Amazing 30 Somethings: Building your Situational Leadership
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Transcript of Amazing 30 Somethings: Building your Situational Leadership
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Increase your Situational LeadershipBrought to you by Amazing 30
Somethings
SA 3
AMAZING 30
SOMETHINGS
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Amazing 30 Somethings
Hands- on excursions,
explorations and experiences
Immersion
Professional Development,
Entrepreneurship & Life Style Design
Education
Life Long Colleagues, Partners and
Friends
Peer Connections
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Trainer.Coach.Consultant
Dominique Aubry
linkedin.com/DominiqueAubrytwitter.com/aubrybellafacebook.com/This30slife
I am strategic operations professional with 10+ years experience leading teams in government, nonprofit and
for-profit organizations
I am a Lean Startup expert training over 1000+
entrepreneurs and business professionals around the
world.
My specialty is helping people create life- styles that
are fulfilling and freeing while building success and
confidence.
Meet Dominique
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What is Leadership?
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What Do Good Leader Do?
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Leaders are people who do the right thing;
managers are people who do things right.
– Professor Warren G. Bennis
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Adaptive Leadership
Situational Frameworks
AGENDA
Main Leadership Styles
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Leadership Types
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Main Leadership Styles
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Transformational/DemocraticInspirational, fresh ideas and high expectations
Laissez faire/PassiveLet (people) do(as they choose)
Authoritative/Transactional Follow process to the “letter”
40% of Managers don’t recognize employee contributions or efforts
We will focus on transformational leadership as it is currently the most relevant and useful style to increase employee engagement.
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Process followed to the “Letter”
Helpful when managing riskGet good at
making decisions under pressure
Tend to be control freaksLeadership
role tends to be based on technical expertise
Authoritative/ Transactional
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It is common to demand your team works at top speed and you can end up exhausting everyone.
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Authoritative Leadership Types
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Pace Setter
• Focus on giving orders • Deprives people of control
• Often misused causing negative effect
• .
Commanding
• Focus on performance and metrics
• Best used when you need results from a motivated team
• Can lead to burnout
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Let (people) do(as they choose)
Helpful when process is simple
Get good at delegating
responsibility
Let situations run there courseLeadership
role tends to be based on a hands-off but empowered approach
Laissez faire/ Passive
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You will be accountable for the outcome. Avoid becoming to remote.
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Passive Leadership Type: Affiliate
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• Focus on promoting harmony• Values the
emotional needs of others • Useful when
team needs to be motivated in a stressful time
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Inspirational, fresh ideas and high expectations
Helpful when needing to engage
team Get good at
creating decision making processes
Build culture based on shared values Leadership
role tends to be based on empathy and development
Transformational/ Democratic
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It may not work for every employee. Learn to recognize lack of interest or skill.
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A manager is working on the budget. He is told to get a hot
project running immediately. He calls his staff together and
explains the project. He then tells them to get it up and going
while he completes the budget.
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SITUATION ROOM
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Adaptability
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The Process
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2/3 Interpreting and developing a hypothesis
1/3 Observing events and
patterns
3/3 Designing Interventions
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4 Dimensions of Adaptive Leadership
Focuses on collaboration toward goals
Focus on Long-term goals
Connects personal goals to organizational goals
How to Become an Adaptive Leader
Navigate Empathy Self Correction Solutions
Embrace uncertainty and adopt new approaches
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Situational Frameworks
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4 Frame Approach
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1Structural Frame Control and Coordination 2Human Resource
FrameMeet staff needs
3The Political FrameStakeholders & Negotiation. 4The Symbolic
FrameVision & milestones
Use this model to get a well rounded view of the situation
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Tony runs a small team of IT developers. His organization is being restructure and
his projects are being called into question. explains the project. Tony is stressed and struggling to motivate his
team.
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SITUATION ROOM
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Leadership Reflection
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SITUATION ROOM
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SITUATION ROOM
Blake Mouton Leadership Grid
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SITUATION ROOM
The Leadership Style Matrix
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Path Goal Theory
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Remove Obstacle
sIdentify Goals
Offer Rewards
3
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