Empowering and Developing Others
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Transcript of Empowering and Developing Others
8/13/2019 Empowering and Developing Others
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People Development Principles
People development takes time
People skills are essential for success
Be a model that others can follow Lead others by looking through their eyes
Leaders must care for people before they candevelop them
People developers look for opportunities to build uppeople
The greatest potential for growth of a company isgrowth of its people
Maxwell: Developing the Leader Within You
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People Development
Realize that people are your most valuable asset
Place a priority on developing people
Be a model for others to follow Pour your leadership efforts into the top 20 percent of
your people
Expose key leaders to growth opportunities
Be able to attract other winners/producers to thecommon goal
Surround yourself with an inner core thatcomplements your leadership
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The Law of PrioritiesTo find your key players, evaluate each person according to the
following criteria:
1. The influence testCapable of influencing others
2. The relationship testGood relationships with the majority of people
3. The credibility testRespected by others
4. The spiritual test
Similar values5. The administrative test
Wise decisions
6. The attitude testWillingness to serve others full-time
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Connecting with Others
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The Gardening Principle All relationships need cultivation
Some people come into our lives for a
(specific) reason Doctors, real estate agents, etc.
Some people come into our lives for a season
Few weeks to several years
Some people come into our lives for a lifetime
Family and close friends
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Ways to keep cultivating
important relationships Commitment
Determined to keep it successful
Communication Honest
Authentic
Friendship Sacrifice
Confidentiality
Memories
Shared memories are powerful Growth
Learning and growing together
Spoiling Each Other Unconditional Love
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Barriers to Building Relationships
in our Schools
Determine priorities and steps to
improve relationships in our schools
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True Colors and
Servant Leadership
Which True Color supports
servant leadership?
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Commitment to Others’ Growth
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Empowering OthersTo Be an Empowerer, a Leader Needs:
Position
Relationship
Respect
Commitment
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Ten Questions to Ask Yourself about
Empowering Others:1. Do I believe in people and feel that they are my
organization‟s most appreciable asset?
2. Do I believe that empowering others can
accomplish more than individual achievement?3. Do I actively search for potential leaders to
empower?
4. Would I be willing to raise others to a level higherthan my own level of leadership?
5. Would I be willing to invest time developing peoplewho have leadership potential?
Maxwell: Becoming a Person of Influence
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6. Would I be willing to let others get credit for what Itaught them?
7. Do I allow others freedom of personality and
process, or do I have to be in control?8. Would I be willing to publicly give my authority and
influence to potential leaders?
9. Would I be willing to let others work me out of a
job?10. Would I be willing to hand the leadership baton to
the people I empower and truly root for them?
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How to empower others
to their potential
Evaluate them (their knowledge, skill, and desire)
Model for them
Give them permission to succeed Expect it
Verbalize it
Reinforce it
Transfer authority to them
Publicly show your confidence in them Supply them with feedback
Release them to continue on their own
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Soar with Your StrengthsClifton and Nelson
Nine Principles for Managing Relationships
1. Think of others in terms of their strengths.
2. Quality relationships develop one-on-one.3. “Doing for” never makes up for “doing with.”
4. The more people know about each other, the more likely theyare to like each other.
5. There is no trust without risk.
6. Relationships are built one commitment at a time.7. Being liked is important.
8. Relationships don‟t just happen; be an activator.
9. Use relationship strengths; manage your weaknesses.
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Professional and Personal
Development
Personal/Staff Development
Activities
Focus on needs of people in theorganization
Personal
Professional Spiritual
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Learning for Continuous Improvement What is a PLC (Professional Learning
Community)?
Why PLC‟s? Teacher Isolation
Professional Development Activities
“The Buffer” and “Isolation”
Schmoker: Results Now: How We Can Achieve Unprecedented Results inTeaching and Learning
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Growing New Leaders
Choosing people to mentor
Select people with similar philosophies
Choose people you genuinely believe in
Look for a fit between their potential andyour strengths and experience
Match people to the mountains Start when the time is right
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Enlarging Process
See their potential
Cast a vision for their future
Tap into their passion
Address character flaws
Focus on their strengths
Maxwell: Becoming a Person of Influence
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Enlarge them one step at a time
Attitude
Relationships Leadership (learning to lead others)
Personal and professional skills
Put resources in their hands
Expose them to enlarging experiences
Teach them to be self-enlargers
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Law of Legacy
Leaders who leave a legacy of succession:
Lead the organization with a “long view”
Create a leadership culture
Pay the price today to assure success
tomorrow
Value team leadership above individualleadership
Walk away from the organization with integrity
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Delegation
Delegation is the skill most often
identified for improvement when
assessing administrators.
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Prioritize and Delegate
High Importance/High Urgency………….tackle first
High Importance/Low Urgency…………..setdeadlines and work into routine
Low Importance/High Urgency………….delegate
Low Importance/Low Urgency…………..assign task
out or don‟t do it at all
Maxwell: Developing the Leader Within You
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Steps to Delegation
1. Describe the task and its objectives
2. Emphasize the positives of the task
3. Express high expectations and confidence in abilities
4. Get the delegatee‟s ideas and points of view.
5. Discuss and clarify for understanding.
6. Discuss any constraints present; get tentative commitment.
7. Discuss training needs and agree on training schedule.
8. Discuss any checkpoints for follow-up and deadlines to be met.
9. Discuss and establish priority in relation to other tasks.
10. Agree upon clearly identified first step and confirm commitmentsto the task.
DuPont Leadership Training
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Monkey Management
The One Minute Manager Meets the MonkeyBlanchard, Oncken, and Burrows
“Why is it that some managers are typically running out of time
while their staffs are typically running out of work?”
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If you are trying to do it all, you are
harming your organization.
In attempting to do it all, leaders find themselves:
1. Working overtime2. Spread too thin3. Attending unnecessary seminars/meetings4. Taking on others’ work 5. Rescuing others6. Neglecting leadership duties7. Feeling overwhelmed and burning out8. Feeling frustrated and guilty for not getting things done9. Neglecting their personal lives10. Creating a bottleneck in the organization
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How do I collect monkeys?
1. A person approaches me and tells me of a problemthat needs to be solved. Here is how I accept “themonkey.” Great boss that I am, I listen to theproblem and eventually say, “Let me think it overand get back to you.”
2. I accepted the responsibility for the problem fromthat person.
3. I promised the person a progress report.
We just switched roles: supervisor and worker!
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Types of Monkeys
Sideward-leaping Monkeys
Downward-leaping Monkeys
Upward –leaping Monkeys
“Ricochet” monkeys
“Teflon” Monkeys
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Some monkeys belong to me and should not
be delegated – but the vast majority of
monkeys on my back, on my desk, in my in-box, and in my mind do not belong to me.
Some leaders are compulsive monkey-picker-
uppers. After all, great leaders can solve
anything, right?
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So, what do we do about it?
Great leaders train others to be great leaders. If your staff is notready to take on extra responsibilities, then it is your job to getthem ready!
Monkeys can be opportunities for leadership growth…notproblems.
Train workers to care for and feed their own monkeys. Oncethey learn to do so, leaders are free to do planning,coordinating, innovating, staffing, and other key leadership
tasks.
“All monkeys must be handled at the lowest organizational level
consistent with their welfare.”
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Rules for Monkey Management
To ensure that the right things get done the right wayat the right time by the right people………
Rule 1 Describe the MonkeyThe next moves are specified.
Rule 2 Assign the Monkey
The monkey is assigned to a person.
All monkeys must be handled at the lowestorganizational level consistent with their welfare. Aleader retains only the monkeys that he/she only canhandle.
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Rule 3 Insure the MonkeyThe leader grants authority and freedom through Monkey
Insurance Policies: Level 1 - Recommend, then act
Level 2 - Act, then advise Appropriate level of delegation is selected based uponcircumstances.
Rule 4 Check on the Monkey
The time and place for follow-up is specified.Two reasons for check-ups Catch people doing something right and praise them
Spot problems and take correction action before it is too late
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Apply the rules for
monkey management only
to the monkeys that
deserve to live.
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Obstacles to Good Monkey
Management
Leaders’ Attitudes:
1. Fear that people will think you are not doing anything. “I wouldn‟t asksomeone to do something that I wouldn‟t do myself, so I am „in thetrenches‟ with them helping out.” Question: who is taking the time toappropriately lead the organization while you are in the trenches?
2. Fear that once people are empowered, you may feel as though you arenot needed.
3. Rationalization: “I am the highest paid person on this campus, thereforeI should be working the hardest – stay the longest” should be turned
around to “I am the highest paid person on this campus; therefore, Ishould do what it takes to be the alpha-leader.
4. Rationalization: “I am too busy to delegate…it is easier just to do itmyself.” Profound thought: The more you get rid of your people‟smonkeys, the more time you have for your people!
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5. Leaders often enjoy doing the work of their subordinates (more thantaking on management tasks).
6. Rationalizations: “If you want it done right…”, “This one is too hot formy staff to handle”, etc.
7. Live and die by the adage: “Good leaders can solve all problems.”
8. Hesitation to grant Level 2 freedom to workers based upon worstcase scenarios. “What is the worst thing that could happen?”
9. Delegating is a sign of laziness.
10. Checking up on people is snooping.
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Obstacles to Good Monkey
Management
Workers’ Attitudes:
1. Reluctance to admit to the boss that they are at their limits incapacity. They often will take on responsibilities that they knowthey cannot handle in effort not to disappoint the boss.
2. “Teflon monkeys” slide off the backs of those who should bekeeping them. “I shouldn‟t have to do this, I can‟t handle this, Iam too busy, and it is not my job.”
3. Fear of consequences of responsibility. Workers can turn Level
2 into Level 1 delegation by constantly seeking feedback – getting leader‟s fingerprints on everything they do.
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4. Desire to solve own problems rather than bring them to theboss (Workers wait until the monkey is dead before they takeit to the doctor).
5. “We have a problem.” Don‟t let someone say this. It is eithermy problem or his problem. If it is mine, I will take it. If it ishis problem, there is no reason to delegate. Let him keep itand offer advice on how to solve it. When you offer help, say,“ I will help you with your problem subject to the followingcondition: at no time while I‟m helping you with your problemwill your problem become my problem, because the minuteyour problem becomes my problem, you will no longer have aproblem and I can‟t help a person who does not have aproblem!”
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Three Kinds of
Organizational Time
1. Boss-imposed Time
2. System-imposed Time
3. Self-imposed time1. Discretionary time
2. Subordinate-imposed time
“The more you get rid of your people‟s monkeys,
the more time you have for your people.”
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Educational Monkeys
1. Campus Planning If the campus plan constantly lists the principal as the oneresponsible, a hopelessly-tangled bottleneck has beencreated. Can delegation solve this?
2. SchedulingCan some of the scheduling of activities be delegated?
3. Other ______________________
4. Other ______________________
5. Other _______________________
6. Other _______________________