Leadership in Times of Change

Georgia Banking School

May 2016

DEVELOPING THE LEADER WITHIN YOU by John C. Maxwell

PREPARING BANKERS

TO LEAD THEIR BANKS

We will discuss these key areas of effective leadership:

Having a Great Attitude

Creating Positive Change

Becoming a Problem Solver

Determining your Priorities Daily

Developing People

Defining a Vision

Being Disciplined

Showing High Integrity

Objectives 1. To stress the importance of developing your

leadership skills

2. To learn the principles that make up the five levels of leadership.

3. To recall the importance of coaching for high performance.

4. To prepare you to lead in times of change.

Developed vs. Discovered Leadership is developed,

not discovered. The

truly born leader will

always emerge: but to

stay on top, natural

characteristics must be

developed.

Definition of Leadership Leadership is INFLUENCE

It is the ability to obtain followers.

LEADERSHIP is a dynamic relationship based on mutual influence and common purpose between leaders and collaborators in which both are moved to higher levels of motivation and moral development as they affect real, intended change.

Leadership Activity With a partner, answer these questions:

1. What are the characteristics of a leader?

2. List “public” leaders of the world (past and/or present)…and why you consider them leaders.

3. What does a person do to become a great leader?

The Extra Plus in Leadership: ATTITUDE

IT’S NOT WHAT HAPPENS TO ME

THAT MATTERS BUT

WHAT HAPPENS IN ME

Write the name of someone whom you greatly admire

Describe his/her attitude

ARE YOU PROACTIVE?

Do you respond in a positive or negative manner?

Is everything a crisis?

The 5 Levels of Leadership Personhood (Who you are)

People Development (For them)

Production (What you have done)

Permission (They want to)

Position (They have to)

The Permission Level High Achievers

Care about people as

well as profits

Seek advice and

good listeners

Low Achievers

Preoccupied with own security

Show a basic distrust of subordinates

Avoid communication

Production Level “You can’t build a reputation on what you are going

to do” Henry Ford

When executives were asked what would be the most influential factor in evaluating an employee for a promotion….

SPECIFIC ACCOMPLISHMENTS

Sel not Spel “ I seen this outfit which they ain’t never bot a dim’s worth

of nothing from us and I sole them some goods. I’m goin to Chicawgo.”

“I cum hear and sole them haff a millyon.”

“We be spendin two much time trying to spel instead of sel. Let’s watch those sails. Read these letters from Gooch who is on the rode doin a grate job for us and you should go out and do like he do.”

People Development: Connecting starts with communicating

Hope

Encouragement

Love

Personal Value

PERSONHOOD

Give an example of someone you consider to be on the Personhood Level

How does your team describe you?

How can you reach this level one day?

“You can get everything you want in life if you help

enough people

get what they want in life”.

Zig Ziglar

The most important ingredient of Leadership: INTEGRITY

Image is what people think we are but

Integrity is what we really are

I am who I am … no matter where I am or who I am with

INTEGRITY HAS HIGH INFLUENCE VALUE.

Developing Your Most Appreciable Asset: PEOPLE Level 1: The person who works better with people is a

follower

Level 2: The person who helps people work better is a manager

Level 3: The person develops better people to work is a leader

What is the Value of Superior Performers?

Average Superior

Unacceptable

1 SD

Top 15%

Population

Performance

High performing individuals– one standard deviation above the mean (top 15%)--outperform average performers by 100-200%, avg. = 143%

1Lyle Spencer, “The Economic Value of Emotional Intelligence Competencies and EIC-based HR programs” in D. Goleman & C. Cherniss

(Eds.), The Emotionally Intelligent Workplace (San Francisco: Jossey-Bass, 2001).

22% of 1SD ∆ comes from Selection for performance-

driving competencies

67% of 1SD ∆ comes from

rigorous Performance Management

44% of 1SD ∆ comes from Training &

Development for performance-

driving competencies

How you get a 1 standard deviation change in

performance1

How to raise everyone’s performance “one level”?

Performance Skills = Competencies

Any observable and measurable attribute (whose source may lie in skills, knowledge, values, traits or perspectives) that contributes to success in performing a task or job.

Importance of Competencies Competencies focus us on the what and how,

the behaviors that make for success, enabling us to get better.

------Values/Beliefs

Knowledge

Traits/Perspectives Skills

It is not enough to stare up the steps-

we must step up the stairs.

-Vance Havner

Competencies Test

These 67 Competencies predict…

Performance

Promotion

Potential

Derailment

Competency Example Listening –

Practices attentive and active listening.

Has the patience to hear people out.

Can accurately restate the opinions of others

THE KEY TO LEADERSHIP

DETERMINE YOUR PRIORITIES

ORGANIZE OR AGONIZE High Importance/High

Urgency – tackle these projects first

High Importance/Low Urgency – set deadlines and work part into daily tasks

Low Importance/High Urgency – delegate

THINK ABOUT YOUR OWN TO DO LIST

Low Importance/Low Urgency – busy work – must designate ½ hour of time each day (week)

Measure your strength as a leader

a) Goal Setting

b) Dreaming

c) Creativity

d) Organization

e) Prioritizing

f) Risk taking

g) Problem solving

h) Decision making

Rating scale:

1 Mastered

2. Strong

3 Satisfactory

4 Needs improvement

5 Difficult

The Ultimate Test of Leadership: Creating Positive Change

Why do some people resist change?

Routine disrupted

Fear of the unknown

Purpose is unclear

Fear of failure

Rewards don’t match effort required

Personal loss

Requires additional commitment

OUR ICEBERG IS MELTING by John Kotter

1. Create sense of urgency

2. Pull together team

3. Develop strategy

4. Communicate for buy-in

5. Empower others to act

6. Produce short term wins

7. Don’t let up

8. Create new culture

Quickest way to gain Leadership: Problem Solving

Great leaders recognize a problem in this sequence: They sense it before they see it (intuition).

They begin looking for it and ask ??? (curiosity)

They gather data (processing)

They share their feelings and findings (communicating).

They define the problem (writing).

They check their resources (evaluating).

They make a decision (leading).

Thoughts to ponder: The one who influences others to lead is a leader

without limitations.

People tend to become what the most important people in their lives think they will become.

People do what they see.

The Price Tag of Leadership: SELF DISCIPLINE

Follow a small plan that will make a big difference: List 3 areas in your life that lack discipline Place them in order of priority Take them on, one at a time Secure resources that give you motivation

Ask a person to hold you accountable

Spend time each day getting focused

Allow 60 days to work on each area

Celebrate with who held you accountable

The Indispensable Quality of Leadership: VISION

LEVELS OF PEOPLE: 1) Wanderers – never see it 2) Followers – see it but never pursue it 3) Achievers – see it and pursue it 4) Leaders- see it, pursue it, and help others see it

Be a model for others to follow

I do it

I do it and you are with me

You do it and I am with you

You do it

You do it and someone is with you

CAN YOUNG BANKERS

DELAY GRATIFICATION

AND

MASTER WILLPOWER?

you make a choice to either influence

negatively or positively

Will you become a world class leader for your bank?