Star Trek Leadership: When the Captain Leaves the Bridge Presenter: - - PowerPoint PPT Presentation

Star Trek Leadership: When the Captain Leaves the Bridge

Presenter: Oliver C. Allen, Jr.

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“The test of your leadership is not what happens when you are there, but what happens when you’re not there.” Ken Blanchard

Mission Objectives

 Module 1 – Homegrown Leaders  Module 2 – How to Identify High Potential Talent  Module 3 – Developing Leaders  Module 4 – Leaving the Bridge in Good Hands

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Homegrown Leaders

MODULE 1

“If you have time to make things better and you don’t, then you are wasting your time on this earth.” Roberto Clemente

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Shortage of Leaders

 Today there is a shortage of leaders at the management level as well as at the executive level  Dramatic rises in retirement level because of the Baby Boomer’s exodus is taking its toll on corporate organizations as well as the federal government

 Organizations cannot fill at the rate of attrition  Budget restraints hampers succession planning

 The shortage is further fueled by:

 Poaching of key people by competitors  Difficulty of retaining talented people

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Options for Shortage Dilemma

 In reality, organizations have basically three options:

• 1. Intensify efforts to hire hard-to-find, costly staff outside the
• rganization
• 2. Take no action and experience decline in performance, which could

lead to going out of business

• 3. Tap into existing workforce; note the quality of high performers

internally (Homegrown Leaders)

 The third option is the most feasible

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Benefits of Homegrown Leaders

 Talent is immediately available  Reduces time and resources used to hire outside talent  Reduces retention because employees will feel as though they had a chance for progression  By growing your own leaders high potential employees get a chance to learn new skills and knowledge as well as take on new responsibilities  Decisions are more accurate when selecting in house

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Obtaining Future Leaders - the Old Way

 Provided opportunities for employees to climb the corporate ladder  Instituted programs such as the SES Development or Executive Leadership programs  The problem with these programs are:

 Progression is slow and can not keep up with the need  Lack of diversity in selections  Empty promises for people in the program  Lack of mentorship and follow-up with graduates

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Obtaining Future Leaders – the New Way

 Build acceleration pools  Develop effective developmental programs  Develop effective mentoring programs  Eliminate “one size fit all” thinking

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“Keep searching until you find your Grant” Lincoln On Leadership by Donald T. Phillips (1992)

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How to Identify High Potential Talent

MODULE 2

Colin Powell’s Rules for Picking People: Look for intelligence and judgement, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.

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Source: Grow Your Own Leaders: Identify, Develop and Retain Leadership Talent - William Byham, Audrey Smith and Matthew Paese (2002)

Who Should Be In the Process?

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Identify Future Leaders

 Earmark specific backup people for specific jobs  Identify people who have the potential to fill multiple senior management positions  Identify people based on their potential

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Managers Are Not Necessarily Leaders in Waiting

 Many organizations fall prey to just looking at their current managers for future leaders  There is a significant difference between a manager and a leader

 Managers look inward  Leaders look outward

 Great managers are not junior leaders waiting for leadership  Great leaders are not necessarily former managers who have developed superiority  Managers can sometimes make great leaders just as some leaders can be poor managers

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Source: Grow Your Own Leaders: Identify, Develop and Retain Leadership Talent - William Byham, Audrey Smith and Matthew Paese (2002)

Training & Development Strategies, LLC

Understanding Talent

 Talent is a recurring pattern of thought, feeling or behavior that can be productively applied  The key to excellence performance by matching a persons talent and the position to be filled  Many managers select only for experience, intelligence or determination; not talent

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Understanding Talent (cont.)

 You can train five prospects in the same manner; however, each will respond to various situations differently  Each of us has a filter that tells us what to notice or ignore. It is the source of our talent  The talent is identified in the response or how one acts to the stimuli of a situation

 Calm  Confident  Etc.

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Difference Between Skills, Knowledge and Talent

 Skills

 The how-to of a role  Capabilities that can be transferred from one person to another

 Knowledge

 What he or she is aware of  Factual knowledge - things you know  Experiential knowledge - things you learned along the way

 Talent- is a recurring pattern of thought, feeling or behavior that can be productively applied

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Source: Grow Your Own Leaders: Identify, Develop and Retain Leadership Talent - William Byham, Audrey Smith and Matthew Paese (2002)

Training & Development Strategies, LLC

Three Types of Talent

Striving Talent

 Explains the why of a person  Displays his or her drive  Competitive, altruistic or both

Thinking Talent

 Critical thinking ability  Linear, practical, or strategic

Relating Talent

 Who one trust  Who one builds relationships

with or whom one confronts

 Wins over strangers or only at

ease with close friends

 Avoids confrontation until he or

she explodes

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Source: Grow Your Own Leaders: Identify, Develop and Retain Leadership Talent - William Byham, Audrey Smith and Matthew Paese (2002)

Training & Development Strategies, LLC

Identify

 Pick those who are willing to be leaders  Understand that leadership responsibilities may not appeal to Generation X and Y  Choose leaders based on potential  Focus on strengths and not weaknesses  Match people to their talents  Choose people who are multifunctional  You can teach skills and knowledge but not talent

 Look for hidden talent!

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Nomination Criteria

 Need a uniform set of guidelines for which prospects can be evaluated  Must withstand legal test  Must promote diversity

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“I'm often accused of hiring people with civil rights experience, and I do plead guilty to that.” Thomas Perez

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Developing Leaders

MODULE 3

How do you grow a company? By growing the people in it! John Maxwell

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Why Invest and Develop In People

 Everybody wins when empowering others to lead  Development improves new leaders for tomorrow  Shares the load of leadership  A great forum for succession planning

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Train and Prepare Leaders

 Teach them the basics…first  Embolden them to seek their highest level of leadership  Place people in jobs that they have been prepared and trained for  Give them the right expectations

 Let them know you are responsible to them, but not for them  Gradually share the load of leadership with them

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Typical Selection of Leaders

 Typically people are place in leadership positions because of their technical skills

 Assumptions are made that they will succeed  Disappointment when the imminent failure prevails

 This often results in a person who can’t lead in a leadership position  Selectees rise to the level of their incompetence because they cannot:

 Empower  Inspire

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John Maxwell’s 5 Levels of Leadership

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Pinnacle People Development Production Permission Position

1 4 3 2 5

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Position

 Position is the lowest level of leadership  Power comes with the job title  People follow because they have to  Position leadership is based

• n the authorities granted by

the organization

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Position

1 4 3 2 5

Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

How to Move Beyond Level 1

 Show gratitude to the people who selected you to lead  Commit to getting out of your comfort zone and dedicate yourself to leadership growth  Determine what form you want your leadership to take  Shift from your position to your potential  Focus on vision of the organization  Move from rules to relationships  Don’t mention your title or position; introduce you  Obtain a leadership coach  Learn to say, “I don’t know”

Star Trek Leadership: When the Captain Leaves the Bridge 25 Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

Permission

 Based entirely on relationships  People desire to follow  Positive environment  An environment of trust

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Permission

Position

1 4 3 2 5

Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

How to Move Beyond Level 2

 Have the right attitude towards people  Know thy self; would you spend time with yourself  Put people ahead of productivity  Make everyone feel valued  Know your team beyond work  Accept the whole person and not just their skillsets  Make the workplace fun  Give undivided attention  Become you team’s Encourager-in-Chief  Practice care and candor

Star Trek Leadership: When the Captain Leaves the Bridge 27 Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

Production

 Based on results  Morale improves at this stage  Decrease turnover rates  Goals are achieved  Change agents  Take people to another level  Make the difficult decisions

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Production

Permission Position

1 4 3 2 5

Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

How to Move Beyond Level 3

 Be the team member you want on your team  Help others to become productive  Learn everyone’s key strengths and build team like a puzzle; right fits  Keep your team focused on the vision  Help your team to get wins; look for obtainable challenges  Maximize the makers, motivate the takers and minimize the breakers—know who is who on your team  Review your teams priorities on a regular basis and keep them focused  Be a change agent  Stay connected to your people despite the how overwhelming the mission and

• bjectives of the organization may become

Star Trek Leadership: When the Captain Leaves the Bridge 29 Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

People Development

 Known for empowering others  Use position, relationships and productivity to invest in their people  Invest in their people until they become leaders (reproduction)  Relationships are high  Teamwork is prominent  Change the lives of people they lead

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People Development

Production

Permission Position

1 4 3 2 5

Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

How to Move Beyond Level 4

 Remain teachable; never stop learning  Believe that people are worth the investment  Work through your insecurities  Recruit the best talent you can develop  Commit time to develop leaders  Use Individual Development Plans and the Performance Management System as your process for development  Start sharing leadership  Blend soft and technical skills in your development process  Inspire; don’t derail people

Star Trek Leadership: When the Captain Leaves the Bridge 31 Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

Pinnacle

 Highest most difficult level  Very talented and gifted  Develops Level 4 leaders  Level 5 leaders develop Level 5 organizations  They create opportunities  They create legacy  People follow because of who they are and what they represent

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Pinnacle

People Development Production

Permission Position

1 4 3 2 5

Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

How to Create a Legacy

 Provide mentorship and coaching  Increase challenges as you share the leadership  Look for unexpected crucial moments they can learn from to include using your

• wn experience

 Let your leaders get exposure to other people in the organization  Remain humble and maintain your niche  Create your support; inner circle  Do what only you can do  Identify those leaders who fill the organization chart  Develop your top leaders  Plan for your successor

Star Trek Leadership: When the Captain Leaves the Bridge 33 Source: 5 Levels of Leadership by John Maxwell (2011) Training & Development Strategies, LLC

Leaving the Bridge In Good Hands: Empowering People MODULE 4

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The Essence of Leadership

Building Trust

 Building of trust on a team is to demonstrate vulnerability first  This requires that the leader to:

 Risk losing face in front of the team, so that subordinates will take the

same risk themselves

 Create an environment that does not punish vulnerability

 Displays of genuine vulnerability; cannot be staged Note: You do not want your team to fear making mistakes!

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Build Trust (Cont.)

 Share your inner feelings and thoughts (Disclosure)  Place confidence in others  Seek to prevent, avoid, and rectify harm to others  Respect the unique needs of others  Show you are human and can make mistakes  Allow others to make mistakes without ridicule  Always honor implied and explicit social contracts

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Be Approachable

 If you are not approachable; you will miss out  Listen actively  Some postures can be intimidating  Watch your nonverbal signs  Do people find you a joy to be around  The tone of your voice makes a difference

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Your Attitude is Your Latitude

John Maxwell’s three approaches to attitude from his book, Winning With People:  No One Can Teach Me Anything – Arrogant Attitude  Someone Can Teach Me Everything – Naive Attitude  Everyone Can Teach Me Something – Teachable Attitude

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Your Attitude Can Be a Game Changer for Success or Disaster

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Betari Box Model

My Behavior My Attitude Your Attitude Your Behavior

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Believe the Best in People

 No one is perfect to include you  Thinking the worst of people can bring out the worst in people  Thinking the best of people brings the best out of people  No one cares what you believe, but that you care

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“I have never, ever focused on the negative of things. I always look at the positive.” Sonia Sotomayor

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More time to manage and less stress incurred Risk of failure can be recognized & acted on Successful results are a reflection of good mgmt. Staff retain initiative benefit from support Staff are motivated by their decisions Staff are empowered & challenged Staff enjoy success and an enhance reputation More time for concentrating on leadership DELEGATE WORK Assign responsibility for part of your

• wn work

STEP BACK Resist the urge to control, so staff can form their own approach MONITOR RISKS Answer questions, make suggestions, assess progress REVIEW SUCCESS Give constructive feedback, and praise good results Empowering Through Delegation (Source; Coaching Successfully by John Eaton & Roy Johnson (2001))

Conflict is Unavoidable but Workable

Conflict strategies that harm:

 Ignoring the problem  Collusion  Win at all cost  Surrendering  Keeping tabs  Using position

Conflict strategies that heal:

 First seek understanding not

agreement

 Clarify the issues by giving your

perception of the problem and allow the other party the same

 Be receptive  Agree on a solution together  Interest not principle is the focus

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Leaving the Bridge in Good Hands

 Identify future leaders; your successor  Teach and train what you know  Identify the training people need to obtain based leadership competences and talent  Use an IDP and Performance Management System as a compass for accessing and fulfilling training needs  Share leadership gradually; monitor but don’t micro-manage  Allow for mistakes  Insecurities have no place in leadership; build your legacy

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“When you eliminate the impossible, whatever remains, however improbable, must be the truth.” - Mr. Spark, Star Trek VI: The Undiscovered Country (1991)

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Oliv Oliver er C. . Allen, Allen, Jr Jr.

Phone: (703) 615-6753 Email: ocallen@tadsllc.com Website: www.tadsllc.com

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