Reinventing Creative

1

• Reinventing Creative Innovative
• Leadership Skills
• Technical Coordinator
• Brad Fregger

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• Todays Agenda
• Role of the Effective Leader
• Effective Recruitment And Retention
• Building Exceptional Teams
• Motivating/Managing High-Potential Employees
• Communicate3

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• Tomorrows Agenda
• The Importance Of Curiosity
• Learning the Skill of Cue Sensitivity
• Resolving Conflicts And Solving Problems
• Nature Of Creativity
• Achieving Creative Environments
• First Three-Days Summary

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• Attaining Mastery
• Unconsciously Incompetent
• Consciously Incompetent
• Consciously Competent
• Subconsciously Competent

MASTERY
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• Guidelines
• Confidentiality (Small Large Groups)
• Respect Trust (Individuals Ideas)
• Patience With Different Cultural Norms
• Honest, Open Communications
• Unbounded Curiosity
• Others? (Dress, Language, etc.)

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• Effective Critiquing
• What Worked for Me
• What I Would Do Differently

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• The Role of Leadership
• The objective of every executive and manager
  (every person in the company) is to attain and
  maintain a competitive advantage. Effective
  leadership does this best.

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The Role of Effective LeadershipEffective
leaders are more capable of dealing with a
changing situationEffective leaders naturally
achieve creative environments
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• The Three Keys to Effective Leadership
• Find the right people
• Show them how good they are
• Get out of their way

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• The Role of Management
• Set the course
• Make sure theyre going in the right direction
• Keep them on course

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• The Role of Management
• Case Study MVP.com
• (Case Study02)
• Study Overview
• Discussion Groups Discuss and
• Report Back

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• The Effective Leader
• A leader who gets the job done in ways that
  increase the
• competence, confidence, and potential of the
  individual
• members of the team being led, while building a
  team that
• can accomplish the seemingly impossible (at the
  very least
• the extremely difficult) all to the long-term
  benefit of the
• organization.

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• Leaders Are
• Relationship Dependent
• Intensely Curious
• Humble
• Not Elitist
• Willing to Give Credit
• Loyal (To the Team)

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• Leadership vs. Management
• Focus
• Managers are power/control focused
• Leaders are relationship focused
• Both strive to get the job done

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• Leadership vs. Management
• Flexibility
• Leadership Styles
• Managing Up the Organization

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• Servant Leadership
• The leader serves the team.
• The team serves its objectives as they relate
• to the goals of the organization.
• The servant leader makes sure the team has
  everything it needs to move forward.
• Secret 7

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• Managing Up
• What Managers Expect
• Depend only on themselves
• Do not fully understand the value of the team
• Believe in need-to-know
• Take credit for the development ofyour team and
  team members

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• Section End
• Questions or comments?
• How about stories?

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• Effective Recruitment
• All You Need to Know
• Find the right people, show them
• how good they are,
• and get out of their way.

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• Finding the Right People
• Whats Important?
• Getting the Job Done
• Arrogance
• Elitism

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• Finding the Right People
• Hiring Diverse Teams is Essential
• Diverse teams of committed talented individuals
  accomplish more and better things.
• Focus on the Best, the Right People
• We live in a diverse challenging environment.
• Reflect that environment.

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• What Matters
• Personal Characteristics
• Fit With the Team (Culture)
• Motivated by What We Have to Offer
• Intelligence and Skills
• Needed to Succeed

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• What Matters Less
• Education
• Résumé Experience
• Age
• Gender
• Race/Religion
• Physical Issues

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• Four Stories
• Georges Story (Mervyns)
• Ians Story (Ishido)
• Johns Story (Eclipse)
• Katherines Story (Dryken)

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• The Interview - Barriers
• Within Us
• Attitudes, biases, expectations, hopes,
  anxieties, needs
• Environment
• Noise, poor lighting, people
• Communication Process
• Jargon, Semantics, Not Listening
• Interview Process
• Lack of Planning, Poor Selection of Questions

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• The Interview
• Main Objective
• Will they be able to get the job done?
• First Impressions
• What If? Questions

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• The Interview Getting Info
• Questions to Determine What Matters
• Friendly Interview vs. Stress Interview
• Whats Their Passion?
• Listen3
• Team Interviewing
• Importance of Diversity

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• The Interview Sharing Info
• Total Honesty
• (Stock Options, Challenges, Characteristics
  Needed)
• If Theyre Not Right Let Them Know
• If Possible Give Them Their Passion

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• The Interview Sharing Info
• Give Them a Challenge
• Give Them a Chance to Contribute
• Give Them the Opportunity to Grow
• (Ill Wait for Dryken)

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• Section End
• Questions or comments?
• How about stories?

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• Building Exceptional Teams
• An exceptional team is a diverse group of
  exceptional individuals, each exhibiting
  initiative, courage, and integrity. Diversity is
  the Key.
• Secret 2
• Recruit to Get the Job Done
• Stay True to Your Hiring Principles
• Diversity

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• Building Exceptional Teams
• Give Them Respect
• Give Them Trust and Faith
• You dont have to prove yourself here, youve
  done that. You are a full member of the team with
  all the rights and privileges, including the
  right to work harder than youve ever worked. We
  expect you to contribute from the very beginning.
  We need your fresh ideas if were going to
  succeed.

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• Building Exceptional Teams
• A Goal They Can be Proud of
• A Chance to be Better Than They Believed
• Responsibility with Authority
• Pay Reward Them Fairly

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• Video/Discussion
• Bolero
• Watch the Video
• Discuss in Group
• Learnings/Insights
• Comments
• Questions
• Report Back

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• Motivating Exceptional People
• You motivate exceptional people by respecting
  and trusting them and by creating an environment
• where they can learn and excel.
• Secret 3
• Make Them Part of an Exceptional Team
• Exceptional People are Self-Motivated

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• Side Bar Fear as a Motivator
• Is Fear an Effective Motivator?
• Training Example
• Swing
• The problem with negative reinforcement is that,
• at the most, it has only a short-term benefit.
• There is great danger of damaging the
  relationship, personal or business, beyond
  repair.

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• Demotivators
• Breaking Promises
• Not Communicating Honestly
• Not Being Fair
• Pay or Rewards
• (Remember, you probably dont know
• who the top contributors are.)
• Not Correcting Wrongs
• Mary Annes Story

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• Motivating Exceptional People
• Believe in them.
• Know they are critical to accomplishing
• the objectives of the team.
• Trust them with honest communication.
• Respect their opinions.
• (Distinction between different and wrong)

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• Motivating Exceptional People
• Provide an Environment where they can learn and
  excel.
• Feed their passion.
• (Make their work part of their job)
• Treat them fairly.
• Tomorrows Sunday!

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• Communicate3
• Dont Assume
• No Surprises
• Effective Communication
• You get difficult things done only through
  effective communications this is how exceptional
  teams
• are created and gain their power.
• Secret 4

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• Communicate3
• We Speak Different Languages
• Communicating clearly is not an easy task you
  will
• need to work on it continuously if you care
• to understand and/or be understood.
• Get Things Done

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• Communicate3
• Before Criticizing
• Is their approach wrongor just different?
• Why do we tell what is right?
• Never compliment, praise, or encourage in
  anyway, behavior you do not want repeated.
• Get Things Done

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• Effective Critiquing
• What Worked for Me
• What I Would Do Differently

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• Problem Solving
• 1st Step to Problem-Solving
• and Conflict-Resolution
• GAINING UNDERSTANDING
• Issues with Active Listening
• Doesnt work with those close to you

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• Section End
• Questions or comments?
• How about stories?

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• Days - End
• Questions? Comments?
• Learnings? Affirmations?
• Stories?

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• Tomorrow
• The Importance Of Curiosity
• Learning the Skill of Cue Sensitivity
• Resolving Conflicts And Solving Problems
• Nature Of Creativity
• Achieving Creative Environments
• First Three-Days Summary