Post on 01-Jun-2020
The Challenge of Leadership
Dr. Sean C. PayantChief Consulting Officer
December 2019
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Overview
Your Perspectives?
Working in small groups, let’s talk a moment to define the following terms. We will then come back together and discuss as a large group. Thinking about the word, “Job,” what comes to mind? Thinking about the word, “Career,” what comes to mind?
Thinking about the word, “Calling,” what comes to mind?
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Overview
Sharing Our Experiences
Working in small groups, please go around the table and answer the following question. Looking back over your lifetime, think about a time in which you fully and freely invested yourself – this could be a position or a volunteer experience. What was it about this role that encouraged you to give this kind of effort? Record some of the comments here:
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Definitions What is Engagement?
Some definitions:
Emotional connection an employee feels toward his or her employment organization, which tends to influence his or her behaviors and level of effort in work related activities. The more engagement an employee has with his or her company, the more effort they put forth.
Businessdictionary.com Having a passion and profound feeling of connection to a company or organization. The Gallup Organization
The emotional commitment the employee has to the organization and its goals. Kevin Kruse, author Employee Engagement 2.0
In short, engagement means having such a positive impression about a job or role that great effort is gladly given, essentially the individual has a
“Calling.”
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State of Engagement
Research Findings
The Gallup Organization routinely surveys the workforce to measure the levels of engagement among employees in a variety of fields worldwide. Recent results reveal the following:
United States - All
Industries
United States - Financial Institutions
________ %
________ %
________ %
________ %
________ %
________ %
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State of Engagement
Research Findings Employee engagement levels directly affect key factors of orginizational success:
(Our research study examined) 64 organizations and explored the relationship between employee engagement and annual net income. After controlling for organization size, the analyses reveal that organizations with highly engaged employees achieve twice the annual net income of organizations whose employees lag behind on engagement.
The Impact of Employee Engagement, The Kenexa Research Institute
High engagement firms had total shareholder return that was 19% higher than average. In low engagement firms total shareholder return was actually 44% lower than average.
Press release from Hewitt Associates
A retailer with 37,000 employees across 300 stores found that the 25% of stores with the highest employee engagement scores ended the year almost 14% over their profit budget, while the lowest 25% collectively missed their profit goals by 30%.
Sited in First Break All the Rules, Marcus Buckingham and Curt Coffman Those employees who are most committed perform 20% better and are 87% less likely to leave the organization—indicating the significance of engagement to organizational performance.
Corporate Leadership Council Employee Engagment Survey
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Creating Engagement
The Service Profit Chain
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Creating Engagement
Key Principles Creating an evironment of engagment is not: A program to impliment __________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
A one-size-fits-all approach __________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Easy
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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Creating Engagement
The Foundation The highest likelihood of an engaged membership or workforce occurs by creating an environment where each individual feels that: What we do matters (as an association and an industry) __________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
What I do matters (as a volunteer or employee) __________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
I matter (as an individual) __________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
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Leadership is the Key to a Calling Definition
At the most basic level, leadership is taking people from where they are to where you want them to be. The old adage is, "He that thinketh he leadeth but hath no one following, is only taking a walk." John Maxwell expresses it even more succinctly when he says, "Leadership is influence. Nothing more. Nothing less." If leadership is influence, all of us in this room are leaders in some way or at some time. Given that, we would also recognize that we have room to grow as leaders. It can be difficult to lead, especially to lead well. Leadership involves winning the trust of others to take them to heights they never would have (aka, a Calling). That's the challenge of leadership.
For the purpose of our discussion, we'll define leadership more
specifically as achieving __________________________ through the
___________________ given ___________________________ of
______________________________ .
Leaders get people moving. They energize and mobilize. They take people and organizations to places they have never been before. Leadership is not a fad, and the leadership challenge never goes away.
James Kouzes and
Barry Posner
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Leadership is the Key to a Calling
Three Assumptions
1. ____________________ __________________ don't happen by accident. They are
the product of _________________________________________________ .
2. Leadership is not primarily a _________________ _____ __________________ or
a _________________________________ _____ __________________ but a
___________________________ _____ ___________________________ .
3. _________________________ want to be _________________________ .
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What Leaders Do
What do leaders do?
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What Leaders Do Craft Vision
Vision is an image of a
preferred future that inspires action.
Vision isn't a ___________________________________.
Vision isn't a ___________________________________.
Vision isn't a ____________________________________.
The first basic ingredient of leadership is a guiding vision. Unless you know where you are going, and why, you cannot possibly get there. --Warren Bennis
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What Leaders Do Craft Vision
Over 3,500 employees were asked to rate a specific leader in their organization and state if that leader creates a strong vision for the group's future. At the same time, the survey measured how highly that individual was regarded as a leader.
In order to craft vision, a leader must
develop the practice of
________________________ .
1.________________________________________________________
2.________________________________________________________
3.________________________________________________________
Rating Percent who do
Percent who don't
Best Rated Leaders
___ % do ___ % don't
Middle Rated
Leaders ___ % do ___ % don't
Lowest Rated
Leaders ___ % do ___ % don't
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What Leaders Do Build Alignment
Alignment is
gaining buy-in for the vision.
When a team or organization is operating with alignment, there is
____________________________________ regarding direction,
____________________________________ given to the right efforts, and
____________________________________ among the members.
The most empowering condition of all is when the entire organization is aligned with its mission, and people's passions and purpose are in sync with each other. --Bill George and Peter Sims
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What Leaders Do Build Alignment
Building alignment is the most people-centric of the leadership practices. It tests how well we know each member or team member, how deeply we're trusted and respected, and how able we are to inspire. This practice can't be deployed from an "ivory tower" but only in the context of authentic connection with others.
In order to build alignment, a leader
must develop the practice of
____________________________ .
1.________________________________________________________
2.________________________________________________________
3.________________________________________________________
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What Leaders Do Champion Execution
Execution is
making the vision a reality.
As leaders, we're accountable for the bottom line—results. That's what we get paid for, and that's why we're given the position we have. Talk of vision and alignment is meaningless unless it translates into effort. When results are lacking, we're tempted to devote our attention soley to the area of execution; however, we can also take the perspective that execution is the harvest to be expected when we have done a faithful job of planting vision and nurting alignment.
Vision without execution is hallucination. --Thomas Edison
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What Leaders Do Champion Execution
In order to champion execution, a leader
must develop the practice of
___________________________________ .
1.________________________________________________________
2.________________________________________________________
3.________________________________________________________
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The Challenge of Leadership
What We Do Matters
In groups, please discuss specific steps we can take to help members and team members understand that what our association and industry does matters.
Members:
Team Members:
We'relearningthattheprofitmotive,potentthoughitis,canbeaninsufficientimpetusforbothindividualsandorganizations.Anequallypowerfulsourceofenergy,onewe'veoftenneglectedordismissedasunrealistic,iswhatwemightcallthe"purposemotive."Themostdeeplymotivatedpeople—nottomentionthosewhoaremostproductiveand
satisfied—hitchtheirdesirestoacauselargerthanthemselves.DanielPink,Drive
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The Challenge of Leadership
What I Do Matters
In groups, please discuss specific strategies we can utilize to help members and team members understand how their specific roles in your association matter.
Members:
Team Members:
Everyoneneedstoknowthattheirjobmatterstosomeone.Anyone.Withoutseeingaconnectionbetweentheworkandthesatisfactionofanotherpersonorgroupofpeople,anemployeesimplywillnotfindlastingfulfillment.Eventhemostcynical
employeesneedtoknowthattheirworkmatterstosomeone,evenifit'sjusttheboss.PatrickLencioni,TheThreeSignsofaMiserableJob
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The Leadership Challenge
I Matter
In groups, please discuss specific actions we can take to help members and team members understand that they each matter as individuals.
Members:
Team Members:
Thereisnogreatergifttothepersonorpersonswithwhomyouareengagedthanheartfelt(aswellasheadfelt)acknowledgementoftheircontributionandfundamentalhumanworth.Moreover,saidacknowledgementalmostinvariablyleadstogreatercommitment
andbetterservedclienteleandahappierbottomline.TomPeters,YouMattertoMe
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Now It’s Your Turn
Self-Analysis As we finish our session, I would like you to quietly reflect on the following three questions and create a brief response. What reasons do YOU pesonnally have to believe that what our association or organization does matters? What do YOU do on a daily basis that helps you know that what you do matters? What would help you more fully understand that YOU matter? How are you going to communicate this, if necessary?
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Resources
For further reading Foundational elements for this session were adapted from:
Straw, Julie; Scullard, Mark; Susie, Kukkonen; and Davis, Barry. The Work of Leaders: How Vision, Alignment and Execution Will Change the Way You Lead, Wiley, 2013.
The following books will fuel your thinking in creating an engaged, purpose filled membership and workforce:
Blanchard, Kenneth and Johnson, Spencer. The One Minute Manager, Berkley Books, 1981.
Blanchard, Kenneth and Barrett, Colleen. Lead with Luv, FT Press,
2011.
Carnegie, Dale. How to Win Friends and Influence People, Pocket Books, 1936.
Lencioni, Patrick. The Ideal Team Player, Josey-Bass, 2016.
Lencioni, Patrick. The Three Signs of a Miserable Job, Josey-Bass,
2007.
Hyde, Douglas. Dedication and Leadership, Notre Dame, 1966.
Pink, Daniel. Drive, Riverhead Books, 2009.
Sinek, Simon. Start With Why, Portfollio/Penguin, 2009.