LEVERAGING Y

OUR TALENT

TO LEAD F

ROM T

HE MID

DLE

MA

RY

KA

Y C

AR

OD

I NE

& L

ES

LI E

PE

ND

LE

TO

N

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I TY

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SESSION OVERVIEW

• Role of Mid-Manager• Components of leading from the

middle• Aligning your talents and

strengths• All about you - creating an action

plan

GOALS FOR THIS SESSION AND FOR YOU

We hope you’ll leave this session feeling….

• That you have a very important role on your campus

• Valued for your work

• An opportunity to be more strategic in your role

• Renewed clarity about where you see yourself making the largest impact in the field

THE VALUE OF THE MID-MANAGER

“Top level Management relies on others at deeper levels of the organization to learn what is working and what is not, what new trends are happening and what new directions to consider. In a real sense top leadership is lead by others . . . those in the middle.” - Allan Cohen

Leading from the middle: Issues and answers on leadership for middle managers. Prof. Allan Cohen. Transcript on www.babsoninsight.com

360 DEGREE LEADERMaxwell describes the middle as the optimal place from which to exercise influence. Influence is the key ingredient to leadership. President Eisenhower once said, "Leadership is the art of getting someone else to do something you want done because he wants to do it." The most effective leaders are those who are adept at influencing the actions of others above, beside and below themselves in an organization.

Maxwell, J.C. (2011). The 360 degree leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nielson.

WHAT D

O YOU

SEE AS T

HE ROLE

OF A M

ID-

MANAGER?

MYTHS OF LEADING FROM THE MIDDLE

1. The Position Myth: “I can’t lead if I am not at the top.”

2. The Destination Myth: “When I get to the top, then I’ll learn to lead.”

3. The Influence Myth: “If I were on top, then people would follow me.”

4. The Inexperience Myth: “When I get to the top, I’ll be in control.”

5. The Freedom Myth: “When I get to the to, I’ll no longer be limited.”

6. The Potential Myth: “I can’t reach my potential if I’m not the top leader.”

7. The All-or-Nothing Myth: “If I can’t get to the top, then I won’t try to lead.”

Maxwell, J.C. (2011). The 360 degree leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nielson.

Challenge #1 The Tension Challenge: The Pressure of Being Caught in the Middle

Challenge #2 The Frustration Challenge: Following an Ineffective Leader

Challenge #3 The Multi-Hat Challenge: One Head…Many Hats

Challenge #4 The Ego Challenge: You’re Often Hidden in the Middle

Challenge #5 The Fulfillment Challenge: Leaders Like the Front More Than in the Middle

Challenge #6 The Vision Challenge: Championing the Vision is More Difficult When You Didn’t Create It

Challenge #7 The Influence Challenge: Leading Others Beyond Your Position is Not Easy

CHALLENGES A MID-MANAGER FACES

Maxwell, J.C. (2011). The 360 degree leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nielson.

PART 2

: COM

PONENTS

OF LEADIN

G FROM

THE

MID

DLE

WHO DO YOU LEAD?

• Leading Up• Leading Across• Leading Down

• Vision

• Supervision

• Scouting

• Initiative

• Collecting & Using data

• Visibility and promotion of ideas

• Student advocate

• Asking good questions from different perspectives, including the opponents

• Strategic planning

• Using your budget

• Communication

• Managing vs. leading

• Environmental scanner

• Listening to the priorities of the institution, president, VP, and others

• Translator to the students, new professionals, colleagues, community, and supervisor

COMPONENTS OF LEADING FROM THE MIDDLE

WHAT INHIBITS YOU FROM TRULY LEADING FROM THE MIDDLE?

• Lack of confidence in the value of your ideas• Insecurity• Lack of competency• Uncomfortable with empowering staff and

letting them lead• Idea that there will be more work• Not feeling like you have the authority or

the power• Other?

PART 3

: ALIG

NING Y

OUR

TALENTS A

ND STRENGTHS

NO

W,

I T’ S

AB

OU

T Y

OU

!

DANIEL PINK, DRIVE

What really motivates us?• Autonomy • Mastery• Purpose

http://www.youtube.com/watch?v=u6XAPnuFjJc

watch from: 4:45-10:36

Started from disengaged workers in the workplace

Realize talent and capitalize on that talent

Weakness-fixing will not produce excellence at the same rate as strength-building

Using talents should give you energy as well as success

“One should waste as little effort as possible on improving areas of low competence. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.”

— Peter Drucker

GALLUP ORGANIZATION STRENGTHSQUEST

http://www.strengthsquest.com/home.aspx

5 Essential Elements: Career Wellbeing Social Wellbeing Financial Wellbeing Physical Wellbeing Community Wellbeing

66% doing well in at least 1 area; 7% doing thriving in all*

Career Wellbeing

Use strengths everyday Avoid burnout 6x more likely to be

engaged in their job*

People thriving in career wellbeing have a deep purpose and plan to reach their goals.

GALLUP ORGANIZATIONWELLBEING

*Rath, T. & Harter, J. (2010). Wellbeing: The five essential elements. New York: Gallup Press.

CAREER WELLBEING CONT’D

Rath, T. & Harter, J. (2010). Wellbeing: The five essential elements. New York: Gallup Press.

PART 4

: OK, N

OW W

HAT

DO I DO? A

CTION P

LAN

& M

OVING F

ORWARD

SELF-ASSESSMENT OF KNOWLEDGE, SKILLS, AND

STRENGTHSPlease rate yourself on a scale of 1-5 (5 being the highest) (like it; good at it)

Supervision 1 2 3 4 5

Assessment 1 2 3 4 5

Motivation 1 2 3 4 5

Managing your supervisor 1 2 3 4 5

Visioning 1 2 3 4 5

Strategic planning 1 2 3 4 5

Using budget 1 2 3 4 5

Advocacy 1 2 3 4 5

Communication 1 2 3 4 5

Translator 1 2 3 4 5

Team player 1 2 3 4 5

PERSONAL ACTION PLAN

What I am REALLY excellent at (better than anyone I know)

Ways I can more effectively incorporate these talents into my work every day

New opportunities at my institution to utilize my talents

People who are strategically placed within my institution to help me with my career development

Opportunities that can further my responsibility or role to promote my growth

Action steps I want to take and by when

QUESTIONS A

ND

CONTACT

INFORM

ATION

Mary Kay Carodine, Ph.D.Assistant VP for Student Affairs marykay@ufl.edu(352) 392-1265

Leslie Pendleton Director of Florida Opportunity Scholars Programlesliep@ufsa.ufl.edu(352) 392-1265