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“Embracing the Leadership Challenge”
An interactive seminar
Barry Wright
Goodman School at Brock University
Agenda: Developing your Leadership Skills
Thinking / Reflecting about Leadership
Five Fundamental Practices
Who are you NOW? Three Takeaways (LLL)
Leadership
In small groups - “develop criteria about how to judge the perfect apple.”
What did you come up with?
What has this got to do with leadership?
Traits“Leaders are born not made”
Intelligent
EQ
Initiative
Self-assured
Good health
Above/below average height
Upper Socio-economic level
Leadership is a process (practice), not a position
Leader
Followers Situation
Leadership
Kouzes & PosnerDefine Leadership
“The art of mobilizing others to want to struggle for shared aspirations.”
Task: What do these words mean to you?
Fundamental practices
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable others to Act
5. Encourage the heart
CEI – ME lead
Leadership Lesson 1
Model the Way
“I would never ask anyone else to do anything that I was unwilling to do first.”
Gayle Hamilton – Director, Pacific Gas and Electric Company
People first follow the person
Then, they follow the plan
Credibility is key
Credibility Insight
First Law of Leadership
“If we don’t believe inthe messenger, we won’t believe the message
Task: What does this mean to you?
Personal experience?
The Credibility Factor: What do followers want?
Honest - consistency
Forward Looking - vision
Inspiring - cheerleader,
excited, passion
Competent - record of
achievement
Credible - trustworthy
How do you know when you see a credible leader?
They practice what they preach
They walk the talk
They put their money where their mouth is
They follow through on their promises
Their actions are consistent with their words
LLL - They do what they say they will do
Leadership Development
Task: Opportunity for working as a team.
Practice the new “handclap”
Do it all at the same time
What was this about!?
Model the Way
Be Honest, Forward Thinking, Inspiring, Competent
DWYSYWDTitles are given but what you do wins respect.
Words and deeds must be consistent
Leaders go first
People are watching YOU
Task: Reflection Time
You are driving and as you turn the corner you drive into fog – what do you do?
Leadership Lesson 2Inspire a Shared Vision
You first need to develop a clear vision of the future
Then share it with others to “enlist them”
Strategic Visioning
Henry Mintzberg (1994) strategy should involve intuitive glimpses of possibility: The anticipatory principle - ongoing projection of a future image (vision)
Strategic Vision (examples)
What are we doing? Where are we going?– Extraordinary Caring. Every Person. Every
time. (Niagara Health)
– Making life-long customers (Canadian Tire Financial)
– Taking back the RED (RCMP)
Enlist OthersDevelop a shared sense of destiny
Listen deeply to others - what excites them?– Find the common ground
Discover and appeal to a common purpose– A chance to be tested, take part in a social experiment,
to do something well, do something positive, a chance to change the way things are
Give life to vision by communicating expressively– Use powerful language – use the three peat, speak
from the heart, image-analogy-feel,
Language of Leadership
Jay Conger
How things are framed makes a difference
– Focus on intrinsically appealing goals and values
– Accent the positive
– Highlight the significance of the project
– Who are the key antagonists
– Highlight why it will succeed
– Use analogies, stories, metaphors to make your point
– Allow your own emotions to surface when you speak
Inspire a Shared Vision
Develop a vision of the future (shared)
Enlist others (How to Start a Movement)
Step 3 - Challenge the Process
Manet
Picasso
VVG
Pollock
Challenge the Process Treat every job as an adventure (Paul
House)
Question the status quo
Experiment and Take risks
Make something happen (be proactive)
Balancing Routines – routine work drives out non-routine
Using Outsight/ Insight – look outside for ideas but take time to think (when do you think/reflect?)
Add fun
Nouveux
realism
3) Challenge the Process
Do things differently (better)
Experiment (take risks)
Lesson 4: Enable Others to Act
Smaller themes:
Foster Collaboration
a) Develop cooperative goals
b) Build trusting relationships
Strengthen Others
c) Small Wins
Collaboration Secrets
a) Develop cooperative goals
– Win / Win / Win
– Mary Parker Follet
b) Build trusting relationships
Words of Warren Bennis on TRUST
What makes you trust others …
1) Competence - good
2) Constancy - principled
3) Caring - compassionate
4) Candor - speak the truth
5) Character - “backbone”
c) Small Wins
Kids F.A.C.E. started in 1989, in Nashville by Melissa Poe a fourth grader. The first club had six members.
2000 clubs in 15 countries.300,000 members; planted 1 M trees.
4) Enable Others to Act (summary)
Foster Collaboration
a) Develop cooperative goals (WWW)
b) Build trusting relationships (CCCCC)
Strengthen Others
c) Small Wins (one tree at a time)
5 - Encourage the Heart
Be there for them
Recognize Contributions
Build Self-confidence through high expectations
Celebrate Accomplishments
Reflective Process
Task: Think about a time where your contributions were recognized.
How did it make you feel?
Share those experiences with your colleagues.
Were there some commonalties?
Build Self-confidence through high expectations
Self-fulfilling prophecy
– The “exceptional” class
Celebrating Accomplishments
Valuing the Victories
Think back to some good celebrations you have had ...
Fundamental practices
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable others to Act
5. Encourage the Heart
CEI – ME lead
Leadership DevelopmentFinal Exam
Who are you now?
Session Goal – L.L.L.
Thank you!
Barry Wright
Goodman School of Business
Brock University
bwright@brocku.ca
905-688-5550 ext 5034
BarryatBrock
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