Post on 14-Aug-2020
Kevin Derbin USNA ‘79Academy Leadership
Bill Billeter USMA ’97KAIA Auto Vision 2018
LEADERSHIP IS YOUR TRUE PROFESSION
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The Two Key Leadership Attributes were…
1. “Concern for their welfare. Cares about them. Listens, helps, puts their interests ahead of his/her own.”
2. “Leadership by example. Personal courage. In the fight with them.”
Visible, approachable, empathetic, genuine.
They knew their leader’s values, vision and character.
Credibility and Trust
“For Cause and Comrades” James McPherson
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To build high performing and effective teams (and leaders) we’ll discuss…
Leadership (vs. managing, vs. authority)Knowing Yourself (values, behavior)Knowing Your People (energy, motivation)Key factors to High PerformanceCoaching methods/actions that workLeadership Development for sustainable
growth and performance excellence
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Managers vs. Leaders
“Managers are people who do things right and leaders are people who do the right thing.”
-Warren Bennis
“Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion.”
-Jack Welch
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Authority & Leadership
"True leadership has nothing to do with one's level in the organization.”
“The key to successful leadership today is influence, not authority.”
-Ken Blanchard
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Who is the most important Leader in your organization?
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Leadership Our Definition
The process of modeling personal values while influencing and energizing people to embracechange, by providing... purpose vision direction motivation
while operating to accomplish the mission (Goals) and improving the organization.
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LeadershipU.S. Navy Definition
Know Yourself
Know Your People
Know Your Stuff
Get Results
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“Leaders are defined by their values and their character.”
Bill GeorgeFormer Chairman and CEOMedtronicAuthentic Leadership
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Modeling Personal Values
What are your core values?How do you model them?What behaviors demonstrate these values?A value in action is virtue
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Energizing People
Energy is the fundamental currency of high performance.
Managing energy, not time, is the key.
Full engagement requires drawing on four separate but related dimensions of energy: physical, emotional, mental and spiritual.
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Motivation
A key component of the leadership process is to engender willing alignment with organizational goals.
This process is motivation – installing an “engine” of desire to achieve.
This is not the same as compliance – compliance is movement; motivation is energizing.
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Herzberg’s Two Factor Theory
Zero
Dissatisfaction
Satisfaction
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Herzberg’s Two Factor Theory
Hygiene Factors vs. Motivators
Hygiene factors bring one to “zero state”
HygienePay
Working conditionsCo-workers
Working Hours
MotivatorsNature of the work
RecognitionResponsibility
Sense of Achievement
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3 Factors Lead to Better Performance (& Personal Satisfaction)…
Autonomy – self direction leads to…genuine engagement not just compliance.
Mastery – getting better at skills leads to…higher self esteem and engagement.
Purpose – making a contribution leads to…engagement and belonging.
Profit is not a purpose but rather the result ofalignment, vision, process and leadership.
“The Surprising Truth About What Motivates Us”, Dan Pink
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Cross-Generational Leadership
Be clear on what you value, lead by example, foster anopen exchange of ideas, & provide support
Treat everyone with respect Give everyone a chance to think for themselves Establish clarity & individual alignment with the vision
and mission Coach / Mentor Enable social opportunities for generations to develop
relationships Provide praise and recognition
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How do you get your people to do their very best?
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Coaching Tips for Top Performers
Get them involved Delegate extensively Encourage them to teach Provide Training Have them fill in for you Stretch Them Spend time with them Promote Them
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Coaching Tips for the Average Performer
Increase their responsibilities Give frequent and accurate feedback Teach them how to set goals Focus on their good performance Pair them up with a top performer Find out what motivates them Take time to listen to them and ask for their
opinions on job-related matters Reward them whenever you can
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Characteristics of Effective Coaches
Base coaching relationship on trust Optimist about human nature Encourage people to take risks and learn from their
mistakes Listen more than they talk Provide candid feedback in the right size dose Cultivate personal accountability Know their strengths and limitations Are continuous learners
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Keys to Effective Coaching
Purpose/Outcomes: Clearly define the purpose and outcomes for the session
Flexibility: fit the coaching style to the character of each person and to the relationship desired
Respect: view each person as a unique, complex individual with a distinct set of values, beliefs and attitudes
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Keys to Effective Coaching
Communication: Establish open two-way communication by using spoken language, nonverbal actions, gestures and body language. Listen more than you talk.
Support: Encourage people while guiding them through their problems.
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Keys to developing highly effective teams (and leaders)…
Know yourself. Clarify your values and share them. Be visible, approachable and genuine. Have the courage to care.
Know your people (and take care of them). Learn what motivates “them” and how to “fuel that engine”.
Leaders eat last. Put their needs in front of yours.
Communicate to remove uncertainty. Be the vision.
Energy is the fundamental currency of high performance. Harness and manage it!
Respect the diversity and leverage it. It’s a key strength.
Kevin Derbin USNA ‘79Academy Leadership
Bill Billeter USMA ’97KAIA Auto Vision 2018
LEADERSHIP DEVELOPMENT PROGRAMS
Developing Leaders Who Deliver Results
Energize2Lead: Relationship Management
• Overview – individual and team’s leadership traits mapped into 3 dimensions– Preferred– Expectations– Instinctive
• E2L Key Objectives– To know yourself better, know how others are different
and learn the stages of managing stress.– Understand the different approaches that 75% of those
we work and live with daily – How to use our dominant strengths effectively and
recognize our blindsides
Developing Leaders Who Deliver Results
Dee Liver•Enjoys jobs that require flexibility and creativity
•May become frustrated with jobs that require a high attention to detail
•Believes people should be open-minded, encourage questions and solicit input
•Keep involved and explain why.•Avoid telling her what, when and how to do things.
•Needs to establish boundaries around people and process
•Clarify job roles and keep involved in group activities
•Avoid changing job role without clarification
Jenny Rate•Enjoys jobs that require attention to detail and a sense of urgency
•May become frustrated with jobs that change without notice.
•Believes people should follow the rules yet be open-minded
•Explain how and why. Encourage participation and questions
•Needs to be in command•Clearly define goals and how achievement will be measured
•Avoid delayed responses, an authoritative approach and failing to provide adequate information
Jenna Rossity•Enjoys jobs that require innovation and a sense of urgency
•May become frustrated with jobs monitoring and maintaining what has already been created
•Believes people should be open-minded, encourage questions and solicit input
•Keep involved, explain why and encourage questions
•Avoid telling her what, when and how to do things
•Needs to be in command•Clearly define goals•A “show-me” teaching style works best
•Avoid lengthy explanations
Carrie Smatic•Enjoys jobs that require research and autonomy
•May become frustrated with deadline-driven jobs that change without notice
•Believes people should follow the rules yet be open-minded
•Explain how and why. Encourage participation and questions.
•Avoid an authoritative approach and failing to provide adequate information
•Needs to be in command•Clearly define goals•A “show-me” teaching style works best
•Avoid lengthy explanations
Vick Tree•Enjoys jobs that require planning and attention to detail
•May become frustrated with deadline-driven jobs
•Believes people should slow down and think things through before moving ahead
•Explain how and why. Allow time to process information.
•Avoid authoritative management and pushing for decisions
•Needs to achieve understanding and organize thoughts before moving forward.
•Avoid surprises or withholding information
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A coherent leadership philosophy guides actions that are consistentwith a set of values and principlesand results in predictablebehavior—two characteristics that followers expect from their leaders.
Consistency and Predictability create two important by-products:
Credibility and Trust
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Programs and Services Leadership Foundations Course (LFC) 2-day / 24 PDUs
Leadership Boot Camp (LBC) & Performance Coaching3-day / 36 PDUs open-enrollment and in-house
Leadership Excellence Course (LEC) & Executive Coaching3-day / 36 PDUs open-enrollment and in-house
Advanced Leadership Course (ALC)3-day / 36 PDUs open-enrollment and in-house (LBC or LEC pre-requisite)
Energize2LeadTM Profile Workshop1/2 day in-house team workshop
Leader’s Compass Workshop 1/2 day workshop writing a personal leadership philosophy
Note: LBC, LEC, and ALC programs also offer 30 PDCs SHRM Recertification Credits and 36 CPE’s NASBA Recertification
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Programs and Services Lead2SucceedTM Leadership Development Program
In-house program customized to suit client needs Focus and Alignment Workshop
Intensive 2-day executive team strategic planning and alignment workshop
Leader’s Compass 360 Corporate Compass Assessment Gettysburg Leadership Experience (24 PDUs) Normandy Leadership Experience (5 days) Executive Coaching Custom Leadership Development Programs to Meet Your
Needs
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Lead2SucceedTM LDP
Energize2Lead ProfileMy Leader’s CompassCommunicating as a LeaderMotivating PeopleConflict ManagementLeader as CoachLeading Productive MeetingsManaging a Leader’s TimeAligning and Accomplishing
GoalsBuilding Effective Teams
Leading ChangeBuilding High Performance
TeamsBuilding TrustDeveloping PeopleTeam CoachingDecision Making and DelegationAccountabilityValues AlignmentAdvanced CommunicationsEthicsScrum for Leaders
Available Training Sessions
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Example LDP
Session 1 Energize2Lead™ ProfileSession 2 My Leader’s CompassSession 3 GoalsSession 4 CommunicationsSession 5 Building TrustSession 6 Decision MakingSession 7 Developing PeopleSession 8 Leading High Performance TeamsSession 9 Coaching
*Typically one 3-3.5 hour session every two weeks
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What Makes Us Unique?
Facilitators / Coaches with executive and military leadership experienceSuccessful corporate leaders / Service Academy graduates
Focus on deep self-knowledge Reflection on core values
My Leader’s CompassPersonal Leadership Philosophy
Energize2LeadTM Profile 3 Dimensional Team profile, motivation, communication, and leadership
Adult Learning CycleConcrete experience, reflective observation, abstract conceptualization, active experimentation
DEVELOPING LEADERS
WHO DELIVER RESULTSwww.academyleadership.com