Leadership Development · Leadership Development John W Meredith, PE Charles J Lord, PE IEEE-USA...
Transcript of Leadership Development · Leadership Development John W Meredith, PE Charles J Lord, PE IEEE-USA...
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Leadership Development
John W Meredith, PE
Charles J Lord, PE
IEEE-USA Annual Meeting August 2013
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Outline
Leadership defined
The changing engineering career
Skill set for success
A 4-stage Personal Model for Leadership and Management Excellence
Center for Leadership Excellence
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Volunteer Leadership:
Practical tips for IEEE volunteers Presented by
John W. Meredith 2007 IEEE-USA President
2013 IEEE-USA Annual Meeting Aug 1-4, 2013 Portland, OR
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Overview
• My thoughts and perspectives on practical aspects of IEEE volunteer leadership
• Stimulate your thinking on developing the next generation of leaders
• Leadership skills are largely ‘learned’ through experience — IEEE provides this opportunity
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Leadership is About Growth and Development • Seek opportunities to lead Become a volunteer ‘helper’ (assist in organizing
local activities, etc.
Lead an ad hoc (informal) committee
Take on larger responsibilities (Section, Chapter, or Branch officer position)
• Continue your development as you take on higher responsibilities
• Develop those who follow you
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Don’t be Afraid to Step Up
Some are reticent to take on leadership role because of concerns about time or required skills. Realize that leadership roles are available that fit your time budget and/or skills:
Time: consider taking a ‘helper’ role (chair an ad hoc committee, help organize a conference, etc.)
Skills: realize that you will grow as a leader (OJT training); others will mentor you
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Larger View of Volunteer Leadership Volunteer leadership make a difference by pursuing a cause that benefits others. For example:
Volunteers who organize technical or professional programs provide educational and growth benefits for current and potential members
Volunteers who organize town hall meetings inform citizens of their community on issues of a global nature (energy, education, health care, etc.)
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An Important Leadership Concept Delegation and Empowerment:
Delegation – talk to me first, then “we” will determine the next move.
Empowerment – you make the first move, then tell me about it.
Empowerment is the desired state.
Empowerment builds volunteers.
Volunteers want to be empowered.
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Said Another Way ….
Delegated volunteers must check with their ‘leader.’ They aren’t empowered to act on their own. This is a limiting process.
Empowered volunteers don’t have to ask. They make decisions, solve problems, and create solutions without asking the boss. They understand the organization’s objectives and act in the best interest of the organization. Everyone benefits.
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The Role of a Leader
Customer focus
Setting the vision
Defining and carrying out the action plan
Providing clear direction
Communicate
Developing others
Reward others
Self-improvement
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Guiding Principles
Principles or precepts that guide leaders through difficult decisions. I recommend you develop your own set of guiding principles. Here are mine:
Perseverance
Adaptability
Simplify
Think strategically
Act
Innovate
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Leadership Characteristics
Creator of Culture
Proactive
Change agent (positive)
Cheerleader
Coach
Motivator
Focus Provider
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Management and Leadership
Management Leadership
Coping with Complexity Coping with Change
Planning and Budgeting Setting a Direction
Organizing and Staffing Aligning People
Controlling and ProblemSolving
Motivating and Inspiring
John Kotter: Harvard Business Review, May-June 1990
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Never doubt that a small group of thoughtful, committed people can
change the world. Indeed, it is the only thing that ever has
Margaret Mead
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Peter Drucker on Leadership
Leadership must be learned and can be learned
Leadership personality, traits, style: they don’t exist
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Drucker on Leadership
A leader is someone who has followers
An effective leader is someone whose followers do the right things
Leaders are highly visible: Set examples
Leadership is not rank, privileges, titles or money. It is responsibility
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Professional Skills
Listening skills
Communication skills: written / oral
Presentation techniques
Negotiating skills
Teamwork roles
Project management knowledge
Meeting management techniques
Empathy - Mentoring
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What’s Needed?
To be successful, leadership knowledge and skills need to be applied
Best if applied in the professional and personal realm
A successful framework for integration and application
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A Personal Leadership and Management Model
Tools and a Process to Support Leaders
Plan activities and identify customers
Survey customers to determine needs
Define and use metrics to measure effectiveness
Establish continuous improvement to do it better the next time!
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Planning Steps
Develop a shared vision
– Organizational or personal
Decide who your customer is
– Member?, Self?, Business customer?
Know your customer: Survey
– Mail, newsletter, email, phone
Establish goals
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Surveys: Identify Customer Needs
Outline the problem
Define survey objective
Find existing data
Define the target group
Decide on the reliability
Define, sample and scope
Decide survey method
Decide who will conduct the survey
Outline analysis and report requirements
Timing
Cost
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Measuring Results: Metrics
Not how many, but how good The point-of-delivery survey:
– How well was the meeting received?
– Did the meeting meet expectations?
– What changes would improve the meeting?
Customer Satisfaction is the best metric
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Continuous Improvement
PLAN
DO
STUDY
ACT The Deming Cycle
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Is This Your Section?
If I tried to implement this stuff here I would either be ignored or everyone would quit. My senior people are burnt out and want out. My junior people are mostly not interested in anything except showing activity on a resume. I have only one person out of 20 that I consider to be capable.
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Or is this your Section?
We already use some of these concepts to great advantage. Training has been very helpful also.
Our Section tried this process over the past year and it worked great
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IEEE Leadership Training Concentration
Core Characteristics
– Customer Value
– Training
– Continuous Improvement
– Measurement and Metrics
Reinforced through:
– Individual officer strategic plans
– Documented IEEE Vision
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Tools From the IEEE
Center for Leadership Excellence
Career Planning: IEEE-USA Career Manager
Technical: Society publications
Professional Skills: IEEE-USA Professional Development Projects
Management for Engineers: IEEE Technology Management Council
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IEEE CENTER FOR LEADERSHIP EXCELLENCE
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IEEE Center for Leadership Excellence (CLE)
Affinity
Groups
s Chapter
Delivers training content that supports the volunteer
in their role and the volunteer and member
professional development
A single source for all volunteers and members to
find training resources
Standardizes expectations for positions and makes
it easy for new volunteers
Uniquely tailored for individual volunteer positions –
includes everything you need in your 1st 30 days on
the job
Library of training material: Leadership,
Management, Communications, Financial,
Membership Development, Vitality, Programs, Tools,
and Career
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Learn if a position is right for you
Learn what's expected of you
Find out what you need to know in the first 30-days
Take training over the year to learn, grow, and improve as a volunteer and professional
Use the IEEE CLE to provide local training for your other officers
Run into an issue or a question, come check IEEE CLE training
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How can the IEEE CLE help you?
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IEEE CLE Homepage www.ieee.org/go/cle
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CLE Volunteer positional training modules include the following: o Job Description
o Timeline of Activities during the year
o Quick start guide of everything you need to know in the first 30 days
o Recommended Training from Learning Library
CLE Learning Library o Opportunity to improve skills and knowledge
in areas of Leadership, Career and professional development and more
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The IEEE CLE is organized so you can find the right training when you need it
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IEEE CLE includes 18 volunteer positions today and more are coming
Student
Section Chair Student Branch Chair
Section Vice Chair Student Branch Vice Chair
Section Treasurer Student Branch Secretary
Section Secretary Student Branch Treasurer
Section Technical Chapter Chair Student Branch Counselor
Section Professional Activities Chair
Section Student Branch Mentor
Section Educational Activities Chair
Section Student Activities Chair
Section Member Development Chair
Section Affinity Group Vice Chair
Section GOLD Affinity Group Chair
Section Life Member Affinity Group Chair
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Volunteer Development across Organizational Units
Grow Professional Development and Leadership training
Survey Feedback and Ask the Expert options at the end of each module
New tailored training modules based on
— your suggestions
— Alternative training formats
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IEEE CLE Future Plans
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The Message:
Technical Skills are a basic necessity
Think: Life Long Learning
Professional skills add to the toolbox
Technical and professional skills need to be integrated for maximum effect
Best if applied to professional and personal life
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Resources
http://ieee-elearning.org/CLE/
The 7 Habits of Highly Effective People (Steven Covey)
The Fifth Discipline (Peter Senge)
Leading Without Power: Finding Hope in Serving Community (Max DePree); John Wiley & Sons Canada, Ltd. (2003)
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Many thanks to the many many IEEE volunteers and staff that have gotten us this far!
John Reinert
Ray Findlay
John Miller
Cecelia Jankowski
Cheryl Sinauskas
….and many many more!!!
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Contact Information
John W. Meredith
Colorado Springs, CO
Charles J. Lord
Asheville, NC
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We welcome
your questions
and all
offers of assistance…