0611

Information about 0611

Published on October 30, 2007

Author: Danielle

Source: authorstream.com

Content

Leadership Practices that provide Extraordinary Results Don Gottwald, Ph.D., CCP, PMP November 13, 2006:  Leadership Practices that provide Extraordinary Results Don Gottwald, Ph.D., CCP, PMP November 13, 2006 Agenda:  Agenda Introduction The Problem 12 Step Process Wrap up Introduction:  Introduction We will be covering the 12 Steps toward an Extreme Makeover of PM skills leading to extra-ordinary results Background:  Background Project Management is the process by which we attempt to assure the deliverable of something of value that meets the customer’s expectations Project Managers are the driving (leading) forces to make this happen Problem:  Problem BUT – PM’s face an uphill battle They must manage competing stakeholder interests The must manage mostly reluctant resources They must answer to the stakeholder community They must meet the triple constraint They must produce a quality deliverable Slide6:  The Problem The Problem:  The Problem That’s not all – the team doesn’t want to work for you because they have their “own” work to do – and BTW – you don’t do their performance reviews – and The functional manager doesn’t feel your project is of high priority And …… so on …… and on …… The Problem:  The Problem The PM is at the center of all the action ---- and ---- Everyone wants to know when…… Problem >>>> Solution:  Problem >>>> Solution So how does a PM manage all of this apparent chaos and not get so stressed? By becoming a Leader! Some Wisdom:  Some Wisdom “Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.” Peter Drucker What Does a Leader Do?:  What Does a Leader Do? Leaders translate vision into reality by inspiring followers to want to experience the change process Influence their followers to willingly contribute to the success of the project outcomes Leadership is Both a Science and an Art Difference between Leading and Managing:  Difference between Leading and Managing Hughes, Ginnett, Curphy - 2006 Difference between Leading and Managing:  Leaders create environments within which follower’s innovations and creative contributions are welcome. Leaders encourage growth and development in their followers. Leaders are generally more interested in the big picture of followers’ work than managers. Leaders motivate followers more personally. Leaders redefine the parameters of tasks and responsibilities. Hughes, Ginnett, Curphy - 2006 Difference between Leading and Managing Difference between Leading and Managing:  Managers are more likely to emphasize routinization and control of follower’s behavior. Managers tend to assess their followers’ performance in terms of explicit, fairly specific job descriptions. Managers motivate followers more with extrinsic, even contractual consequences, both positive and negative. Managers tend to accept the definitions of situations presented to them. Managers are likely to affect change officially, through control tactics. Hughes, Ginnett, Curphy - 2006 Difference between Leading and Managing What is Leadership? :  What is Leadership? Leadership involves the Interaction between The Leader, the Followers, and the Situation What is Leadership? :  What is Leadership? Leadership is about POWER The Power to influence the outcomes of a vision in a positive manner Some leaders (managers) use power differently than others Power :  Power Expert power is the power of knowledge Referent power refers to the influence one has due to the relationship that exists between leader and follower Legitimate power depends on a person’s organizational role Power :  Power Reward power involves the potential to influence others due to one’s control over desired resources Coercive power is the potential to influence others through the ability to punish Power :  Power Which of the types of power would you consider to be the most desirable to be effective? By reflecting on the different power bases a leader may better understand how followers would be affected and what kind of results they can expect Let’s Get Started :  Let’s Get Started As you progress through your leadership change, use the AOR model to leverage your experience: Action: What did you do? Observation: What happened (i.e., results, impact on others, etc.)? Reflection: How do you look at it now? How do you feel about it? What would you do differently next time you are confronted with a similar situation and/or followers? Let’s Get Started :  Let’s Get Started Source: Hughes, Ginnett, Curphy - 2006 Step 1 of 12 :  Step 1 of 12 Look into the mirror – what do you see? Perform a SWOT analysis and identify areas that need to be changed Ask coworkers, peers, subordinates, friends, family…… to tell you the truth about you Step 2 of 12 :  Step 2 of 12 Assess your personality type (Myers-Briggs) Assess your Emotional Intelligence Assess your coaching skills Assess your leadership readiness Take an in-basket exercise – proctored Step 3 of 12 :  Step 3 of 12 Perform a gap analysis based on the assessment results Step 4 of 12 :  Step 4 of 12 Develop: "My personal plan to improve my Leadership capabilities and skills" Starting with your current perception of your leadership abilities, the goal you are setting for yourself over the next 1, 3 and 5 years to add to those abilities, and how you will accomplish those goals Step 5 of 12:  Step 5 of 12 Take a course to help you communicate better Participate in Toastmasters International http://www.toastmasters.org/find/default.asp Step 6 of 12:  Step 6 of 12 Take course that will enhance interpersonal relationship skills (i.e. Dale Carnegie) Slide29:  Take the Leadership Challenge! Step 7 of 12 – Model the Way:  Step 7 of 12 – Model the Way Find your voice by clarifying your personal values Set the example by aligning actions with shared values Step 8 of 12 - Inspire a Shared Vision:  Step 8 of 12 - Inspire a Shared Vision Envision the future by imagining exciting and ennobling possibilities Enlist others in a common vision by appealing to shared aspirations Step 9 of 12 Challenge the Process:  Step 9 of 12 Challenge the Process Search for opportunities by seeking innovative ways to change, grow, and improve Experiment and take risks by constantly generating small wins and learning from mistakes Step 10 of 12 Enable Others to Act:  Step 10 of 12 Enable Others to Act Foster collaboration by promoting cooperative goals and building trust Strengthen others by sharing power and discretion Step 11 of 12 Encourage the Heart:  Step 11 of 12 Encourage the Heart Recognize contributions by showing appreciation for individual excellence Celebrate the values and the victories by creating a spirit of community Step 12 of 12:  Step 12 of 12 D W Y S Y W D Do what you say you will do! Step Baker’s Dozen:  Step Baker’s Dozen Start at the beginning and do it over again! BEST LEARNING PRACTICES:  BEST LEARNING PRACTICES Tip 1 Be self-aware Tip 2 Manage your emotions Tip 3 Seek feedback Tip 4 Take the initiative Tip 5 Engage a coach BEST LEARNING PRACTICES:  BEST LEARNING PRACTICES Tip 6 Set goals and make a plan Tip 7 Practice, practice, practice! Tip 8 Measure progress Tip 9 Reward yourself Tip 10 Be honest with yourself and humble with others MAKE LEADERSHIP GOALS PART OF YOUR LIFE:  MAKE LEADERSHIP GOALS PART OF YOUR LIFE Develop a journal Write description of ideal future for yourself in five or ten years. Keep statement in your daily planner and read it often Find a leadership mentor. Make sure mentor understands your goals. Meet regularly to discuss your progress. MAKE LEADERSHIP GOALS PART OF YOUR LIFE:  MAKE LEADERSHIP GOALS PART OF YOUR LIFE Review your Journal once a month. Make notes about your progress Make necessary changes to action plans Create new action plans to address other leadership practices MAKE LEADERSHIP GOALS PART OF YOUR LIFE:  MAKE LEADERSHIP GOALS PART OF YOUR LIFE Think about your leadership goals when you create your “to-do” lists Schedule at least one activity every week designed to help you meet goals On team-building agendas, includes a discussion of your leadership practices The Leadership Practices Inventory:  Visit: http://www.josseybass.com/WileyCDA/WileyTitle/productCd-0787967955.html and order the self instrument for $7.50 The Leadership Practices Inventory Resources:  Myers-Briggs http://www.personalityresearch.org/bigfive.html The Myers-Briggs Type Indicator (MBTI) is a personality test designed to assist a person in identifying some significant personal preferences Resources Resources:  The Five Factor Model http://www.personalityresearch.org/bigfive.html http://www.centacs.com/quickstart.htm The five-factor model is comprised of five personality dimensions (OCEAN): Openness to Experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. The five dimensions are held to be a complete description of personality. Resources Resources:  Keirsey Temperament Sorter http://www.keirsey.com/cgi-bin/keirsey/newkts.cgi The #1 online personality assessment Designed by David Keirsey PhD for corporate, career and personal development Used by Fortune 500 companies, counseling Resources Resources:  International Personality Item Pool: A Scientific Collaboratory for the Development of Advanced Measures of Personality and Other Individual Differences http://ipip.ori.org Resources Resources:  International Personality Item Pool  Representation of the NEO PI-R™) http://www.personal.psu.edu/faculty/j/5/j5j/IPIP This IPIP Website is intended to provide rapid access to measures of individual differences, all in the public domain, to be developed conjointly among scientists worldwide Resources Resources:  Center for Creative Leadership (CCL) is the leading nonprofit institution dedicated exclusively to leadership. CCL integrates cutting-edge research with innovative training, coaching, assessment and publishing to create proven impact for leaders and organizations around the world. http://www.ccl.org/leadership/index.aspx Resources Resources:  Emotional Intelligence Quiz http://ei.haygroup.com/resources/default_ieitest.htm Be Aware that many of the EI tests are not real indicators of EI – use them for a guide, but not as a definitive evaluation of your EQ index Resources Copyright Notice:  The material on the Leadership Challenge was adopted from Kouzes and Posner’s “Leadership Challenge” book, published by Jossey-Bass, 2002. Material on the differences between managers and leaders was adapted from Hughes, Ginnett, & Curphy – Leadership Enhancing the Lessons of Experience, McGraw-Hill, 2006. Copyright Notice

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