Jackie st germain leadership2

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BEST PRACTICE FOR LEADERSHIP AND MANAGEMENT PRACTICES MANAGEMENT CONSULTING JACKIE ST GERMAIN, LCSW, MBA

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Management Consulting for EAP Providers Jackie St Germain, LCSW, MBA

Transcript of Jackie st germain leadership2

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B E S T P R A C T I C E F O R L E A D E R S H I P A N D M A N A G E M E N T P R A C T I C E S

MANAGEMENT CONSULTING

JACKIE ST GERMAIN, LCSW, MBA

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MANAGEMENT CONSULTING

•  Management consulting – Definition •  Practice of helping organizations to improve their

performance through the analysis of existing organizational problems and development of plans for improvement.

•  Should know “best practices” •  They are also evaluating you! •  What is “said and unsaid” about you/your role when you

consult •  Should be able to work both “within and without” an

organization •  Should be able to “coach” new managers and existing

managers

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SET THE TONE FOR THE VISIT

•  Set the tone •  Have an Agenda, •  Have at least two Phone conversations before you go on site •  Set expectations of your role

•  Meet with the designated leader first to discuss your role •  How you will help them •  Do they have any additional needs from you

•  Be there for more than 4 hours! •  Be a “boots on the ground” mentor •  Work with Leadership and management to establish a plan •  Listen to them! Be the expert but also know they best know

their own facility •  When you leave, continue to support and be supportive

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DATA ON CONSULTING INDUSTRY

•  Consulting industry has grown dramatically •  Exceeding 20% in growth prior to 2003 •  2003-2005 downturn in this industry and from 2009 to 2012 •  Beginning to see upswing again in specialized consulting

needs •  Approaches: •  “Expert Approach” – more directive •  “Facilitative Approach” – Looks at processes, asks questions •  “Matrix approach” – Each area has a type of consulting (risk

management, Quality, Business Development, etc”

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RECOMMENDING PROCESS IMPROVEMENT

 Steps (in perfect world) •  Change take time •  Develop “buy in” from those effected •  Have good discussions •  Be Honest about what your thoughts and expectations are

 Making/suggesting change is tricky •  What is their background and history •  Ascertain the support they will need to make changes •  Change is hard – •  Change – Policy & Procedure vs. “we’ve always done it this

way” vs. “it’s the law” •  YOU ARE CONSIDERED BOTH A LEADER AND AN EXPERT!

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DEFINITION

1. A person who leads others along a way; a guide.

2. the ability to guide, direct, or influence people

3. Giving guidance: guidance or direction

Quotes on Leadership

“Managers are people who do things right, leaders do the right thing” – Warren Bennis and Burt Nanus

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. —Lao Tzu

You manage things; you lead people. —Rear Admiral Grace Murray Hopper

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. —Jack Welch

He who has never learned to obey cannot be a good commander. —Aristotle

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MANAGEMENT VS. LEADERSHIP (1 OF 2)

•  The manager administers; the leader innovates. •  The manager is a copy; the leader is an original. •  The manager maintains; the leader develops. •  The manager focuses on systems and structure; the

leader focuses on people. •  The manager relies on control; the leader inspires

trust. •  The manager has a short-range view; the leader

has a long-range perspective. – Manager has short term goals vs. long term goals

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MANAGEMENT VS. LEADERSHIP (2 OF 2)

•  The manager asks how and when; the leader asks what and why.

•  The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

•  The manager imitates; the leader originates. •  The manager accepts the status quo; the leader

challenges it. •  The manager is the classic good soldier; the leader

is his or her own person. •  The manager does things right; the leader does the

right thing.

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LEADERSHIP BEHAVIOR

  Leaders behave differently from people who use only management skills, regardless of the situation.

  Leadership behavior changes somewhat from one management situation to another.

  Certain leadership qualities and skills are generic to every management situation.

  Certain leadership qualities and skills are useful in only some management situations.

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INSPIRATIONAL LEADERSHIP (1 OF 2)

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LEADERS IN THE MOVIES

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14 LEADERSHIP TRAITS

g  Bearing.

g  Courage.

g  Listens

g  Elicits cooperation

g  Decisiveness.

g  Dependability.

g  Enthusiasm.

g  Tact.

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LEADERSHIP QUALITIES

g  Is self-confident.

g  Respects others.

g  Inspires others.

g  Works at all levels.

g  Is knowledgeable.

g  Is creative/visionary.

g  Has confidence in others.

A Leader

g  Empowers/challenges others.

g  Is fair and equitable.

g  Communicates effectively.

g  Has high ethical standards.

g  Is willing to take risks.

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LEADERSHIP MYTHS

•  Natural leader – “sword in the stone”

•  The “biggest or fastest” will lead

•  Command is leadership

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INSPIRATIONAL LEADERSHIP (2 OF 2)

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PATTERNS OF LEADERSHIP (1 OF 2)   Autocratic leadership – based on authority

granted by the position of supervision.   Bureaucratic leadership – based on

organization’s policies, procedures, and rules.   Democratic leadership – leaders depend on the

group to make decisions and take action.

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PATTERNS OF LEADERSHIP (2 OF 2)   Diplomatic leadership – operates by persuasion

and broad-scale, individual motivation of people.   Free-Rein leadership – gives others the freedom to

operate without control or further direction other than organizational rules and policies.

  Participative leadership – involves members in decisions that affect the group.

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LEADERSHIP SKILLS

g  Delegates.

g  Motivates. g  Influences.

g  Encourages teamwork.

g  Coaches/Counsels/Develops. g  Serves as a model.

g  Discovers and creates: (opportunities and goals).

A Leader

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EFFECTIVE LEADERSHIP GUIDELINES

q  Ask questions and listen to the answers. q  Be flexible within an assumed structure. q  Know when to be a leader and

when to be a member. q  Model the values you’re planning. q  Deal with issues at the appropriate

time. q  Be empathetic. q  Admit mistakes. q  Seeks self improvement - HCAPS

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EFFECTIVE LEADERSHIP CHECKLIST

q  Remove barriers to motivation. q  Lead actions required to achieve desired

results. q  Inspire passion within people to perform

better than expected. (Communication) q  Ability to recognize that people must

motivate themselves. q  Ability to take risks and make tough

decisions. q  Ability to block out the unnecessary and

concentrate on the necessary.

Six critical things a leader must do:

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WHAT THEY NEVER TELL YOU BUT I WILL

  You are not alone.   Do not assume that you can become an expert in a

day or a couple of months.   Learn from your mistakes.

  Do not let friendship get in the way of your supervisory or consulting responsibilities.

  Learn something new every day.

  The buck stops with you. Take responsibility   You will never have all the facts before having to

make a decision.   They are always watching you!

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WHAT DOES IT TAKE TO LEAD AND CONSULT?

q  Integrity – the foundation of character and all other characteristics of great leadership.

q  Vision - to recognize possibilities, along with optimism to know that opportunities always exist.

q  Spirit – to inspire others and to infect them with enthusiasm.

q  Toughness – to stay on course and accept nothing less than excellence.

q  Heart and soul – heart to care and share with others, and soul to keep faith and hope.

q  Passion – an indomitable spirit and a will to win.

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ACHIEVING BALANCE

  Serve others anonymously.   Sacrifice more than just your time.   Condition the body.   Work with mind and hands, heart and soul.   Develop kinesthetic and social awareness.

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TRANSFORMATIONAL LEADERSHIP

Superior leadership performance occurs when leaders:

  Broaden and elevate the interests of their employees.

  Generate awareness and acceptance of the purposes and mission of the group.

  Stir their employees to look beyond their own self-interest for the good of the group.

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PRACTICES OF EXEMPLARY LEADERS

q  Challenge the process: searching for opportunities and experimenting.

q  Inspire a shared vision: envisioning the future and enlisting others.

q  Enable others to act: strengthening others and fostering collaboration. Model the way: setting an example and planning small wins.

q  Encourage the heart: celebrating accomplishments and recognizing contributions.

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THE MOST IMPORTANT WORDS

q  The six most powerful words: Here is what I will do.

q  The five most powerful words: You did a great job.

q  The four most powerful words: What is your opinion?

q  The three most powerful words: If If you would

q  The two most powerful words: Thank you.

q  The one most powerful word: We.

q  The least important word: I.