Prepared for the National Mentoring Summit Arlington, VA; January 2014

Prepared for the National Mentoring SummitArlington, VA; January 2014

Leadership To Transform the Mentoring Movement

http://www.mentoring.org/2014_national_mentoring_summit

"There are many people who think they want to be matadors, only to find themselves in the ring with two thousand pounds of bull bearing down on them, and then discover that what they really wanted was to wear tight pants and hear the crowd roar.

2Greg Owens, LMSW12/18/2013

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Welcome

Greg Owens, LMSW

What You Should Walk Away With:

♪ A framework for leadership work♪ A better understanding of yourself as a leader♪ An understanding of low and high performance♪ How to diagnose for leadership & high performance work♪ Leadership functions, tools and competencies♪ Ideas about where leaders spend their time

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Greg Owens, LMSW 4

Traditional Leadership Mindset

New Collective Leadership Mindset

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Greg Owens, LMSW 512/18/2013

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The Role of Leaders

According to businessman & author Max De Pree, whose leadership moved his company to the top of the Fortune 500:

The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor.

Greg Owens, LMSW12/18/2013

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What is Leadership?

• Leadership is a body of work

• Everybody has to do leadership work to get performance

• It’s a journey; not a destination.


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What is the one thing that every leader must have?


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Followers!


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Outdated Models

Boss/CEOManagers

Workers

Where and When Did This Come From?

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A Brief History Lesson

• Work Is Holistic – 1800s– Shoemaker

• Work Is Compartmentalized – 1900s– Assembly Lines– Factories

• Work Is Holistic Again – 2000s– More Access to Information and Knowledge– Global – Fast

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Why Do We Still Use It?

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Do We Still Believe in an “All Powerful Oz”?

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The Nature of Change

Then

__________

Now

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Sir Ernest Shakleton

“Persons wanted for hazardous journey, small wages, bitter cold, long months of complete darkness. Safe return doubtful. Honour and Recognition in case of success.”

[In London Newspaper, 1906]


http://www.google.com/imgres?imgurl=http://www.shackletoncentenary.org/Sir%20Ernest%20Shackleton.jpg&imgrefurl=http://shackletoncentenary.org/the-team/mission-statement.php&h=352&w=440&sz=28&tbnid=C-vy6zyQUSOVsM:&tbnh=102&tbnw=127&prev=/images?q=sir+ernest+shackleton&hl=en&usg=__sYjLClLTEeaM2H2_nnui-r5Y2MM=&ei=yWhOSv7-IKextwfysO2vBA&sa=X&oi=image_result&resnum=4&ct=image

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Would you go on this voyage?

Do you think that anyone did?Greg Owens, LMSW12/18/2013

Greg Owens, LMSW 19

My New Hero – John Horse

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1963 March on Washington – A Lesson in Leadership and High Performance

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Leadership or Management?


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Manager vs. LeaderCompetencies

A Manager A Leader

Has short-range perspective. Has a long-range perspectivePlans how and when Asks What? and Why?Eyes the bottom line Eyes the horizonImitates others. Originates.Accepts the status quo. Challenges the status quo.Does things correctly. Does the correct thing.Seeks continuity. Seeks change.Focuses on goals for improvement. Focuses on goals of innovation.Power is based on position or authority. Power is based on personal

influence.Demonstrates skill in technical competence. Demonstrates skill in selling the

visionDemonstrates skill in administration. Demonstrates skill in dealing

with ambiguity.


3 Kinds of Work

Greg Owens, LMSW 23

Leadership workThinking long-termLooking beyond your unit, grasping the relationships to othersReaching and influencing constituentsPutting emphasis on vision or values

Management WorkFocusing on production and process, monitoring quality and quantity

Technical WorkDoing the actual work, performing the task, hands on

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Exercise – Where Do You Spend Your Leadership Time?

• Think of a typical week• What kinds of activities did you do during the week,

by the day part (morning, afternoon, after school, after work)

• List the activities by indicating whether they were leadership, management or technical. (see chart on next slide)

• Take one management or technical activity and think of how to turn it into a leadership activity.


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Activity T M L


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Leadership Work Gets Better Performance

Not UrgentUrgent

In High Performance,

work is concentrated in Quadrants I and

II

QI

QIVQIII

Mor

e Im

port

ant

Less

Im

port

ant

LAST

3rd 2nd

1st

•Crises•Deadline driven projects•Pressing problems

•Prevention•Capacity building•Relationship building

QII

•Trivia, busy work•Some phone calls•Time wasters

•Some meetings, some calls•Proximate, pressing matters•Some reports, mail

Where leaders spend their time


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Command Them

Tell Them

Sell them

Teach Them

Approaches to Leading and Teaching

Depth of Learning

Level of commitment and understanding by all those involved

Capacity for continuous generation of leaders

Amount of time required

LOW

HIGH


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What is “High Performance”

The leadership work that is done to achieve targeted outcomes that improve the quality of life

for our customers


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High Performance

• Why we strive for high performance– A higher moral purpose

• Customer’s lives, families, self sufficiency, and communities well being.

• Create an organization that taps into the energy of its employees around the well-being of children and families.

• High stakes for low performance: children, adults, and families at risk


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Lower Performance OrganizationsManagement Philosophy and StyleProblem DrivenRule-bound; system focusedCentralized control of information, resources, decision makingCommunication generally top down or not at allFew opportunities for participation or interactions with managementOften win/lose or adversarial mindset internally and externallyEnds and means often confused

Authority and ResponsibilityTop knows “best”Little risk taking; territorial/isolatedParent/child interactionsFear and punishment are primary motivatorsDisagreement seen as disloyalNo self or organizational renewalCompetition in problem solvingShort-term perspectiveQuality not integrated into process/work methods

Higher Performance OrganizationsManagement Philosophy and StyleVision and value driven; well articulated and shared throughout the organizationFocus on customersResults basedCommunication, decision making dispersed throughout the organizationInformation used for problem-solving and self-guidanceWin/win mindset internally and externally

Authority and ResponsibilityEach individual takes responsibility for own actions; has a personal sense of efficacyAdult/adult interactionsSelf-expression, making a contribution are primary motivatorsIndividual and organizational renewalCollaboration in problem solvingLarger, longer-term perspectiveContinuous improvement mindset

Markers of Performance


Exercise 4

• Take a minute of “I” time and review the markers• Briefly discuss/describe them• Select one marker from the “red” or low performing side and

describe why it is a concern for the organization• Select one from the “purple” or high performing side, and

discuss why it is a good thing or value add for the organization• Take one marker in the “red”, and discuss how to move it to

the “purple” or high performance


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Set Boundaries

Set Direction

Create Alignment

Values

Ideas

Energy/Edge

High Performance


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Quick Quiz!!

• What was the name of the star ship in the hit TV series Star Trek?

• What was the mission of the captain & the crew?


Space - the Final Frontier. These are the voyages of the starship Enterprise. Its five-year mission: To explore strange new worlds. To seek out new life and new civilizations. To

boldly go where no man has gone before.


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Was this the original mission statement?


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This is Gene Roddenberry's’ initial mission statement…

This is the adventure of the United Space Ship Enterprise. Assigned a five year galaxy patrol, the bold crew of the giant starship explores the excitement of strange new worlds, uncharted civilizations, and exotic people. These are its voyages and its adventures.


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Justin Black’s contribution…

Space, the final frontier. Endless. Silent. Waiting. This is the story of the United Space Ship Enterprise. Its mission: a five year patrol of the galaxy. To seek out and contact all alien life. To explore. To travel the vast galaxy, where no man has gone before. A Star Trek.


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What Do You Know About Your Organization?

What is the vision of your work here?

What are the Core Values of the organization?

How do you know this?


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Leadership Exercise

• Think of someone that you followed.• Why did you follow them?• What did they demonstrate or show you?• What did they believe?• What would they not tolerate?


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Big Ideas

ValuesEnergy

Edge


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Big Ideas

– Encompassing, metaphorical; sets direction and keeps people focused on the same goals; something everyone in the organization can contribute to • We won’t have any nursing home that I wouldn’t put my

mother in

• Every child will enter school ready to learn

• Every child has a right to a childhood


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Big Ideas

• “I am the Greatest”• “Let’s put a man on the moon”• “Let us develop a kind of dangerous

unselfishness.”• “Each One Teach One”

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What is my best hope for the mentoring movement in America/the World?

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Big Ideas Must Be…

• Clear• Concise• Consistent• Compelling


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Quantum Ideas(aka BIG IDEAS)

Incremental Ideas(aka little ideas)

Evolutionary Change

Revolutionary Change

Trans-formation

Continuous Improvement

The Paradox of Ideas


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Values

Core values are traits or qualities that you consider not just worthwhile, they represent an individual's or organization's highest priorities,

deeply held beliefs, and core, fundamental driving forces. Core values define what your organization believes and how you want your organization resonating with and appealing to

employees and the external world.

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Big Idea Exercise - Values

Its 10 – 15 years in the future, and you encounter someone you or your program mentored. What do you want them to say about the experience?


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If those statements or comments are your values statements, and your belief about the people who came to you for help, then what won’t you tolerate?

Edge-Exercise


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Edge• What is your “line in the sand” about mentoring?• What won’t you tolerate?• What will cause you to take action to stop

something from happening?• How will people know what your “edge” decisions

are?


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Energy

• The thing that makes you go “Yea Baby”!• The reason that you come to work.• The reason that you got into this business.• What energizes you?• What energizes others around you?

(team/division/agency)• What de-energizes you and others?• What will you do to stop the energy leaks?


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What are the things about this work that energize you?

How do you create, maintain and contribute to an environment where people want to perform at their best?

Energy-Exercise


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Winning Organizations & Movements…

• Have strong values• Everyone knows the values• Everyone knows what they look like• Decisions are made that are consistent with the

values• The organization finds ways to energize it’s

members• Edge decisions are made & people can see when &

where the tough calls are made


DEVELOP YOUR LEADERSHIP LENS

Look for Places and Opportunities to do More Leadership and High Performance Work


Diagnose Your Organization’s Leadership System - Setting Boundaries

SYSTEM “0” Laissez Faire

Mixed(mostly within

technical areas)

Mixed(sometimes not set at

all)

Mixed(mostly on technical

issues)

Higher Level(from outside organization)

Mixed(positive toward job

but not org.)

Mixed(poor to good)

SYSTEM 1ExploitativeAutocratic

DownOnly

Top Down

None

SecurityMoney

Hostile

Mediocre

SYSTEM 2BenevolentAutocratic

MostlyDown

Top Down

Little

Status

Mixed(toward negative)

Fair to Good

SYSTEM 3Consultative

Up &Down

At Top, withConsultation

Some

GrowthRecognition

Mixed(toward)positive

Good to Excellent

SYSTEM 4Participative

Up, Down, and Sideways

Group Participation

Much

IdentityAchievement

Influence

Favorable

Excellent

COMMUNI-CATION

TEAMWORK

EMPLOYEEMOTIVATION

EMPLOYEE ATTITUDES

OUTPUT

GOALS SET

Developed by AHPSA 54Greg Owens, LMSW12/18/2013

Diagnose Leadership Philosophies; Find and Fill Leadership Gaps With High Performance Work


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Winning Leaders and Organizations

• Clearly articulate a set of values for the entire organization

• Embody the values with their own behavior

• Encourage others to apply the values in their own decisions and actions

Adapted from The Leadership Engine by Noel Tichy


Walking the Talk

“Walk the Talk”o Values

– Children & families are important

– Trust, openness, inclusiveness– Actions

• Children & families will be safe, have enough food, thrive, be successful

• Children & families will be a part of the process

“Stumble the Mumble”o Values– Children & families are

important– Trust, openness, inclusiveness– Actions

• People suffer, not enough to go around, poverty, crime, etc.

• You make all of the decisions for the children & families. They are not included


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Aligning Values & Behaviors

• Not settling for achieving results or honoring agency values.• High Performance requires both!

Results

No Values

No Results

No Values

No Results

Honoring Values

Results

Honoring Values


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5 % People who will try to do a good job

10-15 % People who will perform with some “help” regardless of the system

People who are “watching” what 60 % happens to “them” before

deciding

15 % -10% People who will perform with some “help”

5 % People who won’t do a good job regardless of the system

The Nature of People


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A good leader inspires people to have confidence in the leader, a great leader inspires people to

have confidence in themselves

- Eleanor Roosevelt

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Leadership Tools

• Time

• Behavior

• Attention

• Decisions


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Where do you spend your leadership time?


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Leadership and Management in the Networked Talent Model

Leadership

Lev

el in

Org

aniz

atio

n

Percent of Time

Top

of th

eO

rgan

izatio

n1s

t Lin

eW

orke

r

Tim

e H

oriz

on

Long

er)-

Term

Shor

ter)

-Te

rm

0 % 100 % +

Focus of Attention

Task -Management


Behavior can Increase Leadership Capacity

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•You are a role model – your staff and your peers observe what you do. Be the leader you want to be lead by.

•You can stop saying we/they about the field vs. home office or between Divisions or between units or facilities.

•You can stop complaining about other divisions, other parts of the organization.

•Model respect – being on time is one way to do this.

•If your staff meetings are not focused on outcomes, change them.


Time and Attention

• You send a signal to everyone around you about where you spend your time, about what is important.

• As a manager/supervisor spend time where performance is not happening.

• What meetings do you go to? Are they focused on outcomes?

• What do you do with your meeting time? Going around the room for a report out of what everyone did with their time is a waste of time. Ask instead: "What did you do this week to accomplish the agency mission? Whose help do you need?”


• Do you take extra staff with you to meetings? Why? If it is for teaching purposes it makes sense. Or, is it just wasting someone's time?

• Do you spend time on leadership work? Performance? Outcomes?

• Show people you value them. You are worth my time.


Assignments

• Give assignments that will get staff to develop new behaviors about performance. Get them thinking about performance.

• Volunteer for assignments that will build new skills.

• Ask for expectation, directions and required outcomes.

• Set expectations, give direction and require outcomes.

• Publicly reward contributions.


Decisions

• How do you make decisions – Which do you make that your staff should make? Ask them.

• Link decisions to performance.

• Help staff, teach staff to make better decisions. Spend time coaching. Teach others how you make decisions.

• Spend an hour per week with direct reports. Make this valuable time and show them it is important by not allowing interruptions. Ask for some time with your supervisor.


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Leadership Competencies

Those discrete skills & abilities that enable you to use the tools effectively.In order to build capacity throughout the agency we need to assess what behaviors and competencies we need to develop at the individual, team and organizational level.


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• Communicating Vision and Direction

• Promoting Ethics• Leading by Example• Continuous Learning• Strategic Thinking• Decision Making• Systems Thinking

• Championing Innovation

• Organizational Astuteness

• Interpersonal Communications

• Developing Leadership• Team Leadership• Supporting the

Community


Exercise

• How many of these competencies do you (individual) have?

• How many does my team (office, group) have?• How many does the organization (CATA) have?• How will you work to get more competencies

for yourself, team and the organization?


Championing Innovation

“...Most companies are peppered with people who are very quick to say ‘no.’ Most newly hatched ideas are shot down

before they even have time to grow feathers, let alone wings. In saying ‘yes’ to all those who brought their ideas to me, I was simply leveling the imbalance a bit. …One ‘yes’ in a

sea of ‘no’s’ can make the difference.”

Gordon MacKenzie. author of Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace.


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“This is no time when the usual is suitable”.

Hip Hop Artist Mos Def

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Leaders

• Teach• Act Like the Leader they want to

be lead by• Have strong values• Demonstrate those Values in

their Behavior


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Leaders have a Personal Narrative – What’s Yours?

• Where is the “chaos” in your leadership world?

• What does that place look like?

• Where do you go from there?

Questions posed at the Open Society Foundation: Leadership and Sustainability Institute, Miami Fl., December 2013

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Leaders Are Great Communicators


Communication Exercise

• What is the current communication strategy for your organization?

• What would the perfect communication strategy for your organization look like?

• What is the difference?


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A problem well defined is half solved!


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The Gap Analysis

1. Think of a situation that you would like to change or improve.

2. What is it like now? Be as descriptive as possible.

3. What would it be like if everything was perfect?4. The difference between bullets 2 & 3 is the gap.


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Closing the Gap

• What will I do to begin to close the gap? What does my team need to do?

• What resources do we need?• Whose help do we need? What do we want

them to do?• Does this align with other

work/projects/initiatives that are already underway?


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Tomorrow

What will you do tomorrow, or the next time that you are at work, or school, to become a better leader and encourage leaderful work?


Greg Owens, LMSW 82

The greatest glory in living lies not in never falling, but in rising every time we fall.

Madiba

12/18/2013

http://en.wikipedia.org/wiki/File:Nelson_Mandela-2008_(edit).jpg

Prepared for the National Mentoring Summit Arlington, VA; January 2014

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Transcript of Prepared for the National Mentoring Summit Arlington, VA; January 2014