DA202:Departmental Administrator Leadership Skills

Presenter:Presenter:Mr. David L. Mineo

Chief Grants Management OfficeNIDDK, NIH, DHHS

Objectives

Identify models and characteristics of successful leadership

Discuss how personal strengths and weaknesses effect leadership capabilities

Identify techniques for developing improving leadership capabilities

What is Leadership?What is Leadership?

Leadership is an Leadership is an influenceinfluence relationship among leaders relationship among leaders and followers who intend real changes that reflect their and followers who intend real changes that reflect their mutual purposes.mutual purposes.

Leadership is the energetic process of getting people Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable fully and willingly committed to a new and sustainable course of action, to meet commonly agreed objectives course of action, to meet commonly agreed objectives while having commonly held values.while having commonly held values.

Fundamental Principles of Effective Fundamental Principles of Effective LeadershipLeadership

1. Leadership is a Relationship1. Leadership is a Relationship

2. Leadership is Everyone’s Business2. Leadership is Everyone’s Business

3. Leadership is a Set of Skills and Abilities3. Leadership is a Set of Skills and Abilities

4. Leadership Development is Self Development4. Leadership Development is Self Development

Leadership Theory

Trait Theory: Some personality traits may lead people naturally into leadership roles.

Great Events Theory: A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person.

Transformational Leadership Theory: People can choose to become leaders. People can learn leadership skills.

Career Paths and Career Paths and LeadershipLeadership

Entry Based on Combinationof Skills and Abilities

Professional Growth

Leadership

Interpersonal and Other Leadership Attributes will getyou here!!!

Technical competencieswill get you here!!!

The Four Framework Approach to LeadershipThe Four Framework Approach to LeadershipBolman and DealBolman and Deal

Structural FrameworkStructural Framework – The leader is a social architect – The leader is a social architect whose leadership style is analysis and design.whose leadership style is analysis and design.

Human Resource FrameworkHuman Resource Framework – The leader is a catalyst – The leader is a catalyst and servant whose leadership style is support, advocacy, and servant whose leadership style is support, advocacy, and empowerment.and empowerment.

Political FrameworkPolitical Framework – The leader is an advocate whose – The leader is an advocate whose leadership is coalition and building.leadership is coalition and building.

Symbolic FrameworkSymbolic Framework – The leader is a prophet, whose – The leader is a prophet, whose leadership style is inspiration.leadership style is inspiration.

The Leadership ChallengeThe Leadership Challenge Kouzes and PosnerKouzes and Posner

Challenge the Process – Find something that needs to be Challenge the Process – Find something that needs to be improved.improved.

Inspire a Shared Vision – Share the vision in words that Inspire a Shared Vision – Share the vision in words that can be understood by your followers.can be understood by your followers.

Enable other to act – Give others the tools and methods Enable other to act – Give others the tools and methods to solve the problem.to solve the problem.

Model the Way – When the process gets difficult, get Model the Way – When the process gets difficult, get your hands dirty.your hands dirty.

Encourage the heart – Share the glory with your Encourage the heart – Share the glory with your followers’ heart, while keeping the pains within your own.followers’ heart, while keeping the pains within your own.

New Demands for Leadership DevelopmentCenter for Creative Leadership (CCL)

• Leadership development must be linked to organizational needs

• Leadership development is no longer a “rite of passage”

• Leadership development is strategically linked to organizational goals

The Varieties of Experience

• Business Failures and Mistakes

• Demotions/Missed Promotions/Lousy Jobs

• Personal Trauma

• Employee Performance Problems

• Downsizing Race Mattered

• Scope

• Fix-It

• Scratch

• Line to Staff

• Projects/Task Forces

• Breaking a Rut

• Values Playing Out

• Role Models

• Mentors

• Peers

• Coursework

• First Supervisory Experience

• Early Work

• Purely Personal

• Feedback

• Business Success

HardshipsChallenging Assignments

Learning from Others Other Events

Experiences that Offer Leadership LessonsPercentage of Events Where Learning Occurs

0

5

10

15

20

25

30

35

40

Hardships Other People

Women

Men

Challenging Assignments

Other Events

38%

33% 32%

14%

30%

19% 18% 17%

Research Findings:Lessons of Experience

Learning is not random – different lessons are learned from different types of experiences.

It is the challenge within an experience that drives the learning forward and makes an experience developmental.

The lessons learned from experience can have a lasting impact on how a person manages and leads.

Preferable to have a variety of experiences in order to achieve broad and balanced development.

Skills Learned by Experience

Resourcefulness

Being a Quick Study

Doing Whatever it Takes

Decisiveness

Leading Employees

Confronting Problems

Managing Change

Career Management

Differences Matter

Building and Mending Relationships

Putting People at Ease

Compassion and Sensitivity

Straightforwardness and Composure

Balance between Life and Work

Self-Awareness

Challenging assignments.…

learning from others….

learning from coursework….

learning from hardship….

All must impact:

• Assessment

• Challenge

• Support

Reflection

What can I do to learn the most from my job experiences?

What new strategies should I try?

What obstacles will I need to overcome?

How Can Your Organization Be Supportive?

Research on the most admired companies reports that top organizations take aggressive, innovative approaches to improve leadership at all levels by focusing on the following:

• Disciplined leadership assessments and selection

• Intensive leadership development programs that address individual needs and the organization’s strategic goals

• Values that emphasize the importance of people as well as financial results

• Leadership models that include such attributes as self confidence and self control, achievement orientation, empathy, and teamwork – components of emotional intelligence

• To evaluate personal views of leader’s strengths and weaknesses

• To determine and analyze personal strengths and weaknesses

Self Assessment Tools

Leadership Components: Major Tasks of Organizational Leadership

Vision – Establish general tone, direction

Management – Set goals and focus resources

Empowerment – Select and develop subordinates

Diplomacy – Forge coalitions

Feedback – Observe, listen, share information

Entrepreneurialism – Find future opportunities

Vision• Consider where your organization is and where it should be going

• Read other leaders’ vision statements and think about the ways in which those vision statements drive organizations

• List the resources and the support needed for your vision to succeed

• Predict what the major barriers to progress might be and how they might be overcome

• Observe what other leaders in your environment are doing to create motivating visions and supporting goals.

• Be alert for events that might impede your progress

• Remain alert for opportunities

• Evaluate the way your organization uses its resources and monitors progress towards its goals

• Think of and experiment with changes that might improve the way things are done in your organization

• Identify the operational and administrative problems that cause trouble and work with others to resolve them

• Use books, software, training programs, and personal organizers to improve the way you manage your time and organize yourself

• Develop personal systems to organize information, documents, and files

• Discriminate between what you must do and what can be delegated

• Establish a system for monitoring progress, giving feedback and revising goals as needed

• Work with subordinates to set specific performance goals

• Set specific performance goals

• Meet your deadlines

Management

Empowerment• Pay attention to what seems to motivate the people around you

• For each subordinate, identify the primary motivator and provide it

• Involve your subordinates in setting the organizations goals, determining how to achieve them, making decisions, solving them

• Think of several ways to provide subordinates with education, training, travel opportunities, increased responsibility, and other learning activities

• Be understanding and support subordinates with external pressures

• Think of several ways to help those around you celebrate their successes

• Think of several ways to recognize, encourage, and support people with special talents

• Recognize when productive subordinates need to move on to other opportunities

• Focus on results, not process

Diplomacy

• Rate your interactions with others to determine how often you are in conflict

• Respect other people, even when you do not agree with them

• Think of several ways to develop positive relationships with people at different levels of your organization that may be of help to you in the future

• Expand your network of contacts by becoming active in professional organizations, civic and community groups, and other organizations

• Find ways to extend your friendships and professional acquaintances to people who are different from you

• Learn to listen actively

Feedback

• Evaluate the way information is communicated within your organization

• Learn how to organize and present numerical data in a helpful way

• Learn how to give useful feedback that helps people know what they are doing well and upon what they need to improve

• Find opportunities in which to practice giving feedback (i.e., coaching, teaching)

• Develop systems for people to give and receive peer feedback in a helpful, non-threatening way

• Ask for feedback from subordinates and peers on your performance, and listen to what they have to say

Entrepreneurialism

• Examine several operational or administrative processes in your organization; Continually seek new, innovative, creative ways to do things

• List the obstacles that keep you from coming up with new ideas

• Keep a journal or file with new ideas, yours and others

• Notice which people seem to come up with good ideas and ways to promote them

• Learn and practice techniques for generating new ideas

• Practice selling your ides to others

• Be willing to experiment and risk failure

• Persist in the face of failure; do not be easily discouraged

Personal Style

• Think through the need for and implications of legal behavior and ethical behavior

• Practice explaining your ideas and decisions in a way that helps people understand the reasoning behind them

• Increase your competence by honing your skills in core activities

• Take courses that increase your level of skill in tangential activities that may be important to your organization and maybe your career in the future

• Learn to express positive interpretations of events and develop your sensitivities to issues that are important to others

Personal Energy

• Educate yourself about the components of a healthy diet

• Exercise regularly every day and get sufficient sleep

• Do not smoke or use drugs, and drink alcohol only in moderation

• Learn methods of controlling stress

• Periodically involve yourself in rigorous, and challenging activities

Multicultural Awareness

• Seek activities that bring you into contact with individuals from different cultures or other countries

• Actively seek opportunities to travel, study, attend conferences, and work in other countries

• Study another language, listen to music from other countries, and learn to recognize foreign symbols

• Attend religious ceremonies for religions different from your own

• Attend ceremonies or celebrations held in various ethnic communities

• Study the histories of other countries

Personal Action Planning Worksheet: Sample

To Improve

To Do

Resources

Needed

Deadline

DelegationDelegation Delegate three Delegate three tasks I now dotasks I now do

Advice from my Advice from my manager;manager;

Time-ScheduleTime-Schedule

4 weeks4 weeks

PresentationPresentation

SkillsSkills

Join Join ToastmastersToastmasters

Time-ScheduleTime-Schedule 3 Months3 Months

Communication Communication

SkillsSkills

Take active Take active listening classlistening class

Time-ScheduleTime-Schedule 3 Months3 Months

DerailmentDerailment

Derailment Profile

Achieving a very high level, but not going as high as the organization expected

Reaching a plateau, being demoted or fired, accepting early retirement, or having responsibilities reduced

Why Managers Derail

The organization perceives a lack of fit between the manager’s personal characteristics and skills, and the evolving demands of the job.

Primary Reasons for Derailing

Inability to change and adapt during a transition

Problems with interpersonal relationships

Failure to build and lead a team

Failure to meet business objectives

Inability to Change or Adapt During a Transition

Failure to adapt to a new boss

Over-dependence on a single skill or failure to acquire new skills

Inability to adapt to the demands of a new job, a new culture, or changes in the market

Problems with Interpersonal Relationships

Personality characteristics seen as:

• Manipulative

• Insensitive

• Critical

• Demanding

• Authoritarian

• Self-Isolating

• Aloof

Failure to Build and Lead a Team

Fails to staff effectively

Does not manage subordinates

Demonstrates poor leadership skills

Failure to Meet Business Objectives

Lacks follow-through

Shows too much ambition and hoards projects

Renders poor performance

How Derailed Executives Differ from Successful Ones

Derailed Executives:

• Unable to develop or adapt

• Poor working relations

• Unable to build and lead teams

• Fails to meet business objectives

Successful Executives:

• Able to develop or adapt

• Establishes strong relationships

• Builds and leads teams

• Meets business objective

• Solves problem

• Shows ambition

• Takes risks

Events that Can Expose Flaws• A change in boss

• A radically different job

• A reorganization/culture change

• A performance problem handled ineptly

• A clash with a boss or peers

• A trail of little problems/bruised people

• An expatriate assignment

• A failure to learn from mistakes

• Overusing strengths

• Going it alone

Sue Weldon Case

• To put leadership knowledge into a real life situation and to determine effective actions of a leader

Copyright ASTD, March 2005

Human Relations 101Human Relations 101

The Six Most Important Words: “I admit I made a mistake.”The Six Most Important Words: “I admit I made a mistake.” The Five Most Important Words: “You did a good job!”The Five Most Important Words: “You did a good job!” The Four Most Important Words: “What is your opinion?”The Four Most Important Words: “What is your opinion?” The Three Most Important Words: “If you please.”The Three Most Important Words: “If you please.” The Two Most Important Words: “Thank You!”The Two Most Important Words: “Thank You!” The One Most Important Word: “We”The One Most Important Word: “We” The One Least Important Word: “I”The One Least Important Word: “I”

Suggested ReadingsSuggested Readings LeadershipLeadership by Rudoph W. Giuliani by Rudoph W. Giuliani

The 21 Irrefutable Laws of LeadershipThe 21 Irrefutable Laws of Leadership by John C. Maxwell by John C. Maxwell

The Leadership Challenge, 3rd EditionThe Leadership Challenge, 3rd Edition by James M. Kouzes, Barry Z. Posnerby James M. Kouzes, Barry Z. Posner

Leadership and Self Deception: Getting Out of the BoxLeadership and Self Deception: Getting Out of the Box by Arbinger Institute by Arbinger Institute

Principle Centered LeadershipPrinciple Centered Leadership by Stephen R. Covey by Stephen R. Covey

Lincoln on Leadership : Executive Strategies for Tough TimesLincoln on Leadership : Executive Strategies for Tough Times by Donald T. Phillipsby Donald T. Phillips

Now, Discover Your StrengthsNow, Discover Your Strengths by Marcus Buckingham, Donald O. Clifton by Marcus Buckingham, Donald O. Clifton

How Full Is Your Bucket? Positive Strategies for Work and LifeHow Full Is Your Bucket? Positive Strategies for Work and Life by Tom Rath, by Tom Rath, Donald O. CliftonDonald O. Clifton

Leadership Development ResourcesLeadership Development Resources

Leadership Leadership http://http://www.nwlink.com/~donclark/index.htmlwww.nwlink.com/~donclark/index.html Leader to Leader Leader to Leader http://http://leadertoleader.orgleadertoleader.org// Leadership Development - Leadership Development - http://www.leader-values.comhttp://www.leader-values.com// Center for Creative Leadership - Center for Creative Leadership - http://http://

www.ccl.org/CCLCommerce/index.aspxwww.ccl.org/CCLCommerce/index.aspx The Gallup University - The Gallup University - http://http://

www.gallup.com/content/default.aspx?ciwww.gallup.com/content/default.aspx?ci=1399=1399 MindTools - MindTools - http://http://www.mindtools.comwww.mindtools.com//

Thank You!Thank You!

This material is primarily based on the process and model for This material is primarily based on the process and model for leadership development of the Center for Creative Leadership and leadership development of the Center for Creative Leadership and are used with permission for educational purposes. CCL is a non-are used with permission for educational purposes. CCL is a non-

profit organization with over thirty years experience dedicated to the profit organization with over thirty years experience dedicated to the field of leadership development.field of leadership development.

David L. MineoDavid L. Mineo

mineod@extra.niddk.nih.govmineod@extra.niddk.nih.gov