Leadership Development: A balanced approach

Part IV: Setting and Reaching Your Goals

Presented by Eric Kaufman, Extension Specialist

October 24, 2014

VCE Webinar Series Presents

Setting the Stage

Facilitator: Eric Kaufman Where We’ve Been

• Leadership in balance (Sept. 12th)

• Leader development across the lifespan (Sept. 26th)

• The truth about leadership (Oct. 10th)

Plans for Today’s Webinar

Objectives

• Examine goals as part of a bigger picture

• Identify effective approaches to goal setting

• Outline strategies for goal achievement

Agenda

• Leadership context• What goals matter• Values Alignment• Taking action

– Seeking opportunities– Continuing to develop

Leadership Defined

“Leadership is the art of mobilizing others to want to struggle for shared

aspirations.”– James Kouzes & Barry Posner, researchers and

authors of The Leadership Challenge

Leadership Defined

“If your actions inspire others to dream more, learn more, do more

and become more, you are a leader.”

- John Quincy Adams

The Leadership Development Equation

MADE

BORN

• Made: Experiences, learning, and skills that contribute to effective and efficient leadership

• Born: One’s genetic composition that contributes the foundation for leadership development

The Life Stream

“The life stream represents events you

accumulate from birth to the present that shape

how you choose to influence others and

yourself.” (Avolio, 2005, p. 12)

Multi-Level View of Leadership Development (Avolio, 2005)

Life Experiences

Talents & Capacities

Self Aware Self-Regulate Self-Develop

Triggers

Culture

Vision

How am I Supported?

What am I Experiencing?

How do I develop and behave?

Where do I come from?

Who am I?What am I becoming?

Personal SWOT Analysis

Strengths•What do you do well?•What do others see as your strengths?

Weaknesses•What could you improve?•What are others likely to see as weaknesses?

Opportunities•What trends could you take advantage of?

•How can you turn your strengths into opportunities?

Threats•What trends could harm you?•What threats do your weaknesses expose you to?

Why Goals Fail (Sternbergh & Weitzel, 2001)

• The goal isn’t valued: You haven’t committed your mind and heart to the goal.

• The goal isn’t specific: Your goal is too broad and overwhelming.

• The goal isn’t supported: You don’t have someone to be your coach, cheerleader, or mentor.

The Truth About Leadership

1. Individuals make a difference.2. Credibility is the foundation of leadership.3. Values drive commitment.4. Focusing on the future sets leaders apart.5. Leaders cannot do it alone.6. Trust rules.7. Challenge is the crucible for greatness.8. Leaders either lead by example or they do not lead at all.9. The best leaders are the best learners.10. Leadership is an affair of the heart.

Truth 3: Values Drive Commitment

• Listen to your Inner Self• Values represent the core of who you are.

• Discover what matters• You have to decide what matters to you.

What is your framework for living?

• It’s not just your values• “Leading others is definitely not about getting others

to conform to your point of view” (p. 41).

Goal-Values Alignment

Goal Value

Career

Self

Family

Community

SpiritDiverse Representation Shared Leadership

ExerciseHealthy Family

The Science of Success (Halvorson, 2012)

“Well over 100 studies, on everything from diet and exercise to negotiation and time management, have shown that deciding in advance when and where you will take steps to reach your goal can double or triple your chances for success.”

• Replacement plans do just what the name suggests — replace a bad habit with a good one.

• Ignore if-then plans are focused on blocking out unwanted feelings

• Negation if-then plans involve spelling out the actions you won't be taking in the future

Goal-Setting Guidelines

• Start small• Be persistent• Don’t be afraid to fail• Balance isn’t equality

Goal Core:SpecificityDifficulty

Mechanisms:Choice/DirectionEffortPersistenceStrategies

Moderators:Goal CommitmentGoal ImportanceSelf-EfficacyFeedbackTask Complexity

PerformanceSatisfaction with Performance and

Rewards

Willingness to Commit to New

Challenges

Goal Setting Theory & High Performance Cycle (Locke & Latham, 2002)

How to Reach Your Goals (McCauley & Martineau, 1998)

There are three strategies that need to be fully utilized in any intentional effort to learn, grow, and change:• Seek challenging

assignments• Seek training for

targeted skills• Seek developmental

relationships

The Truth About Leadership1. Individuals make a difference.

2. Credibility is the foundation of leadership.

3. Values drive commitment.

4. Focusing on the future sets leaders apart.

5. Leaders cannot do it alone.

6. Trust rules.

7. Challenge is the crucible for greatness.

8. Leaders either lead by example or they do not lead at all.

9. The best leaders are the best learners.

10. Leadership is an affair of the heart.

Using New Challenges

Ex. Developmental Goal

• Be more effective at influencing peers

Potential Assignments

• Serve on a VCE programming team

• Play an advisory role on a colleague’s project

• Write an Ideas at Work article for JOE

• Volunteer for a role with a professional organization

Using Current Challenges

Ex. Developmental Goal

• Act more decisively

Potential Challenges

• Give yourself a deadline of one week to make two major decisions now in your Inbox

• Identify two issues you have ignored in the last few months and act on them

Seeking Training for Targeted Skills

Drs. John and Shirley Gerken Professional Development Award• $1,500 award to be used for professional

development opportunities.  • Any faculty member on- or off-campus

with an Extension appointment eligible

(Due Nov. 7, 2014)

Seek Developmental Relationships

• Assessment Roles: Feedback Provider, Sounding Board, Comparison, Point, Feedback Interpreter

• Challenge Roles: Dialogue Partner, Assignment Broker, Accountant, Role Model

• Support Roles: Counselor, Cheerleader, Reinforcer, Cohort

Insights on Developmental Roles

• A single person will likely play multiple roles in your developmental journey.

• A single person cannot play all the roles for you.

• Different people will excel in different developmental roles.

• Different development goals will call for different developmental roles.

Questions for Exploring Potential Developmental Relationships • Who is observing me?• Who do I trust to be straightforward?• Who has faced the same sorts of choices?• Who will share their progress with me?• Who can identify stretch opportunities?• Who has been an inspiration to me?• Who are my peers in this situation?

Leader Development Across the Lifespan

Continuing to Develop:

• Get Ongoing Feedback

• Reflect on Your Progress

• Use Reinforcement

Thank you!

Eric Kaufman: EKK@VT.Edu

http://bit.ly/EKKsurvey