Lead People, Manage Performance

“Leadership is an action, not a word”

- Richard P. Cooley

Kathy Muller

ICED, Inc.

Objectives

Participants will be able to:● Determine your primary leadership style.● Distinguish between manager and leader

competencies.● Diagnose employee development

level for a given goal or task.● Adjust your style of interaction to

employee readiness for the task.

Why Lead vs. “Manage” People?

● Higher employee satisfaction● Improved employee productivity and

performance● Higher customer satisfaction● Increased profitability● Increased sales

Manager vs. Leader Competencies

● Refer to “Manager vs. Leader Competencies”

● Select at least 3 leader traits you do well

● Identify 3 – 5 areas to focus on for professional development

● Discussion questions (in teams)

Contingency Leadership Model

● Contingency, or situational/adaptive leadership is the ability to adjust leader style and behaviors to match the needs of the employee. It is based on three key points:

● The amount of direction (task behavior) a leader gives,

● The amount of relationship support a leader provides, and

● The “readiness” level of the employee.

Contingency Leadership Model

● Task behavior is the extent to which a leader engages in one-way communication by explaining what each follower is to do, as well as when, where, and how tasks are to be accomplished.

Contingency Leadership Model

● Relationship behavior is the extent to which a leader engages in two-way communication by providing support or psychological “strokes” and facilitating behaviors.

Contingency Leadership Model

● Readiness is the ability and willingness of a person to take responsibility for directing their own behavior in relation to a specific task to be performed.

The Four (D)evelopment Levels

● D1 – Low Competence/High Commitment

● D2 – Some to Low Competence/Low Commitment

● D3 – Moderate to High Competence/Variable Commitment

● D4 – High Competence/High Commitment

The Four (D)evelopment Levels

D1

D2D3

D4

The Four (D)evelopment Levels

D1 – The Eager Beginner

Low competence and high commitment● New and/or unskilled● Enthusiastic● Inexperienced● Hopeful, curious

The Four (D)evelopment Levels

D2 – The Frustrated Learner

Low to some competence and low commitment

● Flashes of competence● Overwhelmed● Disillusioned● Demotivated

The Four (D)evelopment Levels

D3 – The Capable (but Cautious) Performer

Moderate to high competence and variable commitment

● Capable● Usually competent, contributing● Cautious/Insecure

The Four (D)evelopment Levels

D4 – The Self-Directed Achiever

High competence and high commitment● Consistently competent● Self-assured● Expert● Inspires others

Leadership Styles

● Your leadership style is how you behave when you are trying to influence the performance of others. It is the way you supervise or work with someone.

● There are four leadership styles:● Directing● Coaching● Supporting● Delegating

The Four Leadership (S)tyles

D1

D2D3

D4

S2

S1

S3

S4

The Four Leader (S)tyles

S1 – Directing

High task/Low relationship leader behavior

● Specific direction● Tracks performance● Frequent feedback● Leader makes decisions

Like this presentation and want to know more? Contact me,

Kathy Muller, Training & Development @

kmuller@iced.net

281.256.4324

Credits & Resources

● Ashley, Susan, SIA Consulting. “Leadership Development”. ASTD-ISPI professional develoment event, June 2005

● Blanchard, Ken; Zigarmi, Drea; Zigarmi, Patricia. Leadership & the One-Minute Manager. 1985. William Morrow & Co., Inc., New York, NY

Credits & Resources

● “Effective Staff Communication & Facing Challenges/Celebrating Triumphs”. NCCA Conference session, March 2005

● Hart, Lois B.; Waisman, Charlotte S. “The Sorts of Leadership”. ASTD T+D magazine, March 2005

● Leadership Matrix (adapted). www.nwlink.com/~donclark/leader/matrix.html

Credits & Resources

● “Leading & Managing for Superperformance”. ASTD-ISPI joint meeting, May 2004

● “Learn How to Bring Out the Best in Your Team Members by Bringing Out the Best in Your Leadership Ability”. American Management Association. www.amanet.org/editorial/blanchard.htm

Credits & Resources

● McCullough, Bambi, Chrysallis Partners. “The Challenges in Leading”. ASTD Houston presentation, April 2005.

● “Situational Leadership: Conversations with Paul Hersey”. 1997. Mid-American Journal of Business, Volume 12, Number 2

Suggested Reading

● “Coach Anyone About Anything:, Germain Porche & Jed Nederer

● “The Practical Coach: Management Skills for Everyday Life”, Paula J. Caproni

● “Successful Manager's Handbook: Develop Yourself, Coach Others”, Gebelien, Skede, Lee & Stevens

Suggested Reading

● “The Leadership Pipeline”, Ran Charan, Stephen Drotter, James Nel

● “The Art of Making Decisions”, Errol Wirasinghe, PhD.