Ppt dce-pg - leadership retreat - oak brook 4-30-10

American Dietetic Association

DIABETES CARE & EDUCATION PRACTICE GROUP

LEADERSHIP RETREAT

Written & Facilitated by:

Michele C. Wierzgac“Helping People Build Business Skills”

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….”

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

INTROUDCTIONS

Name, Organizations

Title, Business

# of year

Leadership Roles

Why are you

volunteering?

Something we don’t

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

About You….

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

About The Organization….

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

About The Organization….

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

Ratings….

American Dietetic Association

DIABETES CARE & EDUCATION PRACTICE GROUP

LEADERSHIP DEVELOPMENT

Written & Facilitated by:

Michele C. Wierzgac“Helping People Build Business Skills”

ACTION PLAN

YOU’RE NOT ALONE

FLEXIBILITY

MER PEERS

ESTABLISHING CREDIBILITY

RESPONSIBILITIES

TO MANAGEMENT

RESPONSIBILITIES OF LEADER

TRANSITION

PAST SUCCESS

TRYING SOMETHING NEW

How many of you

You must have done something right along the way.

How many of you were surprised?

PAST SUCCESS

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.

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?

What are some of the roles that you must play as a leader?

Which of these roles is most important? Why?

TRANSITION

What would contribute to a team wanting a leader to succeed?

TRYING

SOMETHING

Leaders take risks

Leaders challenge systems

Leaders are adventuresome

Leaders try new directions and

ideas Leaders learn from mistakes

TRYING

SOMETHING

LEADERS

DIFFERENT(LY)

TRYING

SOMETHING

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

TRYING

SOMETHING

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?

RESPONSIBILITIES OF A

LEADER

TAKES: Practice Experience Accountability

LEADERSHIP SKILLS: People

Management Staffing Hiring Selecting Coaching

Strategic Thinking Vision Listening Managing change Conflict

Take on additional responsibilities: Set team goals Hold team

members accountable

Provide proper training for the team

LEADER

What other team responsibilities do you have as a leader?

LEADER

“Throw management under the bus....”

RESPONSIBILITIES TO MANAGEMENT

What does this mean? Have you ever thrown management under the bus as an individual contributor?

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?

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?

Expertise Energy Conviction Composure Trust Appearance Approachabilit

y Authenticity

ESTABLISHING CREDIBILITY “You must earn credibility, not

expect it.”

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?

FLEXIBILITY

Flexible does not mean lenient

Modify your leadership methods – situational leadership When might you have a flexible leadership style?

Discuss the challenges you face in leading volunteers with significant experience vs. little experience

FLEXIBILITY

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?

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.

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.

ACTION PLAN

YOU’RE NOT ALONE

FLEXIBILITY

MER PEERS

RESPONSIBILITIES

TO MANAGEMENT

RESPONSIBILITIES OF LEADER

TRANSITION

PAST SUCCESS

TRYING SOMETHING NEW

THANK YOU!

Michele C. Wierzgac “Helping People Build Business Skills”

(708) 598-6600michele@micheleandco.com

Determine leadership roles, responsibilities, and expected results within the strategic plan.

STRATEGIC PLAN

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

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

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

THANK YOU!

Michele C. Wierzgac “Helping People Build Business Skills”

(708) 598-6600michele@micheleandco.com

Ppt dce-pg - leadership retreat - oak brook 4-30-10

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