Putting Together the Pieces of Leadership
Junior League of Toledo
WHY 360WHAT DO WE HOPE TO ACCOMPLISH?
Reward my friends and punish my enemies Learn how effective I am as a leader Determine how I compare to my colleagues Discover my weaknesses Find out who’s been saying bad things about me
know the perils
why bother?
task vs. relationship
T AKS
Task-focused leaders concentrate on end results and appraise their personal worth by the list of their achievements.
Relationship-centered leaders think about the people doing the work
High on Execution
Results oriented
Are decisive
Hold others accountable
Demand excellence
Follow through on their commitments
Understand the business
High on People
Sincere and straightforward
Set a positive example
Encourage open dialog
Open to criticism
Recognize and reward contributions of employees
Motivate and inspire others
Task vs. Relationship
FACT:While tasks and results are important, it’s the ability to form and nourish relationships that sets highly effective leaders apart from the rest
HighLow
High
Focus on Execution
Focus on People
Task Master
Disengaged
Effective Leader
Motivator
HighLow
High
Focus on Execution
Focus on People
Disengaged: Going through the
motions; indifferent and apathetic
HighLow
High
Focus on Execution
Focus on People
Task Master: Heavy emphasis on authority and
compliance; people are simply an ends
to a mean
HighLow
High
Focus on Execution
Focus on People
Motivator or “Country Club” Manager: Low
concern for productivity; too
worried about being liked
HighLow
High
Focus on Execution
Focus on People
Effective Manager: Strong emphasis on
both tasks and relationships
eitherorHIGH SCORES IN ONE COMPETENCY NORMALLY CORRELATE TO LOW GRADES IN THE OTHER, SUBSTANTIATING THE THEORY THAT LEADERS ARE EITHER TASK OR RELATIONSHIP ORIENTED
!Lamar Michael
a. Lamar should move toward the center, while Michael stays where he is.b. Michael should move toward the center, while Lamar stays where he is.c. Michael should move toward the end, while Lamar should move toward the center.
Lamar and Michael are on a seesaw. Michael is bigger than Lamar, sothe seesaw is not balanced. How could the seesaw be balanced?
✓
An average of your feedback results on a five-point scale, with 1 being the lowest and
5 being the highest.
Raw Scores
!
T-Scores show how your results
compare to hundreds of
managers and executives
across a broad range of different
organizations. Mean = 50Standard Deviation = 10
Forget reality. Perception drives behavior.
10 sure-fire ways
of improving your 360o evaluation results
1. Be a risk seeker.
riskVerb: To do something despite danger; to incur the chance of
harm or loss by taking an action.
Risk Seekers…while others seek out
opportunities to lead.
Risk TakersSome people respond to challenges that are presented…
Leadership requires the courage to surround yourself with employees who are potentially better at their jobs than you are at yours.
Admitting Ignorance
PROACTI V E
Pushing for Change
“In a time of constant change, one thing hasn’t
changed: Organizations are still resistant to change.”
Robert Reich
“If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize them over a beer—‘My God, how could they be so dumb?’ Your time for participating is now.”
Andrew Grove, CEO Intel
challenging bad decisions
Blowing the WhistleMost workers are far too faint-hearted for whistle
blowing. Too many exhibit an unquestioning,
even fearful, reverence for authority.
Addressing Performance Issues If you’re like most managers, you tend to blame yourself for an employee’s disappointing performance.
GOfirst“Leadership is going first
in a new direction— and being followed.”
Andrew Grove
Trusting Your Employees
Many managers find trusting their employees highly anxiety-provoking because of the risk involved. The urge to peek over their shoulders, or even do the work themselves, is great.
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RiskSeeker
“Leadership matters most when it is least
clear what course should be followed.”
–Michael Useem
2. Embrace the chaos.
Challenge is not an activity, it’s a state of mind.
psychological
“Hardy” individuals are more likely to approach stressful events as
opportunities from which to learn, rather than as threats to
fear or avoid.
hardiness
Non-Hardy to Hardy
2:1
Our survival requires avoiding deadly outcomes; ignoring a potential danger could be fatal.
“fight or flee”
Commitment: the belief that
stressful events are not threatening, but
interesting and meaningful.
Control: the conviction that
individuals can actively influence
life’s events.
Challenge: the perception
that change is both expected and stimulating.
the three attitudes of hardiness
Source: Kobasa and Maddi, The Hardy Executive: Health Under Stress
CommitmentPeople who are committed to and
involved in their work are more apt to perceive chaos as interesting.
ControlPeople adapt to change best when they understand the control they
have over their environments.
ChallengeWhen chaos is welcomed, we can perceive it as stimulating, if not a hidden opportunity for personal
development.
“Crises are part of what makes work fun.”
Robert Hayes
Be hardy!
3. Speak english.
—Boyd Clarke and Ron Crossland, The Leader’s Voice
“”
The biggest problem with leadership communication is
the that it has occurred.illusion
“Yeah-uhhh! Yo, yo dude. What’s up dawg? How you feelin’? You feelin’ alright?
Listen, man. I’ve got to give you props. You’re doin’ your thing and it was dope. I ain’t mad.”
“Let’s talk offline after the lateral-thinking quality circle.”
“With all this synergy, we should shift our paradigm and identify
some best practices.”
“At the end of the day, we must tee up a seamless solution to
our disconnect, per se.”
“What the…?”
A specialized vocabulary coined by, and intended for, a particular profession or discipline.
J A R G O N
JARGON often includes euphemisms
used to substitute inoffensive expressions for those considered offensive.
why jargon?Speakers sometimes invoke workplace jargon to impress others, or to establish their membership in an elite faction. Some use jargon to exclude or confuse others, or to mask their own inexperience or lack of knowledge.
Out of Pocket. When you used to say, “I’ll be unavailable.”
Escalate. To tell someone more important than you that something very bad is about to happen.
“I’ll Reach Out to You.” I’ll telephone, e-mail, text, or otherwise communicate with you later.
“You Loop Back to Me.” You telephone, e-mail, text, or otherwise communicate with me later. Bandwidth. Computer term used to describe the capacity to handle a job (“I’m not sure we have the bandwidth to handle this many new clients”).
Open the Kimono. Exposing the truth—revealing what you’ve been hiding all this time.
Why Didn’t You Just Say So?
20 percentof employees are regularly confused about what their
colleagues are saying, but are too embarrassed to ask for clarification
More than a thirdadmitted using jargon deliberately—as a means
of either demonstrating control or gaining credibility
40 percent found the use of jargon in office meetings both irritating and distracting
One out of ten
dismissed speakers using jargon as both pretentious and untrustworthy
Source: Office Angels
A single voice.
A candid voice.
A genuine voice.
Your voice.
4. Tell stories.
Communication is most effective when you speak to both the emotional
and intellectual areas of your
listeners’ minds.
Storiescreate the emotional
perspective listeners needto connect with your
message.
“The day Rachel defined the meaning of customer service.”
“It is impossible even to think without a mental picture.”
Aristotle On Memory and Recollection
358 B.C.
FIVE: Walk your talk.
“We aspire to be known as a
company with the highest standards of moral and ethical conduct—
working to earn client trust, day in and day out. Our word is our bond.”
From Citigroup’s statement of values
Sanford “Sandy” WeillCEO Citigroup
John ReedCitigroup co-CEO
C. Michael ArmstrongAT&T CEO and Citigroup
Board Member
Jack GrubmanSalamon Smith Barney’s
Top Telecom Analyst
92nd Street Y
Exclusive NYC Preschool
“Our word is our bond.”
“I used Sandy to get my kids into 92nd St. Y pre-school (which is harder than
Harvard) and Sandy needed Armstrong’s vote on our board to nuke Reed in
showdown. Once coast was clear for both of us (ie Sandy clear victor and my
kids confirmed) I went back to my normal negative self on [AT&]T.
Armstrong never knew that we both (Sandy and I) played him like a fiddle.”
E-mail from Jack Grubman January 13, 2001
PERCENT
Less than half of all U.S.
employees trust their senior
leaders.
49
Source: Watson Wyatt’s WorkUSA 2006/2007 Survey
Arianna Huffington Pigs at the Trough
“In corporate America, crime pays. Handsomely. Grotesquely, even.”
“KOUZES & POSNER The Leadership Challenge
WHAT WE FOUND IN OUR INVESTIGATION OF ADMIRED LEADERSHIP QUALITIES IS THAT MORE THAN ANYTHING, PEOPLE WANT TO FOLLOW LEADERS WHO ARE CREDIBLE.”
“Credibility is the foundation on which leaders and constituents will build the grand dreams of the future.”Kouzes & Posner
DWYSYWD
The mission statement is “not a
trophy that decorates office walls, but an organic body of beliefs and a foundation of guiding
principles we hold in common.”
Howard Schultz, founder of Starbucks
Consistency between an organization’s stated values and its leaders’ actual behavior
is critical to credibility.
“Clearly, there is a link between core values and emotional commitment.”
Gary Cohen President, CO2 Partners
Source: CO2 Partners
Only 4 of 10
workers say their employer’s core values
match their own
Employees need to know how aligning with the
organization’s values will meet their personal interests and needs. Otherwise, their
initiative diminishes and money becomes their
primary motivator.
Employees are searching for leaders
with integrity who provetheir credibility
continuously.
prove yours!
Give away your authority.
“Hierarchy is an organization with its face
toward the CEO and its ass toward the customer.”
-Kjell A. Nordström and Jonas Ridderstråle Funky Business
By its very nature, a top-down hierarchy
places multiple restraints on its
employees.
Employees must produce results—though they have little influence on,
or authority over, the process for producing those results.
ONE-SIDED accountability
Unleashing your organization’s potential requires placing authority in the hands of those people who actually do the work.
E M P O W E R M E N T
Wally who?
Giving authority to workers on the front lines is a cornerstone to
job enrichment.
“But my employees don’t want to be empowered!”
Common Rebuttal
Gary Hamel
The bottleneck is at the top of the bottle.
“
”
Leaders who consider themselves effective
are less apt to micromanage
and more likely to set high expectations for
their employees.
You must believe, regardless of your perceptions of each employee’s potential, in your own abilities to teach and inspire.
“”
A basic function of leadership is to produce more leaders, not more
followers.
Ralph Nader
Figure out what people do best–and then let them do it.7
Gallup survey
question:
“At work do you have the
opportunity to do what you do best
every day?”
Strongly Agree (20 percent)
Strongly Agree
38 percent more likely to work in business units with higher productivity
50 percent more likely to work in business units with lower turnover
44 percent more likely to work in business units with high customer satisfaction scores
Source: Now, Discover Your Strengths Marcus Buckingham and Donald Clifton
What prevents our employees from doing what they do best?
Usually, our emphasis on what
they do worst.
strivingforimprovement, most of us do the same thing: we take our strengths for granted, and concentrate all our efforts on conquering our weaknesses
Not surprisingly,
the vast majority of organizations appear to believe that the best way for individuals to grow is to
eliminate their weaknesses.
Identifying each person’s strongest talents permits everyone the opportunity
to contribute what they do
BEST.
8) Reward dissension.
A demonstrated tendency for a group to stay together and remain united in the pursuit of its goals and objectives.
C O H E S I O N
Good Cohesion
results in higher individual effort
More personal job satisfaction
Higher team tolerance for disruptions
Less turnover
Greater adherence to group norms
Cohesion can also have negative effects on group performance. And when it’s bad, it’s really, really bad.
“Because people value their membership in cohesive groups, they are willing to
adjust their behavior to group standards.”
SUSAN CAROL LOSH, Ph.D. FLORIDA STATE UNIVERSITY
GROUPTHINK occurs when the pressure to
conform within a group interferes with the group’s
decision making ability.
A B CExhibit 1 Exhibit 2
Solomon Asch
Subjects went along with the clearly erroneous majority 33 percent of the time
74 percent conformed to the majority at least once
28 percent conformed more than half the time
“The tendency to conformity in our society is so strong that reasonably intelligent and well-meaning young people are willing to call
white black.”Solomon Asch
1951
consensusgroup
Groupthink stops members from suggesting ideas that might deviate from the collective opinion, causing a deceptive appearance of
when, in fact, only one approach is considered.
9. Close the generation
gap.
MILESTONE THE 21ST CENTURY
marks the first time in history that members of four separate generations make up the U.S. workforce
Fact:The age gap between the oldest and youngest workers in America is wider than ever—and likely to continue growing.
Four Generations at WorkSilent Generation 1925 - 1945
Baby Boomers 1946 - 1964
Generation X 1965 - 1980
Generation Y 1981 - 2000
SILENTTIME MAGAZINE 1951:
“GRAVE AND FATALISTIC”
Lacking Conviction**or so it seemed
Having grown up in the wake of World War II, many people in this generation refrained from voicing unpopular beliefs for fear of being considered subversive.
Whether because they are leading longer, healthier lives or lacking the financial resources necessary to stop working, many older workers
are putting off retirement.
The largest generation,
BABY BOOMERS
make up 50 percent of the U.S. workforce.
Unlike their “silent” parents, Baby Boomers were not afraid
to challenge cultural norms.
“Change Agents” Civil Rights bills passed U.S. involvement in Vietnam War ended Legislation enacted barring discrimination on the basis
of race, gender, religion, national origin, sexual preference, physical ability, and age
Movements to stop polluting the earth and to start conserving it instead
Employee-focused policies, procedures, and regulations prevalent in most business organizations today
In the twenty years following the
Boomers’ entrance in the workforce,
the annual amount of time
Americans spent at work increased
an average of one full month.
Boomers may have traded marching on Washington for walking for a cure, but they’re still looking for
ways to make a difference.
Generation Xers were born into a culture in which birth control and abortion became prevalent—and children were seen as avoidable or disposable.
Wanted
MEi t ’ s a l l a b o u t
56 percent of Gen Xers are married, and 49 percent have children at home. In other words, the “me generation” is entrenched in the American Dream.
Source: Randstad, 2008 World of Work Survey
The most ignored children of any generation.
WORK-LIFE BALANCE
The average Gen Xer changes jobs every eighteen months.
Source: Appelbaum, S. H., Serena, M., & Shapiro, B. T. (2004) Generation X and the boomers: Organizational myths and literary realities. Management Research News, 27(11/12), 1-28.
MILLENNIAL=Gen Y
the e word
Other words used to describe
Gen Yers
Sheltered
Spoiled
Impatient
Disrespectful
Blunt
Diverse
Thin-skinned
Wanted
ySol e f∅r wh√
In 1968, 18 percent of American college freshman had achieved an A average in high school.
By 2004, that figure was 48 percent.
During that same period, SAT scores decreased.
SOURCE: Twenge, J. M. (2006). Generation me: Why today’s young Americans are more confident, assertive, entitled—and more miserable than ever before. New York: Free Press.
Grade>> INFLATION
Self-Esteem First.
Learning Second.
thx for the iview! i wud to work 4 u!! :)
reality:“The transfer of knowledge between retiring generations of veteran workers and newer entrants to the workforce is unlikely.” Randstad
10. Tell them about the cathedral.
Old story:Two stonemasons are working on the same project. An observer asks, “What are you doing?”
“I’m building a great cathedral.”
“I’m cutting stone.”The first stonemason
replies:
The second stonemason replies:
Sixty percent of surveyed executives
listed getting people to work together as the biggest hurdle they currently face.
American Management Association Survey, October 2003
fortyninepercent
Less than half of all employees understand the steps their organizations are taking to reach new business goals.
Source: Watson Wyatt’s WorkUSA 2002 Survey
“I have a dream that one day this nation will rise up and live out the true meaning of its creed: ‘We hold these truths to be self-evident: that all men are created equal.’”
“I have a dream that one day this nation will rise
up and live out the true meaning of its creed:
‘We hold these truths to be self-evident: that all
men are created equal.’” Martin Luther King, Jr.
Delivered on the steps of the Lincoln Memorial inWashington D.C. on August 28, 1963
If you think that conveying ideas effectively is an innate ability—a talent reserved for naturally gifted orators—then you are probably neglecting your
role as a communicator.
To lead effectively, you must stimulate the behavior you
are seeking.
I N S P I R E
Without an inspiring vision from their leaders, employees will struggle to discern
any link between their private ambitions and the company’s actual mission.
“The age-old secret to generating buy-in is to
strategically design, target, and deliver a story that
projects a positive future.”
Mark S. Walton Generating Buy-In: Mastering the Language of Leadership
10 sure-fire ways
of improving your 360o evaluation results
Endeavor for humility, not perfection.
Putting Together the Pieces of Leadership
Junior League of Toledo
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