SESSION TWO

Purpose of LDI

Investment

Reinforcement

Resources

Networking

Session One Recap

Your Calling

Motivate

Inspire

Communicate

Develop

Exercises

Rocket Building

Three P’s

Application

Reading

Session Two Overview

Thoughts:

Session 2 Overview

Re-Education of Jim Collins Discussion

Team Engagement Survey Social Intelligence & Inspiration

L.E.A.D: Situational Leadership

How to Lose Your Best Employees & the Triangle of Job Misery

Monday Morning Leadership Discussion

Performance Management

Exercises

The Re-Education of Jim Collins

Takeaways from the article:

“If you want to build a culture of engaged leaders and a great

place to work you need to spend time thinking about three things.”

– Jim Collins

SERVICE to "a cause or purpose we are passionately dedicated to and are willing to suff er and sacrifi ce for."

CHALLENGE AND GROWTH, or, "What huge and audacious challenges should we give people that will push them hard and make them grow?"

COMMUNAL SUCCESS, or, "What can we do to reinforce the idea that we succeed only by helping each other?"

The Re-Education of Jim Collins

Small Group Activity As a small group, please consider these questions:

What did you get out of the article?

How will you apply these principles to your team?

We will ask one person to share your collective feedback with the entire group.

Team Engagement

Notes:

Engaged team members:• Are interested in their work

• Energize people around them

• Are motivated…to _______________________________________

• Care about the company, members, team

• Know how their work contributes to results

• Are alert and focused

• Enjoy what they do

Team Engagement

Engagement ExercisesOn your own

What are the specifi c things you, as a leader, can do to build engagement with…Your individual direct report(s)? Your team? Write down as many as you can in the next 5 minutes:

As a group

Take fi fteen minutes to discuss the individual results and try to narrow the best ideas to two or three from your group that you believe are the most eff ective at building engagement;

After hearing all the suggestions, write down (individually) the one or two you would feel most comfortable actually doing; be prepared to share one or two takeaways.

Team Engagement

The Six Practical Steps for any servant leaderSource: Jim Autry

1. Manage for the best and not the worst. Focus on the good behaviors and good performance of the majority of your people and work to affi rm them. Don’t concentrate, as most managers do, on the few people who do not want to do well and who can’t accept trust. These people will make themselves known in good time, and you’ll have ample opportunity to help them change or help them leave. In the meantime, for the sake of your good people and the atmosphere of your workplace, emphasize affi rmation not prohibition.

2. Don’t engage in police work. Also called “in-box management, this style is defi ned as sitting at your desk, monitoring the in-box, and waiting for someone to make a mistake so you’ll have something to do. It’s about policing, NOT leading.

3. Be honest. Honesty is the single most important attribute in a leader’s relationship with employees and fellow workers. Of course, honesty is diffi cult, but dishonesty is weakness.

Team Engagement

4. Trust everyone. This is even more diffi cult than honesty; in fact, trust is the most diffi cult thing of all, because most of us are conditioned to be always checking our backsides. Remember, most people want to do a good job and will do a good job if trusted to do a good job, so don’t manage for the few who don’t’ want to do a good job. Also understand that trust in and of itself provides an inner discipline for people; also, an environment of trust creates an medium in which peer pressure provides discipline for those who have diffi culty accepting trust.

5. Let your fi rst response also be the caring response. Regardless of whatever management situation presents itself, always ask yourself what the most caring response would be. There’ll be plenty of time for technical or professional or functional responses after you’ve demonstrated that you care. And if you don’t care for people, you’ll never be a servant leader and you should probably get out of management before it’s too late. Save yourself a heart attack. Save your fellow workers the grief of having to deal with you. Remember the old maxim: “People want to know how much you care before they care how much you know.”

6. Care about yourself too. The servant leader never neglects the self, because good leadership involves caring yourself, physically, psychologically, emotionally, and spiritually. You simply can’t jumpstart other people unless your own battery is charged.

L.E.A.D.

4 Styles of leadership

DIRECTING COACHING PARTICIPATING DELEGATING

TASK High High Low Low

RELATIONSHIP Low High High Low

What your response should be… If improving…

READINESS Low to High

Recognize your leadership style

My leadership style is (circle one):

Directing Coaching

Participating Delegating

L.E.A.D.

The eff ective Do it Best Corp. leader modifi es his/her behavior to meet the needs of the situation

The situation is the _______________________

Notes:

How to lose your best employees

People have three basic needs:

Relevance: The work done matters to another person (team member, member, or supervisor/manager)

Measurement: A yardstick used to gauge one’s own performance

Distinctiveness: A sense of individuality

“The problem is straightforward. Without feedback there can be no transformative change. When we don’t talk to the people

we’re leading about their strengths and opportunities for growth, they begin to question their contributions and

our commitment. Disengagement follows.”

-Dr. Brene Brown, Daring Greatly

Notes:

Monday Morning Leadership

Ideas:

CHAPTER 3: Escape from Management Land

People quit people before they quit companies

Your team expects you to:• Hire good employees• Coach every member of the team• De-hire those not carrying the load• Remove confusion

As a leader you’re expected to manage up; provide leadership to your boss

Case Studies

Case Study: Middle Star

George consistently meets your expectations with little supervision. He often “fl ies under the radar”; meaning, you can count on him to quietly go about his work and produce desired results. You sometimes wish George would be a little more vocal in your department meetings – there’s a lot that others could learn from George. Thinking about George’s overall performance, his strength is his dependability.

George sometimes struggles with starting a project without a little extra guidance from you. You get the sense that this is due to some self-doubt, not a lack of initiative.

All things considered, you can’t shake the feeling that George hasn’t quite reached his full potential. If you’re honest with yourself, you really can’t remember the last time you’ve provided him feedback about his strengths and opportunities. Some of this lack of coaching stems from the fact that George really does a good job.

1. What steps do you take to motivate George to reach his potential?

2. What are the individual messages or issues George should know and understand regarding his performance?

3. What lessons from Monday Morning Leadership, Three Signs of a Miserable Job, The Re-Education of Jim Collins, or L.E.A.D. can you use to lead a middle star like George?

Case Studies

Case Study: Rising Star

Emily is cooperative and open-minded in working with others. Members of your team repeatedly share their genuine appreciation for her can-do attitude and willingness to jump in when they need support. Your meetings with Emily reinforce her desire to be a good teammate. She is conscious of the impact her actions have on morale and the performance of the entire team.

She has proven herself to be a top performer in all of her assigned tasks. She demonstrates a commitment to continuous improvement. A recent project highlighted her unique ability to understand what’s been done, analyze what needs to be done, and align her actions with department goal.

Emily tends to shy away from taking calculated risks. Not unlike other rising stars, she experiences some diffi culty recovering from mistakes. You’d like to see her look for more opportunities to try diff erent things, even if there’s a chance she may not succeed. Emily has a strong desire to grow into other roles with the company. More experience should help prepare her for future opportunities, but you have concerns that she may grow impatient waiting for the right promotional opportunity.

1. What steps do you take to keep Emily engaged?

2. What are the individual messages or issues Emily should know and understand regarding her performance?

3. What lessons from Monday Morning Leadership, Three Signs of a Miserable Job, The Re-Education of Jim Collins, or L.E.A.D. can you use to lead a rising star like Emily?

Escape from Management Land

My takeaways from the performance management case studies:

Superstars & middle stars need:Recognition

Reward

Opportunity

Challenges

Performance Level

Percentage of the Team

Superstars 30%

Middle Stars 50%

Falling Stars 20%

This is the minimum bar

Application Exercise

Sign

AnonymityEmployees who aren’t, known

and individually appreciated

by their managers will not be

fulfi lled in their jobs.

IrrelevanceEmployees who don’t know

how their work impacts the

lives of others will not be

fulfi lled in their jobs.

ImmeasurementEmployees who can’t

assess their own level of

performance and success will

not be fulfi lled in their jobs.

NOTES

Use this space to jot down information about your employee.

Use this space to write down thoughts about how your employee impacts others in his/her job.

Use this space to write down ideas about how your employee can assess or measure his/her contribution or performance.

Action / planBe specifi c and include dates for completion.

Use this space to record your plans for eliminating anonymity from your employee’s job.

Use this space to record your plans for eliminating irrelevance from your employee’s job.

Use this space to record your plans for eliminating immeasurement from your employee’s job.

The Three Signs of a MiserabJe Job by Patrick Lencioni© The Table Group, Inc. All rights reserved.

FOUNDATIONS OF LEADERSHIP

Thoughts:

FOUNDATIONS OF LEADERSHIP

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