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Leading Into The Future
- 1. Leading Into The Future 2017 Illinois Executive Retreat 1 October 16-17, 2017
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- 3. Introduction, Overview Main Topics 1. Values: Find the North Star of your personal leadership philosophy 2. Purpose: Harnessing the wind in the sails of purpose. 3. Culture: Adjusting the invisible rudder that is steering your ship. 4. Relationships: Sharpening your EQ Skills to Inspire and Motivate your Crew
- 4. The Tides of Change Values in Leadership • Boomers: Command and Control • Millennials: Transformational Leadership that Inspires
- 5. The Tides of Change Purpose • Currently: Vision and Mission statements • Future: Purpose that inspires
- 6. The Tides of Change Culture • Historically: Uniformity, respectability, conformity. Think IBM: blue suits, white shirts. • Recently: Growing awareness of the importance of positive culture. • Future: Being proactive about creating a healthy culture.
- 7. The Tides of Change Relationships • In contrast to many organizations, the Y has a highly relational work environment. • How to improve supervisor – staff relationships.
- 8. Values The Changing Perception of Value • Organizational value is no longer defined by how much money a company makes but rather how much good it contributes to society. • In the Y we don’t “make money”, so what value do our members and community see? • Gym and Swim?
- 9. Values Values That Define Our Leadership • In order to provide value to our members and communities, we need to examine our own personal values as leaders. • Value stems from values.
- 10. Values Personal Leadership Philosophy • The way we see ourselves as leaders. • Guides our actions, our behaviors, and our thoughts. • We can change who we are as leaders by changing our philosophy of leadership. • Alignment of our philosophy and leadership style is critical.
- 11. Values Personal Leadership Philosophy • Defining your personal leadership philosophy involves several steps: 1. Identify your top leadership values. 2. Reflect on some key areas of your leadership style. 3. Put into writing several statements that express what you do as a leader that demonstrates your values.
- 12. Values Worksheet • Refer to the Leadership Philosophy Worksheet • Choose a partner at your table. • Step 1: Identify your values; share • Step 2: Answer questions about your leadership; share • Step 3: Describe your leadership philosophy; share
- 13. Values Takeaways • What did you learn about yourself, your values and/or your leadership style and philosophy?
- 14. Purpose Vision / Mission versus Purpose • Vision and Mission statements are still very common. • Focuses on WHAT an organization does. Often these statements are vague. • Example: • “Provide safe, secure, customer friendly, affordable transportation services, and facilities that promote the (city name) experience.”
- 15. Purpose Vision / Mission versus Purpose • Most mission statements are inward-focused. “This is what our company / organization does.” • It’s informative, but that’s about it. • However, today’s customers and employees are looking for a purpose with these elements: 1. Specific 2. Customer-centric 3. Outward-focused • “This is what we are doing for someone else.”
- 16. Purpose Vision / Mission versus Purpose • Let’s return to our earlier example: “Provide safe, secure, customer friendly, affordable transportation services, and facilities that promote the (city name) experience.” • What if we had a purpose statement that said something like this: • “Safely and affordably connecting you with the people, places and adventures that your heart desires.”
- 17. Purpose Purpose • Purpose is powerful. It appeals to our inner need as humans to contribute to the greater good. • We know from neuroscience that emotion creates a strong motivational factor for people, which in turn, promotes action. • Purpose aligns people’s behaviors around something that makes a difference to others. • This is true especially for Millennials and Generation Z staff.
- 18. Purpose Purpose • Your purpose needs to be relevant for your staff. • The Y’s mission statement: • “To put Christian principles into practice through programs that build healthy spirit, mind and body for all.” • This is informative and outward-focused, but it’s not something that staff necessarily relate to.
- 19. Purpose Purpose • Think about your Y, your community, and the needs that exist. The purpose at your Y might be different than the purpose at the Y an hour away, or across town. • Make it specific and member-focused. • Example: “At the (name) Y, our Early Childhood Education Center staff are helping to develop young minds to be the thought leaders of the future for the good of our community, our city, and the world.”
- 20. Purpose Worksheet • Refer to the Purpose Worksheet • Step 1: Take time to answer the questions • Share with your table one relevant purpose you’ve identified for you Y, and challenges with aligning your current activities with this purpose.
- 21. Purpose Takeaways • Sharing of some specific, relevant purpose statements. • Are there any changes in the way things are done that need to happen in order to accomplish your specific purpose?
- 22. Culture Definitions • “… the invisible rudder that is steering your ship.” • Other ways to define culture
- 23. Culture Elements of Culture • Instinctive, repetitive habits • Emotional responses • Patterns of thinking, behaving and feeling • “The way we do things around here”
- 24. Culture Importance of Culture • When culture is healthy, your staff feel good about advancing the Y cause and the purpose of your Y • “An emotional energizer that you can’t get anywhere else” • When culture is unhealthy, it leads to confusion, fear, and a lack of commitment to the movement and/or to your Y in particular.
- 25. Culture Importance of Culture • “Culture eats strategy for breakfast” • What does this mean? • In reality both are important, but an organization with winning culture will always out-perform those with strategy only
- 26. Culture Beginning to Adjust the Rudder • You can’t simply decide one day to create a new culture in your Y and then it happens. • Culture cannot be changed like strategy. • However, the first step in changing culture is recognizing the need for change, and making a commitment to doing what it takes for that to happen.
- 27. Culture Beginning to Adjust the Rudder • To change culture, you first need to begin to change behavior. • What are the behaviors that would have the greatest impact on what you do at your Y? • Examples: • How you interact with your members • How you run meetings • How you hold staff accountable
- 28. Culture Beginning to Adjust the Rudder • Look for key staff, the “early adopters” who would be excited about these changes • Your staff should feel good about these new behaviors – tap into the power of emotion • Make it easy and measurable – what are simple, practical steps that can be taken on a daily basis? • As these behaviors are lived out, other staff will begin to see the positive change and will want to start doing those things as well
- 29. Culture Adjusting the Rudder at Your Y • Refer to the Culture Worksheet • Choose a table partner • Step 1: Answer the questions • Step 2: Share with your partner the following: • How you would like to see the culture changed • The critical behaviors needed • Practical steps to implement
- 30. Culture Takeaways • What are some critical behaviors that you identified that would have great impact in your Y if your staff began doing them consistently? • What are some practical steps that would engage those behaviors? • How to celebrate successful behavior change and practical actions that result?
- 31. Relationships The power of Emotional Intelligence • Sharpening your EQ Skills to Inspire and Motivate your Crew • What is Emotional Intelligence (EQ / EI)?
- 32. Relationships The power of Emotional Intelligence • Five components: 1. Self-awareness 2. Self-regulation 3. Motivation (beyond money and status) 4. Empathy for others 5. Social skills
- 33. Relationships The power of Emotional Intelligence • Daniel Goleman made the connection between EQ and business leadership. • The most effective leaders have a high degree of EQ. • IQ and technical skills are important and will get you in the door. • But EQ is the essential condition of leadership. • Without it, a person can have the best training, lots of smarts, lots of ideas, but he/she still won’t make a great leader.
- 34. Relationships The Dynamic Nature of EQ • IQ generally cannot be improved • EQ can be developed and improved. It is a skill that can be learned and exercised.
- 35. Relationships Improving your EQ level • Reflect on your own emotions, how you respond to certain situations that “push your buttons.” • Ask others for perspective. • Begin to be observant. Self-reflection is a critical skill to learn as a leader. • Use “the pause” to help manage emotions. • Explore the “why” of others going through certain situations. • Learn from criticism • Practice, practice, practice.
- 36. Relationships Raising the Level of Your EQ • Refer to the Relationships – EQ Worksheet • Step 1: Reflect on your own emotions – do this individually • Share with your group • Step 2: Think of who you could ask for perspective. Once you have them identified, think of a specific time when you were in a highly emotional state. Write this down and take it back as homework for when you return. • Share the person and the situation with your group.
- 37. Relationships Raising the Level of Your EQ • Refer to the Relationships – EQ Worksheet • Step 3: Be observant • Step 4: Use “the pause”. • Discuss with your group some specific situations where using “the pause” would be very helpful for you. • Step 5: Explore the “why” – homework
- 38. Relationships Raising the Level of Your EQ • Refer to the Relationships – EQ Worksheet • Step 6: Learn from criticism • Discuss with your group what this will look like for you, and what might be getting in the way of that happening. • Step 7: Practice. The ultimate homework!
- 39. Relationships Takeaways • What did you discover about your own EQ? • Which of the steps will be easy to do when you get back? • Which of these will be difficult for you and why? • How can you begin helping your staff to also increase their EQ levels?
- 40. Wrapping Up The Four Key Areas of Leadership • Your personal Leadership Philosophy • Purpose that is relevant, specific, outward-focused • Culture – the behaviors and actions that need to change • EQ – Being honest and vulnerable so that you can improve the essential element of great leadership
- 41. Wrapping Up Final Takeaways, Questions
Notas do Editor
- Principles that we are going to work through apply to all size “ships”, whether large or small. Doesn’t matter how big your Y is, this is for you.
- Evidently I was in a nautical mood when I created the topic titles…
- Boomers have traditionally embodied a command and control leadership style, according to Dan Schawbel, founder of Workplacetrends.com and managing partner of Millennial Branding, a millennial-focused research and management consultancy. "Boomers have been autocratic leaders that are all about command, control and policies, such as working nine-to-five," he says. "Millennials want to create a more collaborative environment where they exchange ideas with peers and accomplish a mission instead of a corporate culture that's rigid with policies and procedures."
- Vision & Mission: geared towards WHAT a company currently does and plans to do Purpose: More simple statement that is less about the “what” are more about the impact for stakeholders
- Culture is like the air we breathe – everyone knows it’s there, but no one knows how to move it in any one certain direction
- We will look at how improving your EQ skills will help build relationships that keep staff engaged and emotionally connected to their work
- Most people in the community still do not realize we are a non-profit organization that strengthens the community
- “Value stems from values”. Make sure you let this sink in – it’s not as simple as it sounds.
- Sometimes our leadership does not align with our values, which leaves us frustrated
- We will go through this process as an exercise
- How is this different from the mission statement? Which one of these is more compelling as a customer? As an employee? To someone looking for a job?
- Action for customers is …? Purchasing the product or service Action for staff is …? Being engaged, taking initiative, feeling empowered
- “Programs” is vague, and rightly so. We can’t list all the programs that we run in the Y in the mission statement.
- Might be a little lofty, but what the heck. It gets your attention, it’s motivating, and ultimately it will be true. Group activity #2. Go through the “Purpose” worksheets. You only need to come up with one purpose statement today, but you can do more if you want.s
- How is culture like an invisible rudder? What are some other ways to describe culture?
- Jon R. Katzenbach is a leading practitioner in organizational strategies for Strategy&, PwC’s strategy group. He is a managing director with PwC U.S., based in New York. He is also founder of the Katzenbach Center at Strategy&, a center of excellence in the areas of organizational culture, leadership, informal organization and motivation.
- There is an emotional connection to the people, the cause and the specific purposes of your Y When culture is good, the amount of pay is not the only reason they are there. When it is bad, your staff will jump ship for .10 an hour more somewhere else.
- Often attributed to Peter Drucker, business management guru. Strategy is on paper whereas culture determines how things get done. Anyone can come up with a fancy strategy, but it’s much harder to build a winning culture. Moreover, a brilliant strategy without a great culture is ‘all hat and no cattle,’ while a company with a winning culture can succeed even if its strategy is mediocre.
- Culture cannot be changed like strategy
- Daniel Goleman connected EQ to business leadership in 1998
- Rutgers psychologist Daniel Goleman connected EQ to business leadership in 1998
- IQ can be raised by learning to play a musical instrument, and by learning a foreign language
- For example, a driver cuts you off on the highway. A driver is holding up traffic by going slow in the left lane. “Why” - As much as we want to empathize, it’s difficult to put ourselves in other people’s shoes.