Bill Collar Presentation Packet Friday, January 21, 2011

Participants in Bill Collar’s sessions will use these materials throughout the course of the day:

10-noon Keynote “If it is to be, It’s up to me!” Phoenix Room B

1-1:50 Breakout Session I How’s Your Leadership Attitude? Phoenix Room A

2-2:50 Breakout Session II Managing Your Attitude to Maximize Performance Phoenix Room A

Leadership Development

In his book Developing the Leader Within You, John Maxwell, an authority on leadership, defines it by

coming to this conclusion: “Leadership is influence.” His favorite leadership proverb is: “He who thinketh he

leadeth and hath no one following him is only taking a walk.” Consider the following activities to help you

determine the origin of your leadership skills and how you will continue to have a positive influence on others.

1. List four people who have influenced your leadership style in a positive manner and identify the

dominant personal characteristics of each.

Person Characteristics

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2. Explain at least one nugget of wisdom you acquired from each of these individuals.

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3. List three of your major accomplishments.

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4. State three things you do well.

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5. List three areas in which you would like to experience improvement.

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6. What are the major frustrations you experience in your present position?

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Effective Leadership – Daniel Goleman

Bill Collar, “All The Way With PMA!” www.billcollar.com

In the book Primal Leadership, Daniel Goleman, who popularized the notion of “Emotional Intelligence,” describes

six different styles of leadership. The most effective leaders can move among these styles, adopting the one that meets the

needs of the moment. They can all become part of the leader’s repertoire.

Visionary - This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. “Visionary leaders articulate where a group is going, but not how it will get there – setting people free to innovate, experiment, take calculated risks,” writes Goleman. How it builds teamwork: Moves people toward shared dreams.

Impact on climate: Most strongly positive.

When appropriate: When changes require a new vision, or when a clear direction is needed.

Weakness: This style requires an experienced leader with highly developed EQ skills.

Coaching - This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to organizational goals. Coaching works best, Goleman writes, “with employees who show initiative and want more professional development.” But it can backfire if it’s perceived as “micromanaging” an employee, and undermines self-confidence. How it builds teamwork: Connects what a person wants with the organization’s goals.

Impact on climate: Highly positive.

When appropriate: To help an employee improve performance by building long-term capabilities.

Weakness: The employee must be self-motivated to transcend previous levels of performance.

Affiliative - This style emphasizes the importance of teamwork, and creates harmony in a group by connecting people to each other. Goleman argues this approach is particularly valuable “when trying to heighten team harmony, increase morale, improve communication or repair broken trust in an organization.” But he warns against using it alone, since its emphasis on group praise can allow poor performance to go uncorrected. “Employees may perceive,” he writes, “that mediocrity is tolerated.” How it builds teamwork: Creates harmony by connecting people to each other.

Impact on climate: Positive.

When appropriate: To heal rifts in a team, motivation during stressful times, strengthen connections.

Weakness: Exclusive use of praise can allow poor performance to go uncorrected. Use with other styles.

Democratic - This style draws on people’s knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. Goleman warns that this consensus-building approach can be disastrous in times of crisis, when urgent events demand quick decisions. How it builds teamwork: Values a person’s input and gets commitment through participation.

Impact on climate: Positive.

When appropriate: To build buy-in or consensus, or to get valuable input from employees.

Weakness: Employees must have a sufficient knowledge base to offer meaningful input.

Pacesetting - In this style, the leader sets high standards for performance. He or she is “obsessive about doing things better and faster, and asks the same of everyone.” But Goleman warns this style should be used sparingly, because it can undercut morale and make people feel as if they are failing. “Our data shows that, more often than not, pacesetting poisons the climate,” he writes. How it builds teamwork: Meets challenging and exciting goals.

Impact on climate: Because too frequently poorly executed, often highly negative.

When appropriate: To get high-quality results from a motivated and competent team.

Weakness: Too often the leader has trouble delegating and becomes a workaholic who micromanages.

Commanding - This is classic model of “military” style leadership – probably the most often used, but the least often effective. Because it rarely involves praise and frequently employs criticism, it undercuts morale and job satisfaction. Goleman argues it is only effective in a crisis, when an urgent turnaround is needed. Even the modern military has come to recognize its limited usefulness. How it builds teamwork: Soothes fears by giving clear direction in an emergency.

Impact on climate: Because often misused, highly negative.

When appropriate: In a crisis, to kick-start a turnaround, or with problem employees.

Weakness: Use sparingly, and be sure to exercise emotional self-control.

2.

Leading with Emotional and Social Intelligence Bill Collar, “All The Way With PMA!” www.billcollar.com

Dr. Daniel Goleman is the author of the bestsellers, Emotional Intelligence, Working with Emotional

Intelligence, Primal Leadership, and Social Intelligence. Goleman and several other researchers have

determined that emotional intelligence (EQ) is critical to peak performance and leadership. Goleman identifies

eighteen emotional leadership competencies in four categories, Self-Awareness, Self-Management, Social

Awareness, and Relationship Management.

For a meaningful exercise in self-analysis, read each statement and determine your degree of mastery.

Rank yourself from 5 (high) to 1 (low). Please keep in mind the purpose of this activity is to provide some idea

of how you perceive your leadership competencies.

Self-Awareness

_____ Emotional self-awareness - Leaders high in emotional self-awareness are tuned in to their inner signals, recognizing how their feelings affect them and their job performance. Emotionally self-aware leaders can be candid and authentic, able to speak openly about their emotions or with conviction about their guiding wisdom.

_____Accurate self-assessment - Leaders with high self-awareness typically know their limitations and strengths, and exhibit a sense of humor about themselves. They learn where they need to improve and welcome constructive criticism and feedback.

_____Self-confidence - Knowing their abilities with accuracy allows leaders to play to their strengths. Self-confident leaders can welcome a difficult assignment. Such leaders often have a sense of presence, a self-assurance that lets them stand out in a group.

Self-Management

_____Self-control - Leaders with emotional self-control find ways to manage their disturbing emotions and impulses, and even to channel them in useful ways. A hallmark of self-control is the leader who stays calm and clear-headed under high stress or during a crisis.

_____Transparency - Leaders who are transparent live their values. They have an authentic openness to others about one’s feelings, beliefs, and actions. Such leaders openly admit mistakes or faults, and confront unethical behavior in others rather than turn a blind eye.

____Adaptability - Leaders who are adaptable can juggle multiple demands without losing their focus or energy, and are comfortable with adjusting to unforeseen circumstances. Such leaders are flexible in adapting to new challenges and embrace positive change.

_____Achievement - Leaders with strength in achievement have high personal standards that drive them to seek performance improvements for themselves and those they lead. They are pragmatic, setting measurable but challenging goals, and are able to calculate risk so that their goals are worthy but attainable.

_____Initiative - Leaders who have the quality of initiative believe they have what it takes to control their own destiny. They seize opportunities—or create them—rather than simply waiting. Such a leader does not hesitate to cut through red tape, or even bend the rules slightly when necessary to create better possibilities for the future. _____Optimism - A leader who is optimistic can roll with the punches, seeing an opportunity rather than a threat in a setback. Such leaders see others positively, expecting the best of them. Their “glass half-full” outlook influences them to expect that changes in the future will be for the better.

3.

Social Awareness

_____Empathy - Leaders with empathy are able to attune to a wide range of emotional signals. Such people listen attentively and are able to identify with the perspective of others. Empathy enables a leader to get along well with people of diverse backgrounds.

_____Organizational awareness - A leader with a keen social awareness can be politically astute, able to detect crucial social networks and read key power relationships. Such leaders can understand the political forces at work in an organization, as well as the guiding values and unspoken rules that operate among people there.

_____Service - Leaders high in service competence foster an emotional climate so that people directly in touch with the customer or client will keep the relationship on the right track. They make themselves available as needed and get satisfaction from doing things for others.

Relationship Management

_____Inspiration - Leaders who are inspirational interact in a manner that brings out the best in others. Such leaders embody what they ask of others, and are able to articulate a shared mission in a way that inspires others to follow. They offer a sense of common purpose beyond the day-to-day tasks, making work exciting.

_____Influence - Indicators of a leader’s powers of influence range from finding just the right appeal for a given listener, to knowing how to build buy-in from key people and a network of support for an initiative. Influential leaders are persuasive and engaging when they address a group.

_____Developing others – Leaders who are adept at cultivating people's abilities show a genuine interest in those they are helping along with understanding their strengths and weaknesses. Such leaders can give timely and constructive feedback and are natural mentors or coaches.

_____Change catalyst – Leaders who can catalyze change are able to recognize the need for a different approach, challenge the status quo and champion the new order. They also find practical ways to overcome barriers to change.

_____Conflict management - Leaders who manage conflicts best are able to draw out all parties, understand the differing perspectives, and find a common idea that everyone can follow. They surface the conflict, acknowledge the feelings and views of all sides, and then redirect the energy toward a shared ideal.

_____Teamwork and collaboration - Leaders who are team players generate an atmosphere of mutual respect and are models of respect, helpfulness, and cooperation. They influence others to make an enthusiastic commitment to the collective effort, and build spirit and identity. They spend time forging and cementing close relationships beyond mere work obligations.

.……… Suggestions to Develop Leadership Skills ……….

A. Identify your biggest strengths. These are categories that you have ranked a five. Build on these strengths to help you

develop to your full potential.

B. Pick a category that you have ranked one or two and make a commitment to show maximum improvement within the

next several months. Actually develop a written plan to build this weakness into a strength.

C. Accept personal responsibility for your strengths and weaknesses, and develop a plan to deal with each. Pick out the

key factors that have the greatest impact on your profession and improve these areas first.

4.

Effective Communication: The Art of Listening

Bill Collar – “All The WAY With PMA!” www.billcollar.com

When the word communication is used, many people think of speaking, but the true communicators know listening is

extremely important. Have you ever known someone who is an excellent listener, someone you enjoy conversing with

because he or she is an “active listener,” responding with thoughtful nods and verbal confirmations so you know what

you’re saying is not only being heard, but also comprehended?

Instructions: Respond to each item by placing an (X) in the space that best expresses how the statement describes you.

Ifthe statement is not like you at all, check space number one. If it fits perfectly, check space five. The spaces in between

allow you to indicate various degrees of fit. If you are torn between feeling it does or does not apply, check space number

three, the halfway mark.

Unlike Me Like Me

1 2 3 4 5

___ ___ ___ ___ ___ 1. Listen with your eyes - I maintain eye contact and focus on what the speaker is

saying. This sends the message that I am interested in what is being said.

___ ___ ___ ___ ___ 2. Use positive body language - I am an active listener and demonstrate my interest

by leaning forward, occasionally nodding, using facial expressions, and verbally

responding with brief affirmations.

___ ___ ___ ___ ___ 3. Pause before replying - I pause to guarantee that I don’t interrupt the speaker.

This also indicates that I am pondering what is being said. The intelligent

conversationalist is patient and aware of the power of non-verbal communication.

___ ___ ___ ___ ___ 4. Use names - Periodically throughout the communication process I use the name of

the person. This demonstrated a personal interest in the individual.

___ ___ ___ ___ ___ 5. Ask follow-up questions - I often answer questions by asking follow-up

questions. This indicates that I am listening and it keeps the conversation

flowing.

___ ___ ___ ___ ___ 6. Ask for an example - To make sure I understand what has been said, I

periodically ask the speaker to cite an example.

___ ___ ___ ___ ___ 7. Sum up what has been stated - By paraphrasing the speaker’s words I confirm

that I have been listening. This is also an excellent time to check for

understanding.

___ ___ ___ ___ ___ 8. Take notes - By taking notes I send the message that I am sincere in following up

on the key points.

___ ___ ___ ___ ___ 9. Eliminate distractions - When the conversation approaches a more serious level I

make it a point to be more aware of the surroundings and avoid potential

distractions.

___ ___ ___ ___ ___ 10. Build Trust – I’m non-judgmental and keep an open mind toward the speaker.

The more I listen, the more I build trust and understanding.

__________-----My Score

Scoring: Add up your total points to determine how you rank as an effective listener. The following scale will give you

some idea of your listening effectiveness at this time.

44 – 50 Outstanding listening ability! You must share your techniques with others.

36 – 43 An impressive score! You possess the key characteristics of effective listeners.

28 – 35 Improve in several categories and you will become an excellent listener.

20 – 27 Much potential exists. Keep working on a self-improvement plan.

Below 20 – It is up to you to alter your attitude and approach to develop a better listening ability.

5.

Determine Your Leadership Potential

Common Characteristics of Leaders - Bill Collar - “All The Way With PMA!” www.billcollar.com

This activity is based on an analysis of the characteristics exhibited by the greatest leaders in history. While it is rare for any

leader to possess all of the traits listed here, these are the most common.

Instructions: Respond to each item by placing an (X) in the space that best expresses how the statement describes you. If the

statement is not like you at all, check space number one. If it fits perfectly, check space five. The spaces in between allow you to

indicate various degrees of fit. If you are torn between feeling it does or does not apply, check space number three.

Unlike Me Like Me

1 2 3 4 5

___ ___ ___ ___ ___ 1. Goals - I am a goal setter. I have a strong sense of purpose and know where I

am going with my life. I have written goals.

___ ___ ___ ___ ___ 2. Positive Mental Attitude - I possess a high degree of confidence and self-

worth. I approach every new day with positive expectancy.

___ ___ ___ ___ ___ 3. Persistence - I have the ability to bounce back from failure. I view failure as a

learning experience rather than a setback.

___ ___ ___ ___ ___ 4. Risk Taker - I am willing to attempt new tasks and welcome a positive challenge

even if I am not certain of success.

___ ___ ___ ___ ___ 5. Decision Maker - I understand the decision-making process. Making decisions

usually comes easy for me.

___ ___ ___ ___ ___ 6. Courage - I am able to take a firm stand even when my position is not real popular.

I am in charge of my life.

___ ___ ___ ___ ___ 7. Seek New Learning - I find it rewarding to acquire new skills and information. I

plan to be a life-long learner.

___ ___ ___ ___ ___ 8. Enthusiasm - I get excited about projects I believe in and possess a great deal of

energy to complete them.

___ ___ ___ ___ ___ 9. Focus On Success - I can accept constructive criticism and value the opinions of

people I respect.

___ ___ ___ ___ ___ 10. Seek To Serve Others - I am able to work with other people and find teamwork

enjoyable.

___ ___ ___ ___ ___ 11. Sense of Humor - I realize the importance of humor and am able to laugh at

myself.

___ ___ ___ ___ ___ 12. Integrity - I take pride in being truthful and in keeping my word.

___ ___ ___ ___ ___ 13. Communication – I am effective in expressing my thoughts to others in a clear,

manner. I am an active listener and show interest in what is said.

___ ___ ___ ___ ___ 14. Initiative – I am a self-starter.

__________-----My Score

Scoring: Add up your total points to determine how prepared you are to be a positive leader. The following

scale will give you some idea of your leadership potential at this time.

60 – 70 Outstanding leadership potential! You are ready to take on major tasks.

50 – 59 An impressive score! You possess the key characteristics of leadership.

40 – 49 Improve in several categories and you will become an excellent leader!

30 – 39 Much potential exists. Keep working on a self-improvement plan.

Below 29 – It is up to you to alter your attitude and lifestyle to develop more leadership ability.

6.

Determine Your H.Q. (Humor Quotient)

Bill Collar “All The Way With PMA!” www.billcollar.com

Instructions: Respond to each item by placing an (X) in the space that best expresses how the statement describes

you. If the statement is not like you at all, check space number one. If it fits perfectly, check space five. The spaces

in between allow you to indicate various degrees of fit. If you are torn between feeling it does or does not apply, check

space number three, the halfway mark.

Unlike Me Like Me

1 2 3 4 5

___ ___ ___ ___ ___ 1. Laughter – I laugh often and have a lot of fun.

___ ___ ___ ___ ___ 2. I am capable of laughing at myself – It is easy for me to laugh at my mistakes and

shortcomings.

___ ___ ___ ___ ___ 3. Humorous Stories – I enjoy a well-told and appropriate humorous story. I will

repeat jokes or stories that I have heard.

___ ___ ___ ___ ___ 4. Feelings – I consider the feelings of others before attempting any humor. I realize

it is not humor if others are offended.

___ ___ ___ ___ ___ 5. Life Stories - I like to share humorous stories from my life with others.

___ ___ ___ ___ ___ 6. Stress - I use my sense of humor to help combat stress. I am in charge of my life.

___ ___ ___ ___ ___ 7. Play - I find it rewarding to break away from the daily routine and fine the time

to engage in activities I find entertaining.

___ ___ ___ ___ ___ 8. Unpleasant Times – I use my sense of humor to cope in unpleasant times. This

serves as a diversion from the prevailing problem.

___ ___ ___ ___ ___ 9. Have Fun - I enjoy interacting with people and find that I can have fun without

trying to be funny.

___ ___ ___ ___ ___ 10. Chill Out - I am tolerant of mistakes made by others and am more likely to see the

humor in a situation than to criticize.

___ ___ ___ ___ ___ 11. Spontaneous Comments – I have developed the ability to engage in off-the-cuff

banter with others.

___ ___ ___ ___ ___ 12. Silly Ideas - I see original ideas and comments as stepping-stones to solving

problems. I reserve judgment and encourage others to voice their opinions.

___ ___ ___ ___ ___ 13. Communication – When I am asked to speak or express my thoughts, I am

comfortable working in humorous examples or references.

___ ___ ___ ___ ___ 14. Health – I believe the more I laugh, the healthier I am.

__________-----My Score

Scoring: Add up your total points to determine your humor quotient. The following scale will give you some idea of

of your level of humor at this time.

60 – 70 An excellent level of humor. You have a great attitude and are fun to be around.

50 – 59 An impressive score! You utilize humor to stay in control of your life.

40 – 49 Improve in several categories and raise your H.Q. to a point where it will be an asset.

30 – 39 Lighten up and laugh more. Keep working on a self-improvement plan.

Below 29 – You are at risk of becoming humor impaired. Act now to welcome more fun into your life.

7.

How’s Your Attitude?

Bill Collar, ALL The Way With PMA! www.billcollar.com

Directions: The decisions you make help form your attitude. Take this simple self-evaluation by checking the

blank that best describes you. Add up the “This is me!” column and use the scale to determine your rank.

This is This could This is

me! be me? not me!

_______ _______ _______ 1. When my alarm goes off I hit the “snooze button” or shut the alarm off and go back to

sleep. I had too little rest and hate to have to get up and go to work.

_______ _______ ______ 2. I find something to wear, but realize clothes are just to cover the body. Staying in

fashion or matching colors really doesn’t concern me.

_______ _______ ______ 3. Glancing at the morning newspaper I realize this is the worst condition our country

has ever been in and it is just a matter of time before the government or economy

will crumble.

_______ _______ ______ 4. Most people drive too slowly and they bog me down. I would like to drive a tank so

I can get to work on time. Everyone is a terrible driver but me.

_______ _______ ______ 5. People are much too happy at work. They must be faking it. When someone says,

“Good morning,” I respond with, “What’s good about it?”

_______ _______ ______ 6. When I’m asked, “How are you today?” I proceed to tell about my physical ailments

and personal problems. People should know just how tough my life is.

_______ _______ ______ 7. I make it a point to complain about co-workers, even though I wouldn’t consider

speaking with them privately. Many people just don’t know how to work.

_______ _______ ______ 8. Everyone in the supermarket is conspiring to slow me up. The express line is closed

because they saw me coming. Why can’t people move faster?

_______ _______ ______ 9. I go to my child’s game and he/she is sitting on the bench because the coach is,

“playing favorites again.” Someday I’ll give the coach a piece of my mind.

_______ _______ ______ 10. I’m definitely overworked and underpaid and no one appreciates everything I do. I

should have taken up a more rewarding occupation.

_______ _______ ______ 11. When playing golf, cards or other games I will do anything to win. A little cheating

really doesn’t hurt anyone and it is acceptable as long as no one finds out.

_______ _______ ______ 12. Anyone who doesn’t share my political beliefs really doesn’t understand the issues

and is poorly informed.

_______ _______ ______ 13. I know pretty much everything there is to know about my job or profession. I see

little need to take classes, go to workshops or waste time with more training.

_______ _______ ______ 14. I only have a few more years left before I can retire. It really doesn’t pay to, “rock

the boat.” If I suggest changing some things it will just create more work for me.

_______ _______ ______ 15. I’m so busy with work. It’s impossible for me to find time to spend with the family.

Rate Yourself: Total the “This is me” column.

0 – 3 Congratulations! You have a super Positive Mental Attitude!

4 – 9 Your attitude needs work. Develop a plan to improve your daily outlook.

10 – 15 “Attitudes are Contagious.” Please stay away from other people.

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5. B S A I N X L E A T N T E A R S

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