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T I Z I A N A B A R R O W
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1 @ T I Z I A N A B A R R O W EXAMPLE OF LEADERSHIP 2 @ T I Z I A - - PowerPoint PPT Presentation
1 @ T I Z I A N A B A R R O W EXAMPLE OF LEADERSHIP 2 @ T I Z I A - - PowerPoint PPT Presentation
T I Z I A N A B A R R O W 1 @ T I Z I A N A B A R R O W EXAMPLE OF LEADERSHIP 2 @ T I Z I A N A B A R R O W LEADERSHIP Leadership is about enabling others to achieve common purpose in the face of uncertainty. - Professor Marshall Ganz
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LEADERSHIP
“Leadership is about enabling
- thers to achieve common
purpose in the face of uncertainty.”
- Professor Marshall Ganz
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UNDERSTANDING POWER
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MANAGEMENT UP IS A 2-WAY STREET
What do you need to know to help your supervisors meet their goals?
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MANAGING UP : A CONVERSATION-STARTER
I am interested in finding a way to make a greater impact, but I need more information. You have a lot of experience that can help me see the big picture. I need your perspective. Can we set up some time so I can ask questions and get the kind of feedback that will help?
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MANAGING A TEAM
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IMPACT OF MEETING NOTES
- Critical Decision
- Action Items
- Clear Directions
- Accountability
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DELEGATION
Overwhelmed? Give some one else a chance to take action, prove themselves, and maybe even learn something.
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Do’s
- Acknowledge unrewarding tasks
- Understand your audience
- Determine how much direction
they need
- Start small to build the trust
- Do what you say you will
- Set a cadence for progress
reports
- Make the up-front investment for
long-term efficiency
Don’ts
- Avoid micromanaging
- Don’t delegate unless
comfortable with your colleagues’ skills
- Don’t expect it will be done
instantly (especially at first)
DO’S & DON’TS OF DELEGATION
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PRODUCTIVE ACCOUNTABILITY
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PRODUCTIVE ACCOUNTABILITY: EXAMPLES
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- When you haven't heard from someone, share something new to
get their attention, and then ask for an update
- Let the client or colleague that your schedule is filling, "I know
we want to launch the program in July. I have only three days available: July 11, 12, and 13. Please let me know if you would like me to hold a day for you."
- "If I hear from you by….i.e. "If I hear from you by Friday, I will be
able to incorporate your input into the preliminary design“
- "Hello, John. I am forwarding the message I sent last week to be
sure you received it. I look forward to hearing from you."
- Can you please acknowledge that you have received the sign off
check list ….please let me know if you have any questions or concerns that preventing you from signing and returning it
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GIVING & RECEIVING FEEDBACK
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GIVING
- Ask for permission “Do you have a minute”
- Be timely
- Start out with something positive
- Provide specific examples
- Be honest and respectful
- Leave the other feeling good
- Provide a strong dose of empathy before delivering consequences
(holding them accountable)
- Allow for some time to vent
- Move into solution mode by asking questions: (Listen a lot) What’s
working? Where are you getting stuck ? What can you do differently moving forward? Try to offer a solution as well
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RECEIVING
- Willingness to listen
- Ask for feedback off the cuff
- Make it easy
- know when to circle back
- Show resilience
Women only hold 23% of senior management positions. Most of us are reporting to men, and that increases as we advance up the chain. We need men to be giving us actionable feedback, and often.
Source: http://www.forbes.com/sites/work-in-progress/2013/05/01/why-men-hate-to-give-women-feedback/
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KEY TAKE-AWAYS
- Leadership doesn’t need permission because
usually you must be willing to take dirty work
- Sometimes power looks like yielding
- When you are managing without authority
people make the choice to follow you
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Tiziana Barrow
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