WICT Professional Development Webinar Series 2019-2020 ...€¦ · Daniel Goleman’s “Leadership...

2/7/2020

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WICT Professional Development Webinar Series 2019-2020

Kacik Consulting Services, LLC

Leadership Skills

Joy Conley Kacik Kacik Consulting Services, LLC

1. Daniel Goleman’s Six Leadership Styles ( A u tho r o f “E mo ti o n a l In te l l i g e n c e ”)

2.Good Techniques for Oversight & Developing Your Direct-Reports

3.Keeping Your Team on Top of Best Practices

Leadership Skills


• Partner in Kacik Consulting Services, LLC

• Team and Leadership Development Consultant

• Conference and Event Speaker

• Certified Professional Coach

• Professional Labor Consultant (30 years) (Contract Negotiations, Leadership Development, Team Building,

Strategic Planning, Conflict Resolution, Mediation, Arbitration, Lobbying, Community Organizing, etc.)

Joy Kacik Your Webinar Presenter for the Series


Welcome to the WICT Webinar Series!

A special thank you to CYNTHIA CROSS

at Cox whose vision it was to create this

series for WICT chapters across the country.



CHICAGO

GREAT LAKES

HEARTLAND

LATIN

MIDWEST

NEW ENGLAND

OHIO

SOUTHEAST

WASHINGTON DC/ BALTIMORE

WICT Chapters Participating:


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At t h e e n d o f to d ay ’ s w e b i n a r, I w i l l s h a r e w i t h y o u h o w to a c c e s s :

• A recording of today’s webinar

• A link to take the Goleman’s Leadership Style Assessment

online for free

• Handouts to support today’s webinar

• A link to my newsletter articles which are free to download

• Complimentary time with Joy

• Coaching with Joy

Resources


Boss Boss Leader Leader

The Difference Between Boss and Leader

Drives Employees Depends on authority Inspires fear

Says, “I” Places blame for the breakdown Knows how it is done

Uses people Takes credit Commands

Says, “Go”

…Coaches them …On goodwill ...Generates enthusiasm

…Says, “We” ...Fixes the breakdown …Shows how it is done

…Develops people …Gives credit …Asks

…Says, “Let’s go”


Being self-aware

Being aware of the impact you have on others

Knowing what really matters to you

Behaving in alignment with your core purpose and

values

Expressing yourself authentically

Being an effective leader begins with YOU


Traits of Great Leaders

Continue to learn,

grow and develop.

Encourage and

empower others.

Appreciate and

value diversity.

Provide service

to others without

creating dependency.

Consciously and purposely

choose an approach that

best suits the situation.



2. Good Techniques for Oversight & Developing Your Direct-Reports

3. Keeping Your Team on Top of Best Practices

Leadership Skills


As a Leader, Manager or Supervisor…


What are your leadership styles?

• One of the best-known models is Daniel Goleman’s Six Leadership Styles.

• Goleman is probably best known for his work on Emotional Intelligence.

• He also carried out a ground-breaking study on leadership, published in the Harvard Business Review in 2000 as ‘Leadership that Gets Results’. He did a three-

year study of over 3000 executives.

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As a Leader, Manager or Supervisor…


His research determined: Leaders who have mastered four or more of the six styles have the very best climate and business performance.

Coercive Authoritative

Affiliative Democratic

Pace-setting Coaching

Especially, if it’s the four which have the most positive impact on climate.

Goleman’s Six Leadership Styles


I’m sending you after the session today: • A link to complete an online evaluator that gives you a customized report about

your use of the six styles. It will tell you:

1. Which styles are well-developed 2. Which are fairly well-developed with room for further development 3. Which are least well-developed and need a lot of development

• A PDF of a Harvard Business Review series of articles which includes one about

Daniel Goleman’s “Leadership That Gets Results” explaining his research about

these six styles

• A copy of the grid of the six styles

1. Coercive


Coercive leaders demand immediate obedience.

In a single phrase, this style is ‘Do what I tell you’.

These leaders show initiative, self-control and drive to succeed. There is, of course, a time and a place for such

leadership; a battlefield is the classic example, but any crisis will need clear, calm, commanding leadership. This style

does not, however, encourage anyone else to take the initiative, and often has a negative effect on how people feel.

2. Authoritative


Authoritative leaders move people toward a vision.

This style is probably best summed up as ‘Come with

me’. These leaders are visionary and it’s the most useful style when

a new vision or clear direction is needed, and is most strongly positive. Authoritative leaders are high in self-confidence and

empathy, acting as a change catalyst by drawing people into the vision and engaging them with the future.

3. Affiliative


An Affiliative leader values and creates emotional bonds

and harmony.

Affiliative leaders believe that ‘People come first’.

Such leaders demonstrate empathy, and strong communication skills, and are very good at building

relationships. This style is most useful when a team has been through a difficult experience, and needs to heal rifts, or

develop motivation. It is not a very goal-oriented style, so anyone using it will need to make sure others understand that the goal is team harmony, and not specific tasks.

It is probably obvious from this that it cannot be used on its own for any length of time if you need to ‘get the job done’.

4. Democratic


Democratic leaders build consensus through participation.

Democratic leaders are constantly asking ‘What do

you think?’.

Such leaders show high levels of collaboration, team

leadership and strong communication skills. This style of leadership works well in developing ownership for a project, but it can make for slow progress towards goals, until a

certain amount of momentum has built up. Anyone wishing to use this style will need to make sure that senior managers

are signed up to the process, and understand that it may take time to develop the consensus.

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5. Pace-Setting


Pace-setting leaders expect excellence and self-direction.

This style can be summed up as ‘Do as I do, now’.

The Pace-setter very much leads by example, but this type of leadership only works with a highly-competent and well-

motivated team. It can only be sustained for a while without team members flagging. Like the Coercive leader, Pace-

setters also show drive to succeed and initiative, but instead of self-control, these are coupled conscientiousness.

6. Coaching


Coaching Leaders develop people.

The phrase that sums up this leadership style is ‘try

it’. Coaching leaders allow people to try different approaches to

problem solving and achieving a goal in an open way. The coaching leader shows high levels of empathy, self-awareness

and skills in developing others. A coaching style is especially useful when an organization values long-term staff development.

Coercive Authoritative Affiliative Democratic Pacesetting Coaching

The Leader’s

modus

operandi

Demands

immediate

compliance

Mobilizes

people toward a

vision

Creates harmony

and builds

emotional bonds

Forges

consensus

through

participation

Sets high standards

for performance

Develops people

for the future

The Style in a

Phrase

“Do what I

tell you.”

“Come with me.” “People come

first.”

“What do you

think?”

“Do as I do, now.” “Try it.”

Underlying

Emotional

Intelligence

Competencies

Drive to

achieve,

initiative,

self-control

Self-confidence,

empathy,

change catalyst

Empathy,

building

relationships,

communication

Collaboration,

team leadership,

communication

Conscientiousness,

drive to achieve,

initiative

Developing

others, empathy,

self-awareness

When the style

works best

In a crisis, to

kick start a

turnaround,

or with

problem

employees

When changes

require a new

vision, or when

a clear direction

is needed

To heal rifts in a

team or to

motivate people

during stressful

circumstances

To build buy-in or

consensus, or to

get input from

valuable

employees

To get quick results

from a highly

motivated and

competent team

To help an

employee

improve

performance or

develop long-

term strengths

Overall impact

on climate

Negative Most strongly

positive

Positive

Positive Negative

Positive

Styles I prefer

Styles I use

Styles I need to

develop

Daniel Goleman (Author of Emotional Intelligence) Leadership That Gets Results

Harvard Business Review, March-April 2000


1. Daniel Goleman’s Six Leadership

Styles ( A u tho r o f “E mo ti o n a l In te l l i g e n c e ”)


3. Keeping Your Team on Top of Best Practices

Leadership Skills


Supervisory Skills

Definition of Supervisor

"Person in the first-line management who monitors and regulates employees in their performance of assigned or delegated tasks. Supervisors are usually authorized to recommend and/or effect hiring, disciplining, promoting, punishing, rewarding, and other associated activities regarding the employees in their departments." - BusinessDictionary.com


Supervisory Skills

Managing for

• Consistency

• Best practices

• Standards

• Accountability

• Employee growth


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Consistency, Best Practices,

Standards, Accountability and Employee Growth

1. Always Start with the Goal

because…

If you don’t know

where you’re going, you might end up someplace else!




Developing Your Direct-Reports:

Proper Training

Coaching

Feedback


Knowledge is the “know what” - intellectual information part – do they know what they need to know?

Skills/Ability are the “know how” – do they know how and have the ability to do it?

Attitude is the “behavior” part – are they thinking about it the right way and doing the right thing?

2. Assess what they need

Development of Direct-Reports




Treat each direct-report individually

• Communications with them

• Assessment

• Development Plan

• Feedback



Focus first on their strengths



Why start with their strengths? • Helps you build rapport

• Helps the person realize you’re paying attention and you see the good in them

• Gives them confidence that you will support them because you see their value

• Builds their confidence for stretch assignments to help them grow

• Will be easier to talk about areas for development when they’ve been looking at the positive

• Helps you have a positive attitude toward an employee who may have obvious deficits

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Then begin with development:

• What will be easiest to grow to give them confidence in their own growth and momentum for the next area?

• What is most critical for them to improve upon?

• What is the best way to help them develop that area?

• What encouragement and rewards can you build in?

• What other support can you provide to encourage them that they are capable of this growth?

Are they doing what they’re supposed to do?

Are they doing it how they’re supposed to do it?

Are they doing it when they’re supposed to do it?

Are they behaving appropriately?

3. Supervisor’s responsibility to check :

Consistency, Best Practices, Standards, Accountability and Employee Growth


So, how do you know if they’re

doing what, how, and when

with appropriate behavior?




1. Ask them!

2. Check the results of their work

3. Verify what they tell you – trust but verify

4. Check documentation – check it against other records

5. MBWA – Managing by Wandering Around –

“In Search of Excellence” by Tom Peters and Robert Waterman

6. Lists/Projects with due dates

7. Review error reports – look for patterns

Consistency, Best Practices, Standards, Accountability and Employee Growth

Kacik Consulting Services, LLC Kacik Consulting Services, LLC

Address problems and issues whenever you see the employee – get it done.

Only address problems and issues with an employee in private and never in front of others except HR when necessary.

Supervisory Best Practices

Should Not Do Should Do

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When someone confronts you with a mistake, let them know your staff messed up.

Say you’ll look into it and talk to your staff to find out what happened. Let the person know how it will be addressed without blaming your staff.




Shoot from the hip and go with your instincts.

Gather all the facts before commenting or making decisions that might embarrass you later, especially where people are involved and there are always two sides to the story!




Undermine employee ideas.

Give employee ideas fair consideration, and give plenty of time for explanation, then play devil’s advocate, explain your thoughts and give fair feedback. If you discourage ideas early on, when you want ideas, no one will want to risk giving them to you and being shot down again.




Feel free to talk about employees behind their back with other employees and ask others to get intel on employees.

Share no information about one employee to another. If an employee shares info with you, listen, but do not comment. Deal directly with the individual without involving others. If you talk to an employee about another employee, they will know you’d be willing to talk about them to others as well.




2. Good Techniques for Oversight & Developing Your Direct-Reports


Leadership Skills


Effective vs. Efficient

Reaching Your Goal

- VS -

Efficient

Effective

Doing It Without

Waste


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A Lesson in Process Improvement

Take out a sheet of paper. I’m going to give you 15 seconds to draw as many triangles as you can when I say go. Everybody have some paper?

OK…Go!



How many did you draw?

How can you improve?

OK, let’s do it again, turn your paper over. Ready?

Go!



How many did you draw this time? Great, you probably did more.

Let’s take 30 seconds to think of a new strategy for drawing more this time.

OK, let’s do it again, turn your paper over. Ready?

Go! Kacik Consulting Services, LLC


Calculate your % increase from round #one to round #three.

Example: 30-10=20 20/10= 2

2 x 100=200%

Round 3 minus round 1 Take that and divide by round 1 total

Take that and multiply by 100



When do you need to review

“Best Practices”?


Revolutionary Thinking


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How do you create

“Best Practices”?



First, by involving others.



What if… to draw more triangles, you partnered with two other people. All you draw are straight lines. You each draw different lines and keep passing the papers in a circle.


The second person starts by drawing diagonal lines.


The third person draws diagonal lines in the opposite direction. A Lesson in Process Improvement

1. Deliberately – deciding to look at how you can

improve something or make it more efficient or less costly – this is strategic thinking that will get

you noticed

2. Asking your team to share best practices with each other

3. Going outside your team or your organization to look at how others are doing it

4. Choosing to “unlearn and relearn” as technology changes

5. Letting go of old methods


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Have you identified all the stakeholders?



Who might be impacted you haven’t thought of?


Unintended Consequences



Thomas Edison's teachers said he was "too stupid to learn anything." He was fired from his first two jobs for being "non-productive."

As an inventor, Edison made 1,000 unsuccessful attempts at inventing the light bulb. When a reporter asked, "How did it feel to fail 1,000 times?" Edison

replied, "I didn’t fail 1,000 times. The light bulb was an invention with 1,000 steps."



"Great success is built on failure, frustration, even

catastrophe."

~ Sumner Redstone


American businessman and media magnate, including majority owner and board chair of National Amusements theater and formerly

executive chairman of both CBS and Viacom.


Ask yourself, as a leader, “Do I support ‘failure’?”

Do you say, “What happened or How did this get messed up”?

OR…

Do you ask, “What did you learn from that”?


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Leadership Skills


After Today…

You’ll receive an email with:

A link to the recording of today’s webinar – and the two

previous ones and when they will expire.

An attachment with today’s Power Point handout and various resources to supplement what you learned today, including a link to

the Goleman’s Online Assessment of your styles (no cost)

A link to receive my monthly newsletter article – three years

worth are available for you to download from my website.

To take advantage of my offer of a complimentary 1-hour coaching/consult anytime during this series, Email me your

Name, WICT chapter and “free coaching”.

[email protected]


Public Speaking & Presentation Skills!

Thursday, March 26


Kacik Consulting Services, LLC Kacik Consulting Services, LLC

Thank you!

Joy Conley Kacik Kacik Consulting Services, LLC

[email protected]



WICT Professional Development Webinar Series 2019-2020 ...€¦ · Daniel Goleman’s “Leadership...

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