Leadership through Influence

HR Dimensions, LLC / Career Partners International4040 Vincennes Circle, Suite 250

Indianapolis, IN 46268-3020www.hrdimensions.com

(317) 396-5000

Facilitator:Steve Grow, Partner

What is…?

• Name a leader, past or present, who inspired you

• Identify behaviors or characteristics that you most admire in that person

• What were some obstacles or hardships that his person faced as a leader, and what did this person do to overcome them?

• What are 3 lessons learned from this person?

What makes a leader great?

Influence Model

The Organization

Your Team

You

Self Awareness: ability to read your own emotions

Self-Management: ability to control your emotions and act with honesty and integrity in reliable and adaptable ways

Social Awareness: Includes key capabilities of empathy and organizational intuition

Relationship Management: Includes abilities to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds

“Primal Leadership”From Harvard Business Review: December, 2001

Competencies of Emotional Intelligence

Leadership Balancing Act

Results Relationships

Building Effective Relationships

• Understand yourself - your strengths, liabilities and blind spots

• Value - not just tolerate - differences in others

• Adapt for synergy and more effective communication with others

5 Leaders in 1

Who you areWho your

followers perceive you to be

Who you perceive yourself

to be

Who your boss perceives you to be

Who your peers perceive you to be

Each person’s response to you is dependent upon:

• who they are

• what they need and

• what they expect

5 Leaders in 1

Leading AuthenticallyCharacter -- our essence; who we are authentically

Persona -- mask we wear

Leading In-Persona vs. Leading In-Character

Goal is not to eliminate Persona, but to increase Character

to such a degree that Character supports Persona.

Persona

Character

Persona

Character

How to Prepare for Your Annual Performance Review

• Begin collecting supporting information immediately after your last review.

• Use whatever format that makes the most sense to display your information. But keep it simple, concise, with the pertinent information readily visible. Some use a one-inch, three–ring binder with dividers for the various sections. A highlighter can be used to bring attention to relevant paragraphs or phrases.

How to Prepare for Your Annual Performance Review

• Be prepared for any problems or shortcomings that may be brought up. Tell how you will keep this from happening in the future (such as a course you have taken, a mentor you have found, etc.).

How to Prepare for Your Annual Performance Review

• Do not argue, especially about any perceived negatives being discussed. Whether they are true or not, they are your exec’s perceptions. A phrase like, "I understand how you might have viewed it that way. Next time, I will handle it by doing such and such. I want to do whatever I can to strengthen our working relationship. I consider us a team."

How to Prepare for Your Annual Performance Review

• Discuss your personal and professional goals. Get your supervisor’s buy-in to prepare for a professional certification, enroll in a course or seminar to learn technology needed for the future, subscribe to a publication that will enhance your skills, or resource material that will benefit you and others in the office.

How to Prepare for Your Annual Performance Review

• Listen without interrupting. Hold your temper. Remain professional. Remember, this is your opportunity to provide your exec with the ammunition he/she needs to make you shine and positively reflect on the past year. How you end this year will definitely influence how you begin the next.

How to Prepare for Your Annual Performance Review

Plan Prepare

Proactive Professional

Trust is…

TRUST = Character X Competence

Trust = Time Cost

Trust = Time Cost

The Simple Economics of Trust

Adapted from: The Speed of Trust,Stephen M. R. Covey

4. Results4. Results

3. Capabilities3. Capabilities

2. Intent2. Intent

1. Integrity1. Integrity

Character

Competence

Source: The Speed of Trust,

Stephen M. R. Covey

The 4 Cores of Credibility

Ch

arac

ter

CompetenceLow

Hi

Hi

Dimensions of Trust

Why is trust important in relationships?

Why is trust important in an organization?

The “Ripple Effect” of Trust

3 Essential Components of Leadership:

Vision

Communication

Trust

Leading through Influence

Get it

Create it

Link it

• Share it

• Live it

Success is a journey,

not a destination.

Ben Sweetland