Tapping Your Leadership Potential participant version.pptx
Tapping Your Leadership Potential Presented by Larry Goldstein
Agenda • • • • •
Current environment Roles, skills, and qualities Approach Positive steps to take Questions, comments, and reactions
February 8, 2015
© Campus Strategies, LLC
2
Successful Leaders • Recognize role within the organization • Bring value beyond technical skills • Possess knowledge of broader institutional goals and activities • Are connected to all constituencies and stakeholders • Work smart; not just hard • Have deep understanding of self February 8, 2015
© Campus Strategies, LLC
3
Givens • You’re all hard workers • You’re smart / experienced / trained – Especially in terms of your functional or technical background area • You get things done • But if you’re not growing, you’re failing
February 8, 2015
© Campus Strategies, LLC
4
Cautions • Leaders are continually being watched • Others will note whether you “walk the talk” • Ultimately it’s about the ends and the means – Once you’ve compromised your ethics, you will no longer be able to lead
February 8, 2015
© Campus Strategies, LLC
5
Roles v Capacity Builder v Horizon Thinker v Cultural Traveler
February 8, 2015
© Campus Strategies, LLC
6
Capacity Builder • • • • •
Teacher ~ Learner Personal Staff Organization Don’t tolerate jerks
February 8, 2015
© Campus Strategies, LLC
7
Horizon Thinker • Anticipatory thinking – Radar – Sonar – Telescope – Microscope?
February 8, 2015
© Campus Strategies, LLC
8
Cultural Traveler • • • • • •
Within your unit Throughout the institution Within your community Within your region—WACUBO Nationally Internationally
February 8, 2015
© Campus Strategies, LLC
9
Skills v Creativity v Communicating v Decision making
February 8, 2015
© Campus Strategies, LLC
10
Creativity • Artistic ability • Left mode / right mode • Problem solving – Adaptive challenge versus technical challenge • Communicating
February 8, 2015
© Campus Strategies, LLC
11
Communicating • Speaking • Listening • Translating
February 8, 2015
© Campus Strategies, LLC
12
Decision Making • • • •
Process Whose decision? Assessing past decisions What about mistakes?
February 8, 2015
© Campus Strategies, LLC
13
Qualities v Self Awareness v Trustworthiness v Adaptability
February 8, 2015
© Campus Strategies, LLC
14
Self Awareness • Most important quality • Know your strengths • More importantly, recognize areas of needed improvement • Build on strengths, minimize impact of other areas • Identify / exploit areas of potential growth February 8, 2015
© Campus Strategies, LLC
15
Trustworthiness • Essential for any leader • Makes tough situations easier – Especially when you’re involved with decisions related to money or other resources • Once it’s lost, very difficult to re-establish
February 8, 2015
© Campus Strategies, LLC
16
Adaptability • One size does NOT fit all • Creativity • Adaptive solutions – Remember technical versus adaptive challenges • Entrepreneurialism
February 8, 2015
© Campus Strategies, LLC
17
Approach to Your Job • Integration of roles, skills, and abilities • Recognition that being busy is not enough – Busy-ness may mask a lack of productivity • Based on actual research, 90 percent of managers fail to function effectively
February 8, 2015
© Campus Strategies, LLC
18
Key Elements for Success • Focus • Energy – Successful managers combine focus / energy to achieve extraordinary results
February 8, 2015
© Campus Strategies, LLC
19
Focus • • • •
On the right thing at the right time Single-mindedness Ability to filter out potential distractions Taking control!
February 8, 2015
© Campus Strategies, LLC
20
Where to Focus U R G E N T
Possibly Relevant
Essential
Inconsequential
Critical
IMPORTANT February 8, 2015
© Campus Strategies, LLC
21
Energy • Do the right things enthusiastically • Personal commitment • Devotion to task
February 8, 2015
© Campus Strategies, LLC
22
Matrix high
F O C U S low
February 8, 2015
ENERGY © Campus Strategies, LLC
high
23
Procrastination high
F O C U S low
February 8, 2015
30% ENERGY © Campus Strategies, LLC
high
24
Procrastination • “Learned helplessness” • 30 percent of managers procrastinate – Low focus / low energy • No initiative • Waiting to get “caught up”
February 8, 2015
© Campus Strategies, LLC
25
Disengagement high
F O C U S low
February 8, 2015
20%
ENERGY © Campus Strategies, LLC
high
26
Disengagement • “Defensive avoidance” • 20 percent of managers are disengaged – High energy / low focus • Tend to be “turned off” / candidates for burnout • Denial of problems • Overwhelmed…leading to paralysis • Frequently caused by organizational environment February 8, 2015
© Campus Strategies, LLC
27
Distraction high
F O C U S low
February 8, 2015
40% ENERGY © Campus Strategies, LLC
high
28
Distraction • “Continuous partial attention” • 40 percent of managers are distracted – Low focus / high energy • Overcommitted / can’t say no • Shortsighted • Start many projects but rarely complete them • When they focus it’s usually on the wrong thing February 8, 2015
© Campus Strategies, LLC
29
Purposefulness high
F O C U S low
February 8, 2015
10%
ENERGY © Campus Strategies, LLC
high
30
Purposeful • “High performers” • 10 percent of managers are purposeful – High focus / high energy • High job satisfaction & quality of work life • Self aware / solid recharge mechanism • Reflective / planful • Proactive / manage their environment • Good decision makers • Highly accountable February 8, 2015
© Campus Strategies, LLC
31
Your Goal Should be high
F O C U S low
February 8, 2015
Disengagement
Purposefulness
Procrastination
Distraction
ENERGY © Campus Strategies, LLC
high
32
Positive Steps • Take time to reflect • Identify / encourage those who provide truth • Find a mentor – Find a mentee (or multiple mentees) • Continually test ideas / concepts with others • Sweat the small stuff • Learn efficiently • Focus your efforts… February 8, 2015
© Campus Strategies, LLC
33
Positive Steps (contd.) • • • • •
Build on your strengths Acknowledge your flaws Track your decisions Share credit and absorb blame Don’t be constrained by organization chart – Influence as much as you can – Seek like-minded individuals as partners – Manage upward and outward
February 8, 2015
© Campus Strategies, LLC
34
Acknowledgements • • • • • • •
Sanaghan & Jurow NACUBO New Business Officers Program Bruch & Ghoshal (HBR) Roderick Kramer (HBR) Ronald Heifetz (HBR) Peter Drucker Center for Creative Leadership
February 8, 2015
© Campus Strategies, LLC
35
Tapping Your Leadership Potential Questions, Comments, and Reactions
February 8, 2015
[email protected] 540.942.9146 © Campus Strategies, LLC
36
Agenda • • • • •
Current environment Roles, skills, and qualities Approach Positive steps to take Questions, comments, and reactions
February 8, 2015
© Campus Strategies, LLC
2
Successful Leaders • Recognize role within the organization • Bring value beyond technical skills • Possess knowledge of broader institutional goals and activities • Are connected to all constituencies and stakeholders • Work smart; not just hard • Have deep understanding of self February 8, 2015
© Campus Strategies, LLC
3
Givens • You’re all hard workers • You’re smart / experienced / trained – Especially in terms of your functional or technical background area • You get things done • But if you’re not growing, you’re failing
February 8, 2015
© Campus Strategies, LLC
4
Cautions • Leaders are continually being watched • Others will note whether you “walk the talk” • Ultimately it’s about the ends and the means – Once you’ve compromised your ethics, you will no longer be able to lead
February 8, 2015
© Campus Strategies, LLC
5
Roles v Capacity Builder v Horizon Thinker v Cultural Traveler
February 8, 2015
© Campus Strategies, LLC
6
Capacity Builder • • • • •
Teacher ~ Learner Personal Staff Organization Don’t tolerate jerks
February 8, 2015
© Campus Strategies, LLC
7
Horizon Thinker • Anticipatory thinking – Radar – Sonar – Telescope – Microscope?
February 8, 2015
© Campus Strategies, LLC
8
Cultural Traveler • • • • • •
Within your unit Throughout the institution Within your community Within your region—WACUBO Nationally Internationally
February 8, 2015
© Campus Strategies, LLC
9
Skills v Creativity v Communicating v Decision making
February 8, 2015
© Campus Strategies, LLC
10
Creativity • Artistic ability • Left mode / right mode • Problem solving – Adaptive challenge versus technical challenge • Communicating
February 8, 2015
© Campus Strategies, LLC
11
Communicating • Speaking • Listening • Translating
February 8, 2015
© Campus Strategies, LLC
12
Decision Making • • • •
Process Whose decision? Assessing past decisions What about mistakes?
February 8, 2015
© Campus Strategies, LLC
13
Qualities v Self Awareness v Trustworthiness v Adaptability
February 8, 2015
© Campus Strategies, LLC
14
Self Awareness • Most important quality • Know your strengths • More importantly, recognize areas of needed improvement • Build on strengths, minimize impact of other areas • Identify / exploit areas of potential growth February 8, 2015
© Campus Strategies, LLC
15
Trustworthiness • Essential for any leader • Makes tough situations easier – Especially when you’re involved with decisions related to money or other resources • Once it’s lost, very difficult to re-establish
February 8, 2015
© Campus Strategies, LLC
16
Adaptability • One size does NOT fit all • Creativity • Adaptive solutions – Remember technical versus adaptive challenges • Entrepreneurialism
February 8, 2015
© Campus Strategies, LLC
17
Approach to Your Job • Integration of roles, skills, and abilities • Recognition that being busy is not enough – Busy-ness may mask a lack of productivity • Based on actual research, 90 percent of managers fail to function effectively
February 8, 2015
© Campus Strategies, LLC
18
Key Elements for Success • Focus • Energy – Successful managers combine focus / energy to achieve extraordinary results
February 8, 2015
© Campus Strategies, LLC
19
Focus • • • •
On the right thing at the right time Single-mindedness Ability to filter out potential distractions Taking control!
February 8, 2015
© Campus Strategies, LLC
20
Where to Focus U R G E N T
Possibly Relevant
Essential
Inconsequential
Critical
IMPORTANT February 8, 2015
© Campus Strategies, LLC
21
Energy • Do the right things enthusiastically • Personal commitment • Devotion to task
February 8, 2015
© Campus Strategies, LLC
22
Matrix high
F O C U S low
February 8, 2015
ENERGY © Campus Strategies, LLC
high
23
Procrastination high
F O C U S low
February 8, 2015
30% ENERGY © Campus Strategies, LLC
high
24
Procrastination • “Learned helplessness” • 30 percent of managers procrastinate – Low focus / low energy • No initiative • Waiting to get “caught up”
February 8, 2015
© Campus Strategies, LLC
25
Disengagement high
F O C U S low
February 8, 2015
20%
ENERGY © Campus Strategies, LLC
high
26
Disengagement • “Defensive avoidance” • 20 percent of managers are disengaged – High energy / low focus • Tend to be “turned off” / candidates for burnout • Denial of problems • Overwhelmed…leading to paralysis • Frequently caused by organizational environment February 8, 2015
© Campus Strategies, LLC
27
Distraction high
F O C U S low
February 8, 2015
40% ENERGY © Campus Strategies, LLC
high
28
Distraction • “Continuous partial attention” • 40 percent of managers are distracted – Low focus / high energy • Overcommitted / can’t say no • Shortsighted • Start many projects but rarely complete them • When they focus it’s usually on the wrong thing February 8, 2015
© Campus Strategies, LLC
29
Purposefulness high
F O C U S low
February 8, 2015
10%
ENERGY © Campus Strategies, LLC
high
30
Purposeful • “High performers” • 10 percent of managers are purposeful – High focus / high energy • High job satisfaction & quality of work life • Self aware / solid recharge mechanism • Reflective / planful • Proactive / manage their environment • Good decision makers • Highly accountable February 8, 2015
© Campus Strategies, LLC
31
Your Goal Should be high
F O C U S low
February 8, 2015
Disengagement
Purposefulness
Procrastination
Distraction
ENERGY © Campus Strategies, LLC
high
32
Positive Steps • Take time to reflect • Identify / encourage those who provide truth • Find a mentor – Find a mentee (or multiple mentees) • Continually test ideas / concepts with others • Sweat the small stuff • Learn efficiently • Focus your efforts… February 8, 2015
© Campus Strategies, LLC
33
Positive Steps (contd.) • • • • •
Build on your strengths Acknowledge your flaws Track your decisions Share credit and absorb blame Don’t be constrained by organization chart – Influence as much as you can – Seek like-minded individuals as partners – Manage upward and outward
February 8, 2015
© Campus Strategies, LLC
34
Acknowledgements • • • • • • •
Sanaghan & Jurow NACUBO New Business Officers Program Bruch & Ghoshal (HBR) Roderick Kramer (HBR) Ronald Heifetz (HBR) Peter Drucker Center for Creative Leadership
February 8, 2015
© Campus Strategies, LLC
35
Tapping Your Leadership Potential Questions, Comments, and Reactions
February 8, 2015
[email protected] 540.942.9146 © Campus Strategies, LLC
36
