Modes of Leadership:Mentorship, Direction, Performance Evaluation

Ethical Leadership Series

Metro Fire Chief Officers Association

Session 4

April 25, 2011

Agenda

• Quick Review – last time

• Mentorship

• Discussion: Buddy to Boss

• Driving Intrinsic Motivation

• Performance Evaluation

• Program Evaluation

John Kotter’s Perspective on Change

Primary concern:

Overcoming Resistance to Change

Four Primary reasons people resist:

1. Parochial self-interest

2. Misunderstanding/confusion

3. Low tolerance of change in general

4. Different assessments of situation

or projected outcomes

Kotter’s

work is

classic…

Kotter and Schlesinger prescribe 6 ways to lead change:

1. Education and communication

2. Participation and involvement

3. Facilitation and support

4. Negotiation and agreement

And if needed and time is precious…

5. Manipulation and co-option (win over)

6. Explicit and implicit coercion

The “Primary embedding mechanisms” of culture are largely

driven by the leadership of the organization:

1. What leaders regularly pay attention to, measure, control

2. How leaders react to critical incidents & crises

3. Criteria by which leaders allocate scarce resources

4. Deliberate role modeling, teaching and coaching

5. Criteria by which leaders allocate rewards and status

6. Criteria by which leaders recruit, promote/demote

employees

Source: Edgar Schein, 1990

Edgar Schein on Culture…

Too often, indirect, “secondary embedding mechanisms” are

over-stressed in change efforts.

1. Organization design and structure

2. Organizational systems and procedures

3. Organizational rites and rituals

4. Design of physical space, facades, and buildings

5. Stories, legends, and myths about people and events

6. Formal statements of organizational

philosophy/values

Source: Edgar Schein, 1990

Edgar Schein on Culture

Who are our mentors?

What makes a great mentorship?

• Knowledge/Experience

• Insight

• Opportunity

• Trust

• Clarity

• And…

• Biological

– Sustenance, Shelter, Sex, etc.

• Instrumental

– Incentives: Carrots/Sticks

• Intrinsic

– Expression of our humanity

Three Motives

Adapted from Daniel H. Pink, Drive, 2009

• Autonomy

– Task

– Team

– Technique

• Mastery

– A mindset

– A pain

– An endless journey

• Purpose

– Words, goals, and policies

– A life of meaning

The Keys to Intrinsic Motivation

Adapted from Daniel H. Pink, Drive, 2009

We tend to discount autonomy

Minimally constrained by human rights.

Employment at Will is a logical evolution from this view.

Eugene Genovese’s economic conclusion: slavery didn’t pay!

(The Political Economy of Slavery: Studies in the Economy

and the Society of the Slave South, 1965).

• Sisyphus angered

gods through a

variety of antics.

“Accounts vary.”

• His sentence was the

worst thing the

storytellers could

imagine for a smart,

engaged person.

Sisyphus: the Power of Purpose

The oldest leadership seminar

• Safety and comfort

• Tactical information

• Problem-solving

• Strategic decisions

• Who are we???

If we

aren’t

telling

stories,

others

surely

are!

• Biological

– Sustenance, Shelter, Sex, etc.

• Instrumental

– Incentives: Carrots/Sticks

• Intrinsic

– Expression of our humanity

A key mistake: motive confusion

Adapted from Daniel H. Pink, Drive, 2009

• Try to improve the task

– Vary challenge or repetitiveness

– Look for ways to promote autonomy

• Empathize

– Recognize that some tasks are boring

• Connect to Purpose

– Explain why performance is important

Rewards work for routine tasks, but:

Adapted from Daniel H. Pink, Drive, 2009

• Past: What happened

– Observable events and facts

– First person and objective

• Present: Why it matters

– Consequences of actions.

– Implications

• Future: Required Changes, Directions

– Changes in actions or behaviors

– Reinforcement to repeat positive actions

Fair

Process is

working

WITH

others

Giving Feedback

What does “Relational Leadership” teach us

about giving feedback?

ELA’s Foundation for Standards in Public Safety Agencies

• Excellent Public Service

• Sound Stewardship of Resources

• Fairness

Please Evaluate this Program

How useful was this program? (1-10)

1-3 things that you learned:

1-3 things that we should KEEP:

1-3 things we should CHANGE:

Other comments:

Thank you for your attention!

Chad Weinstein

Ethical Leaders in Action, LLC

cweinstein@ethinact.com

651-646-1512

“We enable ethical leaders to achieve

extraordinary results”