Ppt dce-pg - leadership retreat - oak brook 4-30-10
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Transcript of Ppt dce-pg - leadership retreat - oak brook 4-30-10
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©2010 Michele & Company® All Rights Reserved
American Dietetic Association
DIABETES CARE & EDUCATION PRACTICE GROUP
LEADERSHIP RETREAT
Written & Facilitated by:
Michele C. Wierzgac“Helping People Build Business Skills”
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©2010 Michele & Company® All Rights Reserved
RESPECT
Take phone calls and texting completely outside of our meeting space.
Raise your hand to speak – you will be acknowledged – you will then speak in turn.
Ask questions
Feel free to brainstorm “what if….”
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Identify leadership characteristics of an executive committee liaison.
Understand the DCE Practice Group Strategic Plan.
Determine leadership roles, responsibilities, and expected results within the strategic plan.
OBJECTIVES
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©2010 Michele & Company® All Rights Reserved
INTROUDCTIONS
Name, Organizations
Title, Business
# of year
Leadership Roles
Why are you
volunteering?
Something we don’t
know!
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Why did you take this role?Believe in the Mission, Learn, Serve (Contribute, Give Back) Network, Asked
What do you want to obtain from your leadership role? Knowledge, Share, Leadership Skills, Job well-done
What do you think will be your most difficult responsibility?Time constraints, Accountability, Trust, Techno-phobic, Communicating Effectively, New Ideas
SURVEY
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About You….
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How can we help you to fulfill your responsibilities?Clear Direction, Communication, Realistic Goals, Resources, Ideas, Leadership Training, Advanced Notice
How can we improve our technology?Expand website and social media, More Training, Field Testing Prior To Implementation, Easier List Serve,
SURVEY
©2010 Michele & Company® All Rights Reserved
About The Organization….
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I believe our DCE-Practice Group does well in:Great Member Benefits, Mentoring, Newsletter, ListServe,Grooming Leaders, Engaging Members, Education Materials, Technology, Accomplishing Mission/Goals
Our greatest challenge(s):More Members, Member Benefits + Fiscally Responsible, Leadership Recruitment, More Collaboration With Healthcare Professionals, Competition, Technology Changes, Meeting Needs Of Younger Members
SURVEY
©2010 Michele & Company® All Rights Reserved
About The Organization….
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DCE Practice Group has respect for diversity and cultural differences. Average Score: 4.6 We are willing to take risks in an effort to improve. Average Score: 4.0 Our Leadership learns from their mistakes and is open to constructive feedback. Average Score: 4.5 Our leadership is committed to and values coaching and training. Average Score: 4.5 I am receiving mentoring and coaching to assist me in my position. Average Score: 4.25
SURVEY
©2010 Michele & Company® All Rights Reserved
Ratings….
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©2010 Michele & Company® All Rights Reserved
American Dietetic Association
DIABETES CARE & EDUCATION PRACTICE GROUP
LEADERSHIP DEVELOPMENT
Written & Facilitated by:
Michele C. Wierzgac“Helping People Build Business Skills”
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ACTION PLAN
YOU’RE NOT ALONE
FLEXIBILITY
FOR
MER PEERS
ESTABLISHING CREDIBILITY
RESPONSIBILITIES
TO MANAGEMENT
RESPONSIBILITIES OF LEADER
TRANSITION
PAST SUCCESS
©2010 Michele & Company® All Rights Reserved
TRYING SOMETHING NEW
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How many of you
knew?
You must have done something right along the way.
How many of you were surprised?
PAST SUCCESS
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List the jobs you have held in the past where you had no direct reports.
What skills and talents did you acquire in these roles that enabled you to excel?
PAST SUCCESS
Common mistake is to continue performing
as an individual contributor.
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Why do you think a new leader would be tempted to continue doing the work as an individual contributor?
TRANSITION
What signs would indicate a new leader has reverted back to individual contributor work?
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What are some of the roles that you must play as a leader?
Which of these roles is most important? Why?
TRANSITION
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What would contribute to a team wanting a leader to succeed?
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©2010 Michele & Company® All Rights Reserved
TRYING
SOMETHING
NEW
Leaders take risks
Leaders challenge systems
Leaders are adventuresome
Leaders try new directions and
ideas Leaders learn from mistakes
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©2010 Michele & Company® All Rights Reserved
TRYING
SOMETHING
NEW
LEADERS
THINK
DIFFERENT(LY)
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©2010 Michele & Company® All Rights Reserved
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©2010 Michele & Company® All Rights Reserved
TRYING
SOMETHING
NEW
Walk up to a person and ask
them “what is their ultimate
dream.” Walk up to a person(s) and ask
them what they are doing and
how they like what they are
doing.
ACTIVITY
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©2010 Michele & Company® All Rights Reserved
TRYING
SOMETHING
NEW
How did you feel and what did
you think when I gave you the
directions? What happened as you followed
these directions?
How did others respond to you?
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RESPONSIBILITIES OF A
LEADER
TAKES: Practice Experience Accountability
LEADERSHIP SKILLS: People
Management Staffing Hiring Selecting Coaching
Strategic Thinking Vision Listening Managing change Conflict
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Take on additional responsibilities: Set team goals Hold team
members accountable
Provide proper training for the team
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RESPONSIBILITIES OF A
LEADER
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What other team responsibilities do you have as a leader?
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RESPONSIBILITIES OF A
LEADER
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“Throw management under the bus....”
RESPONSIBILITIES TO MANAGEMENT
What does this mean? Have you ever thrown management under the bus as an individual contributor?
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Management decisions need to be supported by you.
What can you do as a leader to support decisions made by the management team?
What is the risk of not supporting management decisions?
RESPONSIBILITIES TO MANAGEMENT
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Discuss a management decision you did not agree with when you had no direct reports. What was your response when you were an individual contributor? How would you respond differently to this same decision as a leader? What actions would you take to support this decision and help your team support this decision?
RESPONSIBILITIES TO MANAGEMENT
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Expertise Energy Conviction Composure Trust Appearance Approachabilit
y Authenticity
ESTABLISHING CREDIBILITY “You must earn credibility, not
expect it.”
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What are some techniques you can use to establish credibility with your team and the management team? What do you want to AVOID doing that might damage your credibility with your team?
What do you want to AVOID doing that might damage your credibility with the management team?
ESTABLISHING CREDIBILITY
©2010 Michele & Company® All Rights Reserved
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FLEXIBILITY
Flexible does not mean lenient
Modify your leadership methods – situational leadership When might you have a flexible leadership style?
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Discuss the challenges you face in leading volunteers with significant experience vs. little experience
FLEXIBILITY
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YOU’RE NOT ALONE
Brainstorm people or groups within or outside of your organization who can help you succeed.
What other resources can you tap into that will help you succeed in your leadership role?
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FORMER PEERS
Apply a more professional approach.
Never give a former peer special treatment.
Give recognition to everyone who does a good job.
Avoid group activities that may put you in jeopardy of crossing the line.
TIPS
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ACTION PLAN
Establish your authority.
Setup reasonable standards and limits for your team. Get results through your team. Make quality and productivity part of every project and decision.
Be confident. Be credible.
Be an authentic person.
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ACTION PLAN
YOU’RE NOT ALONE
FLEXIBILITY
FOR
MER PEERS
ESTABLISHING CREDIBILITY
RESPONSIBILITIES
TO MANAGEMENT
RESPONSIBILITIES OF LEADER
TRANSITION
PAST SUCCESS
©2010 Michele & Company® All Rights Reserved
TRYING SOMETHING NEW
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Understand the DCE Practice Group Strategic Plan.
Determine leadership roles, responsibilities, and expected results within the strategic plan.
STRATEGIC PLAN
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Customer Focus (Internal & External) - Meet the needs and exceed the expectations of all customers.
Social Responsibility - Make decisions with consideration for inclusivity as well as public policy, cultural, economic, social, and environmental implications.
Development - Advocate the development of expertise of the Registered Dietitian specializing in the field of Pre-Diabetes and Diabetes Self Management Education.
VALUES
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Innovation - Embrace change and lead the organization utilizing strategic thinking.
Integrity - Act ethically with accountability for life-long learning and commitment to excellence.
Collaboration & Collegiality - Seek opportunities to share expertise with our domestic & global stakeholders.
VALUES
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Understand the DCE Practice Group Strategic Plan.
Goal #1 – Sustain and grow a high level of satisfaction and retention among members.
Goal # 2 – Advance DCE’s unique position as the authority in nutrition and diabetes prevention, education, and management.
Determine leadership rolesDetermine responsibilitiesEstablish expected results
STRATEGIC PLAN
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