Leadership Fundamentals All For None Infection Prevention L - - PDF document
3M Infection Prevention Leadership Summit 10/11/11 Leadership Fundamentals All For None Infection Prevention L eadership Summit October 3, 2011 Presenter: Angie Morgan, F ounder , L ead Star , L L C You will have a better future when
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Fundamentals
Presenter: Angie Morgan, F
, L ead Star , L L C
October 3, 2011
All For None
Infection Prevention L eadership Summit
You will have a better future when li lif you live your life as a leader.
Leadership Makes A Difference
3M Infection Prevention Leadership Summit 10/11/11 2 Agenda
Define leadership Share 4 leadership practices that allow you to build greater influence and teamwork Provide you with self reflection and group discussion opportunities Have fun!
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Who are the leaders you admire within
your community?
What are the qualities that they
q y demonstrate that make them admirable?
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Performance
Exceeding Standards for Great Success
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Three Components of Performance:
Meet and exceed all standards. Narrow your say-do gap.
Performance
Clearly, consistently and constantly let others know your intentions and expectations. Practice accountability when performance standards are not met .
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Performance
Exceeding Standards for Great Success
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Decisiveness
Making Choices to Make Progress
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Decisiveness
Making Choices to Make Progress
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Decisiveness
Common Enemies:
P erfectionist goals 100% consensus 100% consensus Procrastination F ear of responsibility
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Decisiveness
Making Choices to Make Progress
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Accountability
Seeking Responsibility First
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We all have challenges:
S L A S H E D F U N D I N G
Diminished Resources
T eam Members tion in the OR T eam Members Unwilling to Change Communicatio
C O M P E T I N G E G O S
Not Enough Data … … Or Too Much Data!
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I work with someone who has a large ego and rarely believes he/she is wrong:
Control
»
My response to their actions
»
Time I spend thinking about this
Don’t Control
»
Their ego
»
Their appreciation for me
Focus on Accountability Challenge ……….....................
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p g individual
»
Communications with them
»
Amount of leadership I provide them
»
Effort to work to build influence with them
»
pp
»
Whether or not they are accountable
»
Their willingness to change
Accountability
Seeking Responsibility First
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Communication
Making Crucial Moments Count
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Significant Dialogues:
In the worst performing companies, poor performers are ignored and eventually transferred
Communication
In the good companies, bosses eventually deal with the problems In the best companies, everyone holds each other accountable regardless of level or position. O n high- performing teams, colleagues willingly and effectively step in to discuss the problem
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Constructive Criticism
Providing criticism is a service to others when done correctly Remove your ego completely from the Remove your ego completely from the communication Criticism must be specific to nonperformance, not general to personality
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Constructive Criticism continued
You provide criticism to improve results, not chastise an individual; be tough on standards, not
Convey your shared goal of strong performance for the individual and success for the organization Connect in a humble manner offering a clear path for improved performance that directly connects to
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Confrontation:
Check your ego W hen confrontation or difficult conversations arrive,
Communication
W hen confrontation or difficult conversations arrive, keep your bearing in order to maintain perspective. F
resolution and an intact relationship. Stay committed to your original goal. Changing your goal to save face, “win,” or counter attack will be damaging.
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Praise, Gratitude and Appreciation:
Make your feedback specific Praise in public
Communication
Praise in public F
Resist the urge to praise and thank everyone, all of the time
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Communication
Making Crucial Moments Count
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Service-Based Leadership
Meeting the Needs of Those around You
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Visit us online www.leadstar.us
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Angie
amorgan@ leadstar .us
www.facebook.com/ leadstar