Amazing 30 Somethings: Building your Situational Leadership
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In building your situational leadership you will learn: 1) 3 types of situational leadership styles to use in any situation 2) What type of emotional approach to use in a situation so that you can send the right message 3) What type of approach to use based on what your team needs. From Mahatma Gandhi and Winston Churchill, to Martin Luther King and Steve Jobs, there can be as many ways to lead people as there are leaders.... figure out your best style and how to be a flexible leader with other Amazing 30 somethings!
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Amazing 30 Somethings: Building your Situational Leadership
- 1. Increase your Situational LeadershipBrought to you by Amazing 30 Somethings S A 3 AMAZING 30 SOMETHI NGS 1
- 2. 2 Amazing 30 Somethings Hands- on excursions, explorations and experiences Immersion Professional Development, Entrepreneurship & Life Style Design Education Life Long Colleagues, Partners and Friends Peer Connections
- 3. 3 Trainer.Coach.Consult ant Dominique Aubry linkedin.com/DominiqueA ubry twitter.com/aubrybella facebook.com/This30sli fe I am strategic operations professional with 10+ years experience leading teams in government, nonprofit and for- profit organizations I am a Lean Startup expert training over 1000+ entrepreneurs and business professionals around the world. My specialty is helping people create life- styles that are fulfilling and freeing while building success and confidence. Meet Dominique
- 5. What Do Good Leader Do? 5
- 6. Leaders are people who do the right thing; managers are people who do things right. – Professor Warren G. Bennis 6
- 7. Adaptive Leadership Situational Frameworks AGEN DA Main Leadership Styles 7
- 9. Main Leadership Styles 9 Transformational/Democ ratic Inspirational, fresh ideas and high expectations Laissez faire/Passive Let (people) do(as they choose) Authoritative/Transactio nal Follow process to the “letter” 40% of Managers don’t recognize employee contributions or efforts We will focus on transformational leadership as it is currently the most relevant and useful style to increase employee engagement.
- 10. Process followed to the “Letter” Helpful when managing risk Get good at making decisions under pressure Tend to be control freaksLeadership role tends to be based on technical expertise Authoritative/ Transactional 10 It is common to demand your team works at top speed and you can end up exhausting everyone.
- 11. Authoritative Leadership Types 11 Pace Setter • Focus on giving orders • Deprives people of control • Often misused causing negative effect • . Commanding • Focus on performance and metrics • Best used when you need results from a motivated team • Can lead to burnout
- 12. Let (people) do(as they choose) Helpful when process is simple Get good at delegating responsibility Let situations run there courseLeadership role tends to be based on a hands-off but empowered approach Laissez faire/ Passive 12 You will be accountable for the outcome. Avoid becoming to remote.
- 13. Passive Leadership Type: Affiliate 13 • Focus on promoting harmony • Values the emotional needs of others • Useful when team needs to be motivated in a stressful time
- 14. Inspirational, fresh ideas and high expectations Helpful when needing to engage team Get good at creating decision making processes Build culture based on shared valuesLeadership role tends to be based on empathy and development Transformational/ Democratic 14 It may not work for every employee. Learn to recognize lack of interest or skill.
- 15. A manager is working on the budget. He is told to get a hot project running immediately. He calls his staff together and explains the project. He then tells them to get it up and going while he completes the budget. 15 SITUATION ROOM
- 16. Adaptability 16
- 17. The Process 17 2/3 Interpreting and developing a hypothesis 1/3 Observing events and patterns 3/3 Designing Interventions
- 18. 4 Dimensions of Adaptive Leadership Focuses on collaboration toward goals Focus on Long-term goals Connects personal goals to organizational goals How to Become an Adaptive Leader Navigate Empathy Self Correction Solutions Embrace uncertainty and adopt new approaches 18
- 20. 4 Frame Approach 20 1Structural Frame Control and Coordination 2 Human Resource Frame Meet staff needs 3 The Political Frame Stakeholders & Negotiation. 4 The Symbolic Frame Vision & milestones Use this model to get a well rounded view of the situation
- 21. Tony runs a small team of IT developers. His organization is being restructure and his projects are being called into question. explains the project. Tony is stressed and struggling to motivate his team. 21 SITUATION ROOM
- 26. June 22nd Capital One Cafe 6:30pm Leading through Change ----------------------------------------- -------------- June 23rdth Forge Baking 9:00am Percolate & Ideate ------------------------------------------------------- July 14th Workbar 6:30pm Entrepreneurship Pitch Night ------------------------------------------------------- July 23rdth Nonprofit Center 9:30am Transformational Leadership Bootcamp ------------------------------------------------------- 26 Upcoming Events
- 27. 30 Year Old Exec Ebook gum.co/30yroldexec $9.97 ONLY $4.98!!! 27 TRANSFORMATIONAL LEADERSHIP BOOTCAMP 50% OFF UNTIL MIDNIGHT SUNDAY JUNE 19th Discount Code WHAT YOU WILL LEARN: • How to motivate in a highly technical, millennial- ized culture • How to create your Personal Leadership Philosophy • How to effectively use cloud based project management tools like Trello and Slack THIS IS FOR ANYONE WHO: • Wants to build leadership and confidence so they can move up in their career • Wants to become transformational in their work and create huge impact • Wants to skill up to be able face 21st century challenges head on Saturday July 23,2016 Bootcamp Price: $175 87.50 Discount code: A3S50TLB19 Learn More @ a3stlb.eventbrite.com
Notas do Editor
- Hi Everyone My name is Dominique Aubry and welcome to the Build your Leadership Workshop brought to you by Amazing 30 Somethings
- Amazing 30 somethings is a community of 30 year olds working to create a better world. We focus on providing folks in their 30’s with educational programming, immerison , peer connections. The idea behind Amazing 30 somethings, is simple…. Every says that you have to have it together at 30.... And the truth is even though many of us are amazing ... We don’t necessarily have it together and combine that with the economy, climate issues, global issues and the fact that we are the next world leaders it is time we got a little support to manage our lives and the world during this dynamic period. That is what this group-Amazing 30 somethings seeks to do.
- Define: ( ask an open ended question) A Political Leader, pursing a passionate, personal cause An explorer, leading an expedition into the unknown An Executive, developing their company’s strategy Every culture is different and we are looking at western leadership
- Ask an open ended question? They help themselves and others to do the right things They set direction, build an inspiring vision …create something new.
- pioneer of the contemporary field of Leadership studies- Yet, while leaders set direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way. The words leader and leadership are often used incorrectly to describe people who are actually managing. These people may be good at their jobs and valued but it doesn’t make them a leader, just a great manager. Not all” leadership groups” are delivering transformational change – This can be dangerous because they are being managed by an indivudal that things they are being led but hteir not. Today we are going to focus on what type of leader you are where you can grow and develop to hit your leadership goals
- Also want to note that leadership means different things to different people around the work. We are focusing on the Western model of individual leadership specifically in the work place.
- Tend to be control freaks- You can get stuck in detail without seeing the larger strategic picture Can use this approach when managing risk, If you are being decisive make sure to plan for crisis and get good at making decisions under pressure otherwise it could negatively impact trust within the team Relying on control and punishment to maintain standards will drive people away, ….what is more common is that your demand your team works at top speed and you can end up exhausting everyone. - If you are being decisive make sure to plan for crisis and get good at making decisions under pressure otherwise it could negatively impact trust within the team
- Pace Setting Leader: Focuses on performance and meeting goals. Expect exceelence from their teams andotfen the leader will jum in to make sure goals are met. The Pacesetting style doesn’t coddle poor perfomers, everyone is held ot a high starndard. It can lead to burn out exhaustion, high staff turnover . Best used when you need to get high quality results from a motivated team, quickly. Based on performance improve the quality of yur teams work using Six Signam ,Kaizen, high-performance coaching . Also motivation skills The Commanding Leader – This style often depends on orders, threat of punishment (unspoken) and tight control. This approach deprives people of having control of their lives. It is often misused and have a negative effect on the team.
- You empower your team to make deciisons and to organize their own process, with little or no guideance, - but situations can collapse into chaose if people have love motivation or poor skills It can work if they are experience, knoweldgable, creative, confident ….or if deadlines are flexible and the process is simple
- The affiliative Leader : The affiliate promotes harmony with a team, this style connects people together and encourages inclusing and resolving confirm. You must value the emotions of others and put a high value on their emotional needs. Is this type whenever the team tension or conflict, trust is broken or team needs to be motivated through a stressful time. ‘ Learn how to resolve confilict, be optimistic, managing emotion in your team.
- Democratic, Participative Leadership They set goals, guide team discussions and make the final decision. You can gain creative input and fresh ideas from working with others Your goal is to build a culture in which people have health debates with one anothers and you may wonder how to manage differing opinions on the team. set an example of being open and flexible yourself mutual acceptance is a priority to ensure everyone’s participation This process can become dangerously slow if you involve your team members in every decision. Transformational leadership combines the analytical side of vision creations with the passion of shared values, creating something really meaningful to the people being led. Consistently excellent and lon-lasting teams tend to have transformational leadership. Hi expectations, and set a fine example, and inspire them to reach for the impossible.
- Similarly, adaptive leaders take the most useful knowledge, skills and values from past situations, and use them to benefit future ones.
- These steps are iterative, so once you've completed them all, you repeat the process and refine your observations, interpretations and interventions until you're satisfied with the solution. Organizations that adjust to changing circumstances do better financially than ones that don't, according to this study. It claims that agile, flexible businesses continually demonstrate strong, sustainable performances and outperform their peers during volatile periods. Adaptive leadership does have its drawbacks. The process of exploring new possibilities can bring a degree of uncertainty, and this can create friction among team members. Leaders may resent their ideas being challenged, and block others' suggestions. It's also not a leadership style that's suitable in all situations. For example, it's better applied to more unpredictable environments than stable ones. When an industry is mature, leaders may need to adopt a style that's more disruptive to innovate and push the business ahead. Furthermore, adaptive leadership may not be appropriate when senior managers need to make important decisions quickly. It takes time to develop different processes and for people to adapt to new situations. Therefore, a more autocratic leadership approach may be suitable in this environment.
- The Boston Consulting Group's Strategy Institute outlines four dimensions that you must succeed at to become an adaptive leader: Adaptive leaders must embrace uncertainty and adopt new approaches to perform well in changeable environments. To succeed in this dimension, you should: Seek input from team members at all levels of the organization. People in junior roles are more likely to be critical of processes and ask challenging questions than those further up the hierarchy. Share the leadership role. No one person is the best leader in all situations. Therefore, you should allocate leadership responsibility to those who are most suited to making particular decisions to achieve the best result for your organization. Question the world around you. Constantly explore risks and test your assumptions by creating hypothetical "what if" scenarios. Remain objective. Heifetz used the concept of "getting on the balcony" as opposed to "being on the dance floor" to refer to the perspective you need. This means spotting trends and patterns rather than focusing on the minutiae of day-to-day activity. Create a shared sense of purpose. Develop rapport with your tea. Reward accomplishment
- In 1959, French and Raven described five bases of Power 1959, American sociologists John French and Bertram Raven published an article, "The Bases of Power”
- The affiliative Leader : The affiliate promotes harmony with a team, this style connects people together and encourages inclusing and resolving confirm. You must value the emotions of others and put a high value on their emotional needs. Is this type whenever the team tension or conflict, trust is broken or team needs to be motivated through a stressful time. ‘ Learn how to resolve confilict, be optimistic, managing emotion in your team.