Organizational Structure

• Yours

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Organizational Structure
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Operational Model

• Yours

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Operational Model
Teams - Meetings
Office
D/B
Service
Leaders
Sales
Field
Shop
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Value Chain - Business Segments
Commodity - Service - Value
Add Value - Market Maker
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Next Steps.

• Your Action Plan

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The Next StepsYour Action Plan

• Team building and questioning, listening
• Embrace Cooperative Action
• Servant Leadership Model
• Know People Profiles and Characteristics
• Self Assessment and Evaluation
• Facilitating Strategic Planning
• Communications Protocols
• Empowering Teams, Operational Models
• Tracking your progress

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Action Plans - Individuals

• Issues Prioritized
• Actions Determined
• Action Items Assigned
• Time Frames Determined
• Tracking Mechanism
• Key Meetings Follow-up
• Transforming the Business - Adjusting

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Your Action Plan

• __________________________________
• __________________________________
• __________________________________
• __________________________________James Graening
  330.807.6648
• jgraening_at_neo.rr.com
• www.JamesGraening.com
• www.GrowHVAC.com
• www.RobertWilkos.com