50TH ANNUAL CONFERENCE MAY 24-27, 2017 … Keynote Strengths... · People with dominant Executing...

PERSONAL AND PROFESSIONAL EXCELLENCE

50TH ANNUAL CONFERENCEMAY 24-27, 2017

ORLANDO, FLORIDA

Strengths-Based LeadershipRyan Darby, PhD

WHAT YOU DO AND WHO YOU NEED

Write down 10 core responsibilities of your job (what you do)

Rank these tasks/responsibilities in order of importance

Circle the tasks/responsibilities that require buy-in from others

Star the tasks/responsibilities that require working with others or assistance from others

• Who is the best leader that you have ever known?

• What are this person’s characteristics?

LEADERSHIP

Good Leadership helps build

commitment and loyalty

influence effort and performance

affects firm performance (long-term)

Alosh Bennett

LEADERSHIP

Volumes of research on how effective L&M impacts employee

commitment, loyalty, satisfaction, effort, performance, extra-role performance, stress, turnover

드림포유

What makes a good leader?

WHAT IS A LEADER?

Are Managers & Leaders Different People?

MANAGER LEADERTraits TraitsLikes order, predictability Charismatic, inspirational, motivating/empoweringEfficient, organized VisionaryControlling, problem solver Proactive, EnergeticRisk averse Likes challenge, excitement Risk takerCalculating, objective Intuitive, empathetic

Behaviors BehaviorsReacts to goals (plans & budgets) Creates goals (sets direction)Provides reality checks Provides vision & strategyOrganizes & staffs Aligns peopleLimits choices Develops fresh approachesControls & problem solves Motivates & inspiresConserves existing order & predictability Creates & leads change

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MANAGEMENT AND LEADERSHIP

Management is about coping with complexity. Planning and budgeting Organizing and staffing Controlling and problem-solving

Leadership is about creating, leading and coping with change Setting a direction Aligning people Motivating and inspiring

From Kotter, “What Leaders Really Do”

LEADER VS. MANAGER

Manager and Supervisor are job titles Focus on duties (what is to be done) Focus on order and consistency Dependent on subordinates

Leader refers to the social-psychological aspects of managing Focus on how things are done Focus on change Dependent upon followers

http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/?mod=rss_WSJBlog

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ANY JOB OF ANY RESPONSIBILITY WILLREQUIRE YOU TO USE BOTHLEADERSHIP AND MANAGEMENT SKILLS

We all know that managers who don't lead are boring, dispiriting. Well, leaders who don't manage are distant, disconnected. Instead of isolating leadership, we need to diffuse it throughout the organization, into the ranks of managers and beyond.” – Henry Mintzberg (2004)

IMPORTANCE OF LEADING & MANAGEMENT SKILLS• You need three types of skills to succeed as leaders: technical,

cognitive & interpersonal.

opensource.com

GREAT MAN/GREAT WOMAN THEORIES

Great Leaders are born from defining experiences or a super attribute

Theory developed by historian Thomas Carlyle who said “The history of the world is but the biography of great men.”

“EMINENT ORPHANS” “Twelve presidents — George Washington,

Thomas Jefferson, James Monroe, Andrew Jackson, Andrew Johnson, Rutherford Hayes, James Garfield, Grover Cleveland, Herbert Hoover, Gerald Ford, Bill Clinton and Barack Obama — lost their fathers while they were young.”

Malcolm Gladwell and Marvin Eisenstadt looked at 573 prominent leaders A quarter had lost a parent by age 10, 34.% by

age 15, 45% by age 20.

YOU AT YOUR BEST

What about you? When have you been a successful leader? What “trait” was most responsible for your

success?

“The thing that is really hardand really amazing is giving up on being perfect and beginning the work of becoming yourself.”

– Anna Quindlen, author

Intelligence Self-Confidence Determination Sociability Integrity

MAJOR LEADERSHIP TRAITS

From Northouse, 2004

EXECUTING INFLUENCING RELATIONSHIP BUILDING

STRATEGIC THINKING

People with dominant Executing themes know how to make things happen.

People with dominant Influencing themes know how to take charge, speak up, and make sure the team is heard.

People with dominant Relationship Building themes have the ability to build strong relationships that can hold a team together and make the team greater than the sum of its parts.

People with dominant Strategic Thinking themes help teams consider what could be. They absorb and analyze information that can inform better decisions.

Achiever ArrangerBelief ConsistencyDeliberative DisciplineFocus ResponsibilityRestorative

Activator CommandCommunication CompetitionMaximizer Self-Assurance Significance Woo

Adaptability ConnectednessDeveloper EmpathyHarmony IncluderIndividualization PositivityRelator

Analytical ContextFuturistic IdeationInput IntellectionLearner Strategic

34 themes of talent

LEADERSHIP DEPENDS UPON

Copyright © 2012 Gallup, Inc. All rights reserved.

What you do

Who you are

A leader helps others open the door to their potential.

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THEMES AS A FILTER:PHOTOGRAPHY AS A HOBBY

ResponsibilityI am a photographer whom others count on to capture memorable moments.

RelatorI am a photographer who finds pleasure in taking pictures of my family and friends.

MaximizerI take, sort, and refine multiple images of the same subject until I am satisfied with the quality of the image.

THEMES AS A FILTER:PHOTOGRAPHY AS A HOBBY

LearnerI am a student of photography — I’m always taking a new class and testing new equipment.

AnalyticalI am a technician. There is an art to photography, but there is also a science. I try to master each technique I discover.

THEMES AS A FILTER:INFLUENCE A GROUP TO MAKE A CERTAINDECISION

Learner

Analytical

THEMES AS A FILTER:INFLUENCE A GROUP TO MAKE A CERTAINDECISION

Responsibility

Relator

Maximizer

USING TOP 5 TO INFLUENCE

Examine your top 5 strengths Which have you used in the past to successfully

influence other people? How did you do it? Share your success with the group

BUILDING STRENGTHS

1. Know your talents.

2. Value your talents and assume responsibility for using them.

3. Relive your successes to help you develop strengths.

4. Practice using your talents.

APPROACHES TO INFLUENCE

RationalRational

SocialSocial

EmotionalEmotional

APPROACHES TO INFLUENCERationalRational

Logical Persuasion Legitimizing Exchanging Stating

Which of your top 5 lends itself most easily to building rational influence?

What “strengths” are most easily swayed by rational influence?


EmotionalEmotional Appealing to Values Modeling

Which of your top 5 lends itself most easily to building emotional influence?

HOW BUYERS THINK THEY MAKE DECISIONS

8 out of 10 decision makers say that they disregard emotions when making decisions

7 out of 10 say they use just the objective facts

HOW DECISIONS ARE ACTUALLY MADE

BUT! The majority claim they would not close a deal if they had a “bad feeling”

Suppliers are chosen because they feel that the supplier has least risk and highest benefits

FEELINGS ARE FACTS

SOUNDTRACKS IN LIFE

Have you ever walked into a meeting that felt this way?

Have you ever worked somewhere that felt this way?

Do you know anyone that feels like this?

WHAT IS YOUR SOUNDTRACK?

What is your typical work soundtrack?

What do you want your soundtrack to be?

Do they match? If not, why?

If I didn’t know you, and I looked at your Facebook feed…what soundtrack would I give you

Choose a soundtrack for the other members of your group


SocialSocial

Socializing Appealing to Relationships Consulting Alliance Building

Which of your top 5 lends itself most easily to building social influence?

Some Ideas on Leading Successful ChangeFrom the Change Management Literature

Based on observations of 100+ companies, Kotter drew these lessons:

• Establish a sense of urgency based on market and competitive realities and current or potential crises

• Form a powerful guiding coalition to lead the change• Create a vision and strategy to direct the change• Communicate the vision with words and examples• Empower others to act on the vision by removing obstacles,

modifying structures and systems, and promoting risk-taking• Create short-term wins and recognize those responsible• Consolidate improvements by aligning systems, structures, and

policies• Institutionalize new approaches by connecting new behaviors to

corporate success. Sense of closure.Source: Kotter, J. P. Why transformation efforts fail. Harvard Business Review.

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“Relationship helps us to define who we are and what we can become. Most of us can trace our successes to pivotal relationships.”‒Donald O. Clifton

Copyright © 2012 Gallup, Inc. All rights reserved.

EMOTIONS SPREAD

If you have happy people in your network, your more likely to be happy now AND in the future

Groups of happiness are because of the “spread of happiness” and because people make friends with like others.

EMOTIONS SPREAD

“A friend who lives within a mile (about 1.6 km) and who becomes happy increases the probability that a person is happy by 25%.”

coresident spouses by 8% Nearby siblings ( < 1 mile) by 14%

APPLYING YOUR INFLUENCE

What is something that you are trying to accomplish but need other people to accomplish?

How might you use your top 5 to influence others to your side?

Get feedback from your group Write down your final strategy

PEOPLE WE ENJOY BEING AROUND

Source: Kahneman, D., et al. (2004). A Survey for Characterizing Daily Life Experience: The Day Reconstruction Method. Science. 306. 1776-1780.

1.Friends2.Relatives3.Significant Other----------------------------------3rd from last: Customers2nd from last: Co-workersDead last: Boss

NEGATIVE INFLUENCE

Coercion Forcing Manipulation

How have you felt when others have exerted negative influence on you?

Self-Awareness, Self-expression, and self-Regulation

BALCONY OR BASEMENT?

ACTIVATOR®

Ready-Fire-Aim

Speaks Before Thinks

Loose Cannon

In Left Field(because others

haven’t caught up)

Self-Starter

Energy Source

Mover and Shaker

Fearless



ACTIVATOR

A person with strong ACTIVATOR is attending a meeting. How might this theme manifest itself?

Positively? Negatively?



FUTURISTIC®

Dreamer

“Fantasy Island”

Lacks Pragmatism

Out in Left Field

Imaginative

Visionary

Creative

Inspiring



FUTURISTIC

A person with strong FUTURISTIC is attending a meeting. How might this theme manifest itself?




DISCIPLINE™

A person with strong DISCIPLINE is attending a meeting. How might this theme manifest itself?


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Copyright © 2000, 2013 Gallup, Inc. All rights reserved.

Key One: Identifying Talent

Key Two: Setting Expectations

Key Three: Motivating

Key Four: Developing

THE FOUR KEYS TO GREAT MANAGEMENTAND LEADERSHIP

61KEY ONE: IDENTIFYING TALENT

A manager’s job is to identify the right talent for the role, task, or project and then focus and nurture that talent.

What is meant by the phrase “right talent”?

What does it mean to have a belief in talent?

Are there any positions that don’t require talent?


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KEY ONE: IDENTIFYING TALENTA manager’s job is to identify the right talent for the role, task, or project and then focus and nurture that talent.

To do this a manager must:

1. know and understand the unique contributions and talents of each person on the team

2. know and understand the team’s DNA


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KEY ONE: IDENTIFYING TALENT

Vital Considerations

Does the manager know and appreciate the unique talents of each team member?

Does the manager know and appreciate what each team member does best?

Does the manager know and appreciate what each team member enjoys most about his or her role?

How clear is the manager about his or her own talents and strengths?


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KEY ONE: IDENTIFYING TALENT To identify talent

– understand and appreciate the unique talents of each team member

– identify the tasks and activities each person does best

– appreciate the valuable role each team member plays and the potential contribution each person brings to the team


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KEY TWO: SETTING EXPECTATIONSA manager’s job is to define the right outcomes and then let each person find his or her own route.

What are the “right outcomes”?

Can people really be allowed to find their own route? When is this not appropriate?

Do some managers try to legislate style? How effective is that?


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KEY TWO: SETTING EXPECTATIONS

A manager’s job is to define the right outcomes and then let each person find his or her own route.

This is the manager’s challenge:

How do I get people to do what I need them to do when I know I cannot force everyone to perform the same way?

This is the solution:

Define the right outcomes and let each person find his or her own route.


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I know what is expected of me at work.

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Does the manager agree with each team member’s understanding of what he or she gets paid to do?

How clear is each team member about what the manager expects of him or her each month, quarter, and year?

How does the manager determine whether or not each team member meets these expectations?

Does the manager know what team members expect of him or her as a manager?

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To set expectations

– identify the tasks and activities each person does best

– understand what exactly each team member needs from the manager to be successful

– develop a strategy to help each team member find the way that works best for that individual

– find the format and frequency of communication that works best for the team and each team member

70KEY THREE: MOTIVATING

A manager’s job is to identify what excites and motivates each team member about his or her work and then individualize the approach accordingly.

What makes positioning people to use their strengths hard to do?

What would the manager’s team members say if you asked them, “How much time does your manager spend on your strengths rather than your weaknesses?”


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KEY THREE: MOTIVATING

A manager’s job is to identify what excites and motivates each team member about his or her work and then individualize the approach accordingly.

Employees who do not feel adequately recognized are TWICE AS LIKELY to say they will leave their organization in the next year.

Feeling valued and recognized accounts for 10% to 20% difference in PRODUCTIVITY and REVENUEand thousands of LOYAL CUSTOMERS.


Consider your motivation sources. What gives you energy, passion, and momentum? Below, are five potential motivational factors. Would each of these factors mean the same thing to you? Or is there one that would mean the most to you? a 10% raise in salary

being named your organization’s performance coach of the year

a public endorsement by other strengths coaches as a thought leader

making an outstanding contribution to your community

72WHAT ARE YOUR MOTIVATIONALFACTORS?





Does the manager know what each team member finds most satisfying about his or her work?

Does the manager know what motivates each team member about his or her work?

Does the manager know how each team member likes to be recognized?

Has the manager created a culture of recognizing others’ accomplishments?



To motivate

– understand and appreciate the unique motivational factors for each of his or her team members

– find the format and frequency of recognition that works best for the team and each team member

– create an environment that encourages recognition and praise

75KEY FOUR: DEVELOPING

A manager’s job is to help each employee find a role that asks him or her to do more of what that employee is naturally wired to do, and then create heroes in every role.

What’s the implication of positioning the “right people in the right role”?

Has the manager defined world-class performance in every role?





Does the manager know the particular skills that each team member would like to acquire? Does the manager know the best way for each to acquire these skills?

Does the manager create heroes in every role?

Does the manager track team members’ developmental progress?



As a strengths coach, you can encourage a manager to turn this key by helping him or her:

– understand and appreciate the natural strengths and abilities of each team member

– identify opportunities in which each team member can apply his or her strengths more often

– discover the developmental wants and needs of each team member

– develop an individual development plan for each team member

People who use their strengths every day are SIX TIMES MORE likely to be more successful.

Teams that focus on strengths every day have 12. 5% GREATER productivity.

Teams that receive strengths feedback have 8.9% GREATER profitability.

Strengths is a Business Strategy

Look for strengths in action.

When you spot a colleague using a strength, write him or her a short note that describes what you saw and reinforces the value of his or her strengths.

Most people think they know what they are good at. They are usually wrong. And yet, a person can perform only from strength.” — Business guru Peter Drucker

BE A STRENGTHS SCOUTCelebrate a Colleague’s Strengths.

“

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One important discoveryyou made:

One thing you are wondering about:

One thing you learnedabout yourself:

DISCOVERIES

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KEY FOUR: DEVELOPING


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THE POWER OF TWO


Through Gallup’s research into the nature of collaboration, these three statements emerged as the most important for determining how well your abilities mesh with those of your collaborator:

1.We complement each other’s strengths.

2.We need each other to get the job done.

3.He or she does some things much better than I do, and I do some things much better than he or she does.

GUIDING PRINCIPLES

1.Themes are neutral.

2.Themes are not labels.

3.Lead with positive intent.

4.Differences are advantages.

5.People need one another.

85WHAT MAKES A GREAT TEAM?


Gallup discovered these secrets about the most engaged and productive teams:

1.They share a common mission and purpose.

2.Everyone on the team understands and appreciates that he or she is great at some things and not very good at others.

3.Team members are aware of each other’s talent filters.

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WHAT DO GREAT TEAMS HAVE INCOMMON?

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50TH ANNUAL CONFERENCE MAY 24-27, 2017 … Keynote Strengths... · People with dominant Executing...

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