Personnel Cabinet Leadership Institute

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Personnel Cabinet Leadership Institute

• March, 2009
• What Makes a Leader?

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Wellness
Image from lifecoachesblog.com/.../lifecoaches_br
eathe.jpg
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What Makes a Leader?

• Wellness
• Welcome!
• Leadership Exercise
• Review February Assessment Results
• From Managing to Leading
• Leadership Exercise
• New website!
• Coming in April!

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Fitting Into the LI Model
You are Here
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Leadership Exercises

• Who Said This?
• Leadership Quotes Fill in the Blank
• What to do
• Each side of the room will take one of the
  exercises
• Divide into teams (on each side of the room)
• Complete as many questions as you can in 5-8
  minutes cannot ask another group!)
• Provide answers as an entire group
• Winning group gets to pick a prize!

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Memorable quotes?

• Share some of the memorable quotes from exercise
• Any of them resonate within you already?
• Key quote for Institute and our focus
• All Leadership is Influence
• Focus in 2009 Leadership and Strategic Direction

Will be able to access Leadership quotes on LI
website!
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What Makes US a Leadership Team?

• Identify and define Leadership within the Cabinet
• Identify and BE core leadership characteristics
• Establish Cabinet leadership competencies
• Understand the transition of leadership doing
  to leadership being

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Defining Leadership / Leader

• Leadership is a group function and a group means
  having a common purpose.

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Starting Point

• Our MISSION
• The Personnel Cabinet provides leadership and
  guidance to attract, develop,
• motivate and retain a talented, diverse
  workforce foster an understanding of and
  adherence to regulatory requirements and create
  a positive, supportive work environment that
  values all employees.
• Our VISION
• To be regarded by our employees and stakeholders
  as a trusted and valuable
• resource for innovative accessible and
  responsive human resource services.
• Our VALUES
• Integrity
• We believe in adherence to the highest standards
  of conduct and the conviction to do what is
  legally and morally right.
• Quality
• We are committed to providing quality customer
  service. We will continually review our business
  processes based on customer needs and establish
  measures by which we will monitor our
  effectiveness.
• Diversity
• We believe that embracing people from diverse
  backgrounds adds to the richness and creativity
  of our workforce. We will ensure all people have
  equal access to the Commonwealths employment
  opportunities and other human resource services.
• Innovation
• We are committed to finding new and creative ways
  to serve our customers. We will apply progressive
  thinking to our systems, processes and services.

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What Makes a Leader?

• February Assessment Results
• ..\Feb presentation\What Makes a Leader
  Assessment Results.doc
• Highlights
• intangible qualities ones we cannot see, yet
  feel and try to emulate
• Inspirational
• Communicator
• Dependable
• Trustworthy

Will be able to access results on LI website!
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From Managing to Leading

• Podcast review to help us define leadership,
  leadership characteristics, and leadership
  competencies
• Podcast From Managing to Leading

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From Managing to Leading Summary

• Tip 1 Talk less and listen more.
• Leaders are excellent listeners. They listen for
  when help is needed and desired when their ideas
  or comments are crucial. They don t jump in and
  add value just because there is an opportunity to
  do so.
• Tip 2 Know the big picture inside and out.
• Leaders take us where we sometimes dont want to
  go. To do that, you need to know the ins and
  outs of your organizations mission, vision, and
  strategy. Your employees have an innate radar
  that identifies shallow management speak -- like
  synergies, and low hanging fruit,
• Take time to understand what is the big
  picture?
• Take time to learn to speak about and from the
  big picture to others

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From Managing to Leading Summary (contd)

• Tip3 Determine your personal leadership style.
• Leaders lead from their souls, and they live by
  personal values and visions. And their style is
  no accident. Leaders have taken the time to
  determine their person values and vision. An
  example of this type of leading is from Kouzes
  and Posners book, The Leadership Challenge .
• Tip 4 Be honest and disclose.
• Everyone makes mistakes and has fears, doubts,
  and worries. Leaders disclose these things. They
  bring their teams closer to them and to results
  by disclosing fears and failures.

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From Managing to Leading Summary (contd)

• Tip 5 Adapt and then adapt some more.
• Management is about predictability while
  leadership is about adaptability. Leaders know
  things change a lot and they are comfortable with
  change. They expect it and they help their teams
  understand it.
• Remember
• Great leaders still set goals, give feedback, and
  do everything managers do they just do it in
  more subtle and indirect ways.
• Leadership qualities are valued in any role at
  any time in a career. Its never too early to
  exhibit leadership behaviors!

Information taken from Leilas House of
Corrections Podcast http//www.bnet.com/2422-1372
2_23-220957.html
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Group Exercise

• Define what leadership means to us
• Define what it means to be a leader
• Activity
• In groups of four, using the mission statement as
  a guide, develop a 1-2 sentence describing,
  Leadership is
• Using our Values as an example, define the
  Cabinets leadership characteristics
• Elect a group scribe, group interpreter, group
  leader (will present results), and group
  motivator.

An example you say????....Next page please
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How to develop the definitions

• Definition of Leadership
• The Personnel Cabinets definition of leadership
  is the ability to orientate and help other
  individuals find success and guidance.
• Our leaders focus is on the ability to be
• motivational
• Inspiring
• Dependable
• trustworthy
• knowledgeable and are educated
• altruistic
• able to build long term goals and provide
  structure
• creative
• determined
• empowering
• understanding
• not afraid of failure
• Credible / experienced

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Summary

• Leadership Exercise
• Review February Assessment Results
• From Managing to Leading
• Leadership Exercise
• New Website!
• Coming in April!

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Leadership Reference (time permitting)

• Kouzes and Posner The Leadership Challenge

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Leadership Challenge
Characteristics of Admired Leaders Characteristics
Percentage of Respondents Selecting Each
Characteristic 1987 1995
2002 HONEST 83 88
88 FORWARD-LOOKING 62 75
71 COMPETENT 67 63
66 INSPIRING 68 68
65 Intelligent 43 40
47 Fair-minded 40 49
42 Broad-minded 37 40
40 Supportive 32 41
35 Straightforward 34 33
34 Dependable 33 32
33 Cooperative 25 28
28 Determined 17 17
24 Imaginative 34 28
23 Ambitious 21 13
21 Courageous 27 29
20 Caring 26 23
20 Mature 23 13
17 Loyal 11 11
14 Self-Controlled 13 5
8 Independent 10 5
6 Note These percentages represent
respondents from four continents America, Asia,
Europe, and Australia. The majority, however, are
from the United States. (Since they asked people
to select seven characteristics, the total adds
up to about 700.). Kouzes and Posner, The
Leadership Challenge, Jossey Bass, 2002
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Leadership Challenge Summary

• Characteristics Honest, forward-looking,
  competent, and inspiring have remained constant
  during two decades of growth and recession, the
  surge in new technology enterprises, the birth of
  the World Wide Web, the further globalization of
  the economy, and the expansion and burst of the
  Internet bubble.
• While the relative importance of the most desired
  qualities has varied over time, there has been no
  change in the fact that these are the four
  qualities people want most in their leader.
• Whether one believes that leaders are true to
  these values is another matter, but what people
  would like from them has remained constant.

• Hiebert, Murray, and Bruce Klatt. The
  Encyclopedia Of Leadership A Practical Guide To
  Popular Leadership Theories And Techniques. New
  York, New York McGraw-Hill Companies, 2001.

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Leadership Challenge Summary (contd)

• These key characteristics make up what
  communications experts refer to as source
  credibility. In assessing the believability of
  sources of communication whether newscasters,
  salespeople, physicians, or priests whether
  business managers, military officers,
  politicians, or civic leaders researchers
  typically evaluate people on three criteria
  their perceived trustworthiness, their dynamism,
  and their expertise.
• Those who are rated more highly on these
  dimensions are considered to be more credible
  sources of information.

• Hiebert, Murray, and Bruce Klatt. The
  Encyclopedia Of Leadership A Practical Guide To
  Popular Leadership Theories And Techniques. New
  York, New York McGraw-Hill Companies, 2001.

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Leadership Challenge Summary (contd)

• See how similar the three characteristics are to
  the admired leader qualities of honest,
  inspiring, and competent three of the top four
  items selected in their surveys of what personal
  characteristics followers want in their the
  people they would be willing to follow (i.e.,
  their leaders).
• At the essence of understanding follower-oriented
  leadership is to conclude that people want
  leaders who are credible.

• Hiebert, Murray, and Bruce Klatt. The
  Encyclopedia Of Leadership A Practical Guide To
  Popular Leadership Theories And Techniques. New
  York, New York McGraw-Hill Companies, 2001.

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Leadership Challenge Summary (contd)

• Studies show that when their immediate managers
  are viewed as engaging in credibility-enhancing
  behaviors, employees are significantly more
  likely to
• Be proud to tell others theyre part of the
  organization,
• feel a strong sense of team spirit,
• see their own personal values as consistent with
  those of the organization,
• feel attached and committed to the organization,
  and
• have a sense of ownership of the organization.
• When people perceive their manager to have low
  credibility, on the other hand, theyre
  significantly more likely to
• Produce only if theyre watched carefully,
• be motivated primarily by money,
• say good things about the organization publicly
  but criticize it privately,
• consider looking for another job if the
  organization experiences problems, and
• feel unsupported and unappreciated.

• Hiebert, Murray, and Bruce Klatt. The
  Encyclopedia Of Leadership A Practical Guide To
  Popular Leadership Theories And Techniques. New
  York, New York McGraw-Hill Companies, 2001.

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Leadership Challenge Summary (contd)

• Credibility, however, goes far beyond employee
  attitudes.
• It influences customer and investor loyalty as
  well as employee loyalty. An extensive study of
  the economic value of business loyalty found that
  businesses concentrating on customer, employee,
  and investor loyalty generate superior results
  compared to those engendering disloyalty.
• Disloyalty was found to dampen performance by a
  stunning 25 to 50 percent.
• At the center of loyalty, say researchers
  Whether it be the loyalty of customers,
  employees, investors, suppliers, or dealers is
  the personal integrity of the senior leadership
  team and its ability to put its principles into
  practice (Reichheld 2001).

• Hiebert, Murray, and Bruce Klatt. The
  Encyclopedia Of Leadership A Practical Guide To
  Popular Leadership Theories And Techniques. New
  York, New York McGraw-Hill Companies, 2001.
• Reichheld, Frederick F. Loyalty Rules!, Harvard
  Business School Press, 2001.

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Leadership Challenge Summary (contd)

• Appreciating the perspective of constituents in
  the understanding, and practice, of leadership is
  critical and underscores that leadership is a
  relationship.
• This relationship builds upon the character and
  actions of leaders in meeting and responding to
  the needs, expectations, and aspirations of their
  constituents.
• The most effective leaders cherish this
  relationship by realizing that the work will
  ultimately not be done by the leader but rests in
  the hands, minds, and hearts of their
  constituency.

• Hiebert, Murray, and Bruce Klatt. The
  Encyclopedia Of Leadership A Practical Guide To
  Popular Leadership Theories And Techniques. New
  York, New York McGraw-Hill Companies, 2001.