You Don`t Need to be a Manager to be a Leader

Report
You Don’t Need to be a Manager to
be a Leader: Refresh your Passion
for your Work by Learning to Lead
Medical University of South Carolina
Bariatric Surgery Program
Nina Crowley, MS, RD, LD
Sodexo Clinical Nutrition Update
August 26, 2011
Objectives
 Find more ‘white space’ in your stressed and busy life
and
aim to feel calm, confident, patient, and present
 Learn how to harness your inner power and passion
and create a vision
 Understand how to influence others
by using your leadership strengths
 Lead a more efficient meeting by creating a strong
agenda
 Build a ‘tribal culture’ where you are
constantly refueled, refreshed, and recharged
Find more ‘white space’ in your
stressed and busy life and aim to feel
calm, confident, patient, and present
“Is there anything I can let go of?”
– Juliet Funt
“Nobody Died…”
– Juliet Funt
“Can I vent?”
– Juliet Funt
White Space: The Magic Ingredient for your Life
 Culture of Insatiability
 Nothing satisfies
 “what else…”
 Cramming things in
 “did I do enough?”
 Stress and Pressure
 Men and women deal
with differently
 Men are external –
heroes waiting for a
mission, relieve stress
through exercise
 Women are internal –
relieve stress through
talking
 Texting/social media
takes this away
White Space: The Magic Ingredient for your Life
 White Space = open, unscheduled time for thought
 Aim for 3-5 minutes/day (no technology/talking)
 Email Diet (5 small frequent meals/day)
 Do Less Stuff
 Do Some Stuff Less Well
 “Is there anything I can let go of?”
 Let go of some stuff (treats) so you can open the next
door
 Start saying “nobody died” when things go wrong
Learn how to harness your inner
power and passion and create a
vision
“Its who you think you’re NOT that
holds you back from being a
brilliant leader”
– Simon T. Bailey
“Everything I need to succeed is in
me!”
– Simon T. Bailey
Power Up Your Career
 “During changing times, learning how to be resilient
and reinvent yourself is the key to staying relevant”
–Simon T. Bailey
 What would you do if you couldn’t fail?
 What would you do if no one paid you to do it?
 What makes you come alive?
The 5 Steps to Clear your Vision
Write It! The 3 C’s of a Clear Vision Statement
Understand how to influence
others by using your leadership
strengths
On a continuum of resistance, 80% of people
are in mild to strong resistance when discussing
CHANGE
- Robert L Harris
What is wrong with maintaining
the status quo? Why do we need
the change, what would be the
downside if we continued doing
the same thing?
2. What are some anticipated
benefits of making this change?
3. Why would the stakeholder group
being considered not want this
change/ what would be their
concerns or sources of resistance?
Validate legitimate concerns.
4. What are the things that the
stakeholder group values that
won’t be impacted if the change is
undertaken? Invite participation.
1.
Example
How to Communicate about Change
 The more clear you can be about all 4 boxes, the
more real the conversation can be
 Start with “I’m sure you are wondering, why should
we change”…
 If you do well with box 1 (disadvantages of status
quo, ‘why change?’), then box 2 comes naturally, it’s
the anecdote for the status quo
 Spend awhile on box 3 (validate issues that arise,
invite participation, issues out on the table)
Leveraging Leadership Strengths
 The Strength Deployment Inventory (SDI) can be
used to help manage conflict and improve
relationships (at work and at home)
 Considers Emotional Intelligence


Personal Competence – how we understand/manage ourself
Interpersonal Competence – how we relate to others
 Looks at core ‘Motivational Value System’, our
‘Valued Relating Style’, and ‘Rewarding Work
Environment’
 Based on Relationship Awareness Theory
Basic Motivational Patterns
 Blue
 Want to be a genuine help
to others = service
 Red
 Want to be a leader of
others = results
 Green
 Want to be self-reliant and
self-sufficient = autonomy
 HUBS (middle of all)
 Want to be a valued and
trusted member of the
team = Affiliation
 Blue/Red
 Want to be helpful
through leadership =
servant leadership
 Red/Green
 Want to compete using
one’s own judgment =
strategic
 Green/Blue
 Want to nurture the self
reliance of others =
empowerment
Weaknesses are Overdone Strengths
 Blue



Trusting  Gullible
Supportive  Selfsacrificing
Helpful  Smothering
 Red



Self-confident Arrogant
Organizing  Controlling
Proud  Conceited
 Green



Practical 
Unimaginative
Methodical  Rigid
Analytical  Nit-picking
 Hubs



Flexible  Wishy washy
Socializer  Unable to
stand alone
Looks for options  No
clear focus
Leading Efficient Meetings by
Creating a Strong Agenda
“A meeting is an event where
minutes are taken and hours are
wasted” – J. Kirk
“People who enjoy meetings should
not be in charge of anything” – T.
Sowell
All About Meetings
 5 Truths about meetings
 Meetings are a tool
 they are expensive
 less is usually more
 start with the end in mind
 planning improves likelihood of success
 Leader vs. Facilitator
 Leaders deal with content and task delegation
 Facilitators deal with the process and system
 Try to delegate the facilitator role to a neutral person – make
the process easy so you can get to the outcomes
Managing Group Dynamics in a Meeting
 Agenda
 Have one sent out before every meeting
 Outline what you plan to accomplish
 Task/Topic Management
 Desired Outcomes – Try using an NOUN and VERB in past
tense (information shared, plan approved, next steps set,
solutions identified, budged set/approved)
 Last desired outcome should be ‘action items assigned’
 First desired outcome should be ‘action items reviewed’
 Document actual time, topic, accountability leader name, and
desired outcomes, and bring to the next meeting
Build a ‘tribal culture’ where you
are constantly refueled, refreshed,
and recharged!
“Finding shared values among your
group can help to elevate your
‘tribe’ to the next level’ – Dave
Logan
Tribal Leadership
 What is a tribe?
 Not all tribes are created equal
 Stage 1 (2% of tribes)
 People feel that ‘life sucks’ and are despairingly hostile; band
together to get ahead in a violent and unfair world
 Stage 2 (25% of tribes)
 Individuals feel that ‘my life sucks’ and they are apathetic
victims, they have seen it all and watched it fail before, change
drives them down and it is not getting any better.
Exchange Information, not values.
Tribal Leadership
 Stage 3 (48% of tribes)
 People say ‘I’m great, and you are not’, lots of “I think this”
talking, everyone is a lone warrior , devoid of values, and
knowledge is power. Dyadic relationships.
 Stage 4 (22% of tribes)
 People begin to work as a team and think
‘we are great’ and have pride in their tribe
 Stage 5 (2% of tribes)
 This group has infinite potential and
will make history, their competition
is only what is possible, not anyone else
Upgrading a Tribe
Moving from stage 2 to 3
Moving from stage 3 to 4
 Mentor people away
 NO more “I” talk
from the tribe
 Use ‘I, me, my’
language: “I think you
have potential, I’d like
to mentor you”
 Tell the group what it is
like by finding shared
values
 Find out what people
value individually and
then say ‘here is what we
have in common’
 Find dyads and make
triads
The ‘Click Down Method’
 Learn what someone is all about by ‘clicking down’
 If you were to see a sentence online, which words would
be blue and underlined, leading to another page?
 Ask an open ended question that repeats that word

What about ‘learning’ is so important to you?
 Continue until they continue to arrive at the same answer

It simply just is because it is!
 Find out values (money, control, learning) and CORE
VALUES (fun, healthy behaviors)
 The core values are what people feel they “are”
 Once this connects people they will be committed to the
“we” not the “I or me”
Questions?
The ADA Leadership Institute is held
annually for members in leadership
positions (state, national, DPG) and
is often a perk for being in that
leadership position!
w w w . e a t r i g h t . o r g / l e a d e r s h i p i n s t i t u te

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