Dan Vicker Florida Center for Public Management The Askew School Of Public Administration and Policy at The Florida State University Level 1 Focuses On Management One-on-one Topics: Transformational Leadership Personal Style Delegation Motivation Goal-setting Performance Feedback Coaching & Counseling I compel you to watch these five YouTube videos . https://www.youtube.com/watch?v=jbkSRLYSojo&list=PL338F56B 0C64F940D https://www.youtube.com/watch?v=kzCQ219bxl8&index=2&list=P L338F56B0C64F940D https://www.youtube.com/watch?v=u6XAPnuFjJc&list=PL338F56B 0C64F940D https://www.youtube.com/watch?v=qp0HIF3SfI4&list=PL338F56B 0C64F940D&index=21 https://www.youtube.com/watch?v=G11t6XAIce0 Our World Is Changing 0 Globalization – Information, Industrial, Agriculture 0 The World Is Getting Flatter 0 Systems Orientation 0 Successful Organizations Run By Values Not By Rules 0 Leadership Inspires – Management Controls 0 Empowerment – Essential To Organizational Performance 0 Coaching – Essential to learning Some Embrace Change Quickly, Some Are Slow To Adapt. Innate Innovators Early Adopters Late Adopters Laggards “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” Alvin Toffler “Three things drive the need for learning organizations, (Systems Thinking) 1. The Rapid Pace of Change 2. Ever increasing interdependence 3. Bureaucracies fail to tap the capacity of people.” Peter Senge Successful Organizations Of The Future Will Be Those With High Social Intelligence And That Improve Their Abilities To Collaborate, Partner, And Chain Supply Patterns To Innovate And Respond From Command and Control Structures to Collaborate and Connect Matrixes Robert Katz – Effective Admin. Skills Conceptual Human Technical Operating Core 9 James Autry – Love & Profit Transformational Leader On top of good Administrative Skills Honesty Trust Special Treatment Courage 10 Transformational Leadership Traditional Leadership Transformational Leadership Sees people as source of problems; blames them for poor performance Sees the system as source of problems; continuously improves system processes Emphasizes quantity of outputs Emphasizes quality of service Rule bound Value driven Supervises and corrects Coaches and cheerleads “Meddles” in people’s work Helps people master work methods “Tampers” with processes Gathers trend data on processes Sees turf battles as inevitable Encourages and rewards cross functional cooperation Makes arbitrary decisions Bases decisions on “objective data” 11 Transformational Leadership Traditional Leadership Transformational Leadership l and inspections are main Audits guaranty of quality Short-term focus Emphasis on individuals with only a few considered “winners” Punishes mistakes, hides or rationalizes problems Improvement of work processes is the key to quality Long-term focus Development of intact work groups where everyone can be a “winner” Encourages discussion of problems and sees mistakes as learning opportunities Issues orders Involves people in decision making Protects image of always being right and Is willing to admit error and then “on top of things” search for a better way Relies on extrinsic motivation; money Emphasizes intrinsic motivation; and other incentives pride in performance Primary emphasis is on control Primary emphasis is on learning 12 X McGregor's Theory X and Y A belief that people are fundamentally lazy and try to get out of work. A belief that people are externally motivated. Actions based on a theory X belief result in developing a culture of compliance Y A belief that people are fundamentally responsible and view work as natural as play. A belief that people are internally motivated. Actions based on a theory Y belief result in developing a culture of commitment “We smile at Southwest Airlines because we want to, not because we have to.” “Your people come first, and if you treat them right, they’ll treat the outcomes right” Herb Kelleher, Southwest Airlines 13 Herb Kelleher Its So Simple! 1. People first - "The business of business is people." 2. Be humble 3. Work harder than anyone else and keep at it 4. Goodwill is sometimes worth more than winning 5. Continued learning http://bornleader.net/2011/10/30/leadership-upside-down-herb-kelleher-style/ Understanding – Motivation Daniel Pink: Workplace Engagement “DRIVE: The Surprising Truth About What Motivates Us.” Autonomy Personal Mastery And Purpose “Everybody at their level wants some control. They want to matter, and they want to make a difference.” General Bill Creech Understanding – Empowerment Its Simple! When You Engage People in organizational decisions, you develop their ownership in the organization and this begets a culture of commitment. Three Types of Employees Engaged NotEngaged Actively Disengaged • Work with passion, feel a profound connection to the company, drive innovation, move organization forward. • Essentially “checked-out.” Sleepwalk through the day, putting in time, but not energy or passion. • Not just unhappy; busy all day acting out their unhappiness; undermine what engaged coworkers accomplish. © 2011 Cengage Learning. All Rights Reserved. Blake & Mouton – Managerial Grid High Relationship Y High Task X 18 Blanchard - Situational Leadership R e l Compelling a t i o n Commitment s h i p Participating 3 2 Selling Persuasive Delegation Telling 4 1 Compliance R4 Task R3 R2 R1 19 Why Don’t People Delegate 0 Quality 0 Easy to do myself 0 Fear 0 Control (loss) 0 Trust the outcome 0 Fear of dumping 0 Fairness 0 I’m responsible 0 No initiation 0 Equity 0 Lack of skills 0 Lack of willingness 0 They are too busy 0 Don’t know how 0 Overload 0 Timid 0 I own it 0 Work ethic 0 Power 20 The Power Of Words “First, Break All the Rules: What the World's Greatest Managers Do Differently” Marcus Buckingham and Curt Coffman People need recognition for good work every seven days “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish” Sam Walton Essentials of Encouraging The Heart James M. Kouzes and Barry Z. Posner 1. Set Clear Standards 2. Expect The Best 3. Pay Attention 4. Personalize Recognition 5. Tell The Story 6. Celebrate Together 7. Set The Example Leadership Influence Direct management influence may be divided into two forms: 0Coaching involves building on strengths 0Counseling involves correcting behavior Coaching vs. Counseling Lack of Knowledge of Superordinate Goals & Values Personal Problem Performance or Attitude Opportunity Performance or Attitude Problem Coach Counsel Coaching A directive process by a manager to train & orient an employee to the realities of the workplace and to help the employee remove barriers to optimum work progress Counseling A supportive process by a manager to help an employee define and work through personal problems that affect job performance “Like incompetent doctors, incompetent managers can make life worse, make people sicker and less vital” Warren Bennis “We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also how well we handle ourselves and each other.” Daniel Goleman, Ph.D. Working with Emotional Intelligence What is Emotional Intelligence? Emotional intelligence is not about being nice all the time. • It is about being honest. Emotional intelligence is not about being “touchy-feely.” • It is about being aware of your feelings, and those of others. Emotional intelligence is not about being emotional. • It is about being smart with your emotions. The Five Essential Competencies of Emotional Intelligence • Self-Awareness • Self-Regulation Relate to Ourselves • Self-Motivation • Empathy • Effective Relationships Relate to Others “If you understand your own feelings you get a really great handle on how you’re going to interact and perform with others… So one of the first starting points is, ‘what’s going on inside of me?’” Chuck Wolfe President, C. J. Wolfe Associates, LLC Practicing Self-Awareness: • Awareness of our own emotional states is the foundation of all the E.I. skills. • Learn to “tune-in” to your emotions – they can give you valid information about your responses to stressful situations. • Recognize the importance of emotions even in “technical” fields. “If we are in a heightened state of agitation or anger we cannot make good decisions, we cannot reason well.” Christine Casper Communication, Motivation & Management Inc. Practicing Self-Regulation: • Accept responsibility for choosing your own emotional responses. • Learn to “reframe” stressful situations into ones that are challenging. • Be aware of, and learn to manage, your own emotional “triggers.” “High performers are those who are able to see with some clarity to what degree they are responsible for a setback and to what degree it may be circumstance or other people, and as a result they are able to be more persistent.” Dr. J.P. Pawliw-Fry Co-Director, Inst. For Health & Human Potential Practicing Self-Motivation: • Recognize that emotions affect your performance. • Identify your “explanatory style.” When a setback strikes, resist asking “what’s wrong with me?” Instead, ask “what can I fix?” • Work to achieve your “flow state,” being in the moment with work tasks. “If people will stop for a moment and put themselves in another person’s shoes… it will help them modify their own behavior. It will help them develop relationships with those people.” Darryl Grigg, Ed.D. Co-Developer, American Express Emotional Competence Program Practicing Empathy: • Empathy means recognizing, and responding appropriately to, the emotions of others. • By expressing empathy, you also create empathy in others. • Realize that emotions impact such measurable goals as productivity and safety. Creating Effective Relationships: Employ all your emotional competencies – awareness, regulation, motivation, and empathy – to: • Influence and persuade others. • Build consensus and support for team goals. • Motivate and inspire yourself and others to achieve those goals. Pygmalion Factor # 1 – Climate (The kind of social and emotional mood we create for others) “When we expect more favorable things of people, we create a more positive interpersonal climate for them.” Dr. Robert Rosenthal Positive Pygmalion – Climate (Good behaviors that communicate high expectations) • Being verbally supportive and encouraging • Providing positive non-verbal cues through tone of voice, eye contact, facial expressions and body posture or movements • Helping a colleague, an employee or an organization to set challenging goals Pygmalion Factor # 2 – Input (The amount of information we give others) “We teach more to those from whom we expect more.” Dr. Robert Rosenthal Positive Pygmalion – Input (Good behaviors that communicate high expectations) • Spending “extra” time with someone • Providing someone with ideas to follow up on or additional sources of information to use • Giving enough resources or ideas without “taking over” the assignment Pygmalion Factor #3 – Output (The amount of input we encourage from others) “We give more opportunity to those for whom we have more favorable expectations to express their questions.” Dr. Robert Rosenthal Positive Pygmalion – Output (Good behaviors that communicate high expectations) • Assigning new, varying, multiple or incrementally challenging assignments • Providing opportunities (e.g., training, projects) to learn or practice skills • Providing exposure to and visibility within other areas or departments (especially upward in the organization) Pygmalion Factor # 4 – Feedback (The information we give others in regards to their performance) “Managers give more positive reinforcement to high-expectation employees. They praise them more for good work and criticize them less for making mistakes. Consequently, their confidence grows.” Dr. Robert Rosenthal Positive Pygmalion – Feedback (Good behaviors that communicate high expectations) • Providing helpful suggestions on how someone might be able to improve their performance • Regularly reinforcing desirable behaviors with praise, recognition or rewards that are sincere and specific • Reinforcing your belief in their ability to do better and your desire to see them succeed Understanding – Team Process Teams Go Through Four Distinct Phases Understand That These Phases Are Necessary How Groups Become Teams Forming Storming Norming Performing 58 The Five Dysfunctions of a Team, Patrick Lencioni. Bibliography Autry, James A. Love & Profit: The Art of Caring Leadership. Buckingham, Marcus and Curt Coffman. First, Break All The Rules: What The World's Greatest Managers Do Differently. Bennis, Warren. On Becoming A Leader. Bennis, W. Managing people is like herding cats. Bennis, W. Why leaders can't lead: The unconscious conspiracy continues. Blake, Robert R. and Anne Adams McCanse. Leadership Dilemmas--Grid Solutions.. Covey, Stephen R. Principle-Centered Leadership. Gardner, John W. On Leadership. Goleman, Daniel, Richard Boyatzis, and Annie McKee. Primal Leadership: Realizing the Power of Emotional Intelligence. Greenleaf, Robert K., Don M. Frick and Larry C. Spears (editors). On Becoming A Servant Leader. Hickman, Craig R. Mind Of A Manager: Soul Of A Leader. Kouzes, James M. and Barry Z. Posner. The Leadership Challenge Kouzes, James M. and Barry Z. Posner. Encouraging The Heart. Lencioni, Patrick. The Advantage Lencioni, Patrick. The Five Dysfunctions of a Team. Myers, Isabel Briggs and Peter B. Myers. Gifts Differing : Understanding Personality Type. Ryan, Kathleen, D., and Daniel K. Oestreich. Driving Fear Out Of The Workplace: Creating The High-Trust, HighPerformance Organization. Scholtes, Peter R. The Leader’s Handbook: Making Things Happen, Getting Things Done. Scholtes, Peter R., Joiner, Brian L. and Streibel, Barbara J, The Team Handbook. Senge, Peter. The Fifth Discipline Tom Peters, Re-imagine 60 Summary of CPM Levels 2 through 8 on the following Slides. 61 Level 2 Expands The Focus To Groups And Teams Topics: Group Dynamics Conflict Team Leadership False Consensus Problem-solving Decision Making Process Improvement Level 3 Emphasizes Organizational Issues Topics: Productivity & Quality Organizational Communication Information Technology Emotional Intelligence The Sterling Process Project Management Level 4 Deals With Big Picture Organizational Issues Topics: Power Ethics Organizational Culture Organizational Change Level 5 Examines How Government Must Adapt To The Future Topics: Social Change And Its Impact On Public Management Generations At Work Changing Values In America Strategic Planning And Budgeting Organizational Designs For The Future Organizational Dynamics Level 6 Teaches The Systems Approach To Management Topics: Systems Thinking Real-world Applications Of Systems Thinking Level 7 Is An In-depth Seminar On Public Policy Topics: Policy Development Policy Argument & Critique Policy Models Policy Presentations Level 8 Is The CPM Graduation Class, Held Annually. Organized Around Break-out Sessions, Presenters Discuss The Latest Issues In Public Management And The Application Of CPM Principles In Real Life. The Final Day Is The Graduation Ceremony.