Leading as if You are NOT the One in Charge

Dana Wagner

Pitney Bowes Enterprise Learning and Development

Why is it, if I am in charge, it’s hard

to get what I want done?

“Inventories can be managed but people must be lead."

Management’s main

function is:

To produce order and

consistency through processes,

such as planning, budgeting,

organizing, staffing, and problem

solving.

Leadership’s main

function is:

To produce movement and

constructive or adaptive

change through processes,

such as establishing direction

through visioning, aligning

people, motivating, and

inspiring.

— Ross Perot

Management versus Leadership

YOU PROVIDE BOTH FUNCTIONS

Leader Follower

SITUATION

Communication

Leadership Factors

Leadership Self Assessment Questionnaire

Never Sometimes Always 0 1 2 3 4 5

1) I encourage my team to participate when it comes decision-making time and I try to implement their

ideas and suggestions.

2) Nothing is more important than accomplishing a goal or task.

3) I closely monitor the schedule to ensure a task or project will be completed in time.

4) I enjoy coaching people on new tasks and procedures.

5) The more challenging a task is, the more I enjoy it.

6) I encourage my employees to be creative about their job.

7) When seeing a complex task through to completion, I ensure that every detail is accounted for.

8) I find it easy to carry out several complicated tasks at the same time.

9) I enjoy reading articles, books, and journals about training, leadership, and psychology; and then

putting what I have read into action.

10) When correcting mistakes, I do not worry about jeopardizing relationships.

11) I manage my time very efficiently.

12) I enjoy explaining the intricacies and details of a complex task or project to my employees.

13) Breaking large projects into small manageable tasks is second nature to me.

14) Nothing is more important than building a great team.

15) I enjoy analyzing problems.

16) I honor other people's boundaries.

17) Counseling my employees to improve their performance or behavior is second nature to me.

18) I enjoy reading articles, books, and trade journals about my profession; and then implementing the

new procedures I have learned.

Question Question

1 2

4 3

6 5

9 7

10 8

12 11

14 13

16 15

17 18

People Task

Total 30 Total 20

X 0.2= 6 X 0.2= 4

The Blake Mouton Leadership Grid

A leader who uses a "delegate and disappear"

management style

• Not committed to either task accomplishment or

maintenance

• Allow their team to do whatever it wishes

• Prefer to detach themselves from the team process

• Allows the team to suffer from a series of power

struggles

Impoverished Leader Low task, low relationship

Authoritarian Leader High task, low relationship

People who get this rating are very much task

oriented and are hard on their workers.

• Little or no allowance for cooperation or collaboration

• Very strong on schedules

• Expect people to do what they are told without

question or debate

• When something goes wrong focusing on who is to

blame rather than what is wrong and how to prevent

it

• Intolerant of what they see as dissent, making it

difficult for their direct reports to contribute or

develop

Are there circumstances where an authoritarian approach could be the appropriate management style?

Country Club Leader Low task, high relationship

This person uses predominantly reward power to

maintain discipline and to encourage the team to

accomplish its goals

• Almost incapable of employing the more punitive

coercive and legitimate powers

• Results from fear that using such powers could

jeopardize relationships with the other team

members

When might a ‘Country Club’ approach be the appropriate management style?

What might happen, over time, if a ‘Country Club’ approach is used?

Team Leader High task, high relationship

This type of person leads by positive example and

endeavors to foster a team environment in which

all team members can reach their highest

potential, both as team members and as people

• Encourages the team to reach team goals as

effectively as possible

• Work tirelessly to strengthen the bonds among the

various members

• They normally form and lead some of the most

productive teams

Moving to Leadership

Principles of Leadership

• Relationship • Who you are being

• Credibility • What you know

• Influence • What you do

“People don't care how much you know until they know how

much you care”

—John Maxwell

Relationship

• Listen

• Collaborate

• Be reliable

• Be trustworthy

• Be non-manipulative

Relationship Responsibility

Developing Stakeholder Relationships

Three steps to developing a stakeholder relationship:

1. Awareness of others

2. Understanding their world view

3. Acceptance of their differences

If you achieve these steps, you will have a stakeholder who is willing to commit to helping you succeed.

Building Relationships Understanding Other People’s Personal Styles

Are they primarily:

• Introverted or Extroverted?

• Nonverbal or Verbal?

• Task-Focused or People-Focused?

Building Relationships What Are Your Biases?

• Which personal style seems to define this person?

• How do the two of you differ?

• What judgments have you made about this person?

What specifically does the other person do that “bugs” you?

• What adjustments can you make with your style to better understand and

influence this person?

• The ability to build relationships and partnerships is directly linked to

understanding personal styles.

• The more a personal style of another person matches your preferred

style, the more likely you will be able to establish credibility with him/her.

• Observing the behaviors of the person you are trying to influence

helps you to develop an understanding of that person’s reality.

• Hidden and not-so-hidden biases can prevent credibility.

Building Relationships Key Points

Credibility

“Do your homework. You can't lead without knowing what you're talking

about....” — George H. W. Bush

• A capability Competency and knowledge

• An attribute A Character quality- trustworthy behavior

• A power to elicit belief that you are plausible Being committed to the effort and passionate

Credibility is:

Credibility in organizations is a combination of expertise and relationship

• Expertise is the key issue relating to credibility.

When you don’t have the expertise, what can

you do to close the gap?

Credibility Through Expertise

• Expertise is the key issue relating to credibility

• Not everyone has all the expertise all the time

• Expertise needs to be acquired and displayed.

• Expertise is the key issue relating to credibility.

Credibility Through Expertise

KNOW your job - be proficient and be able to train

others in their tasks.

KNOW the four factors of leadership — follower,

leader, communication, situation.

KNOW yourself – your leadership style,

strengths/weakness, skills.

KNOW Your People – their strengths/weakness,

skills

Influence

"Leadership is the art of getting someone else to do something

you want done because he wants to do it."

— Dwight D. Eisenhower

“The power to sway or affect a person or set of events”

• Organizationally, it is gained through authority

• Personally, it is gained through credibility, trust, and

relationships

Influence is:

What types of behavior does an “influencer” display?

Influence through personal power

• Encourages inquiry so everyone understands all the issues Leaders encourage inquiry

• Everyone has equal value during the influencing process All team members should be heard

• Conflict is useful to keep inquiry going Acknowledge the role of ambiguity

• Different perspectives = effective decisions. Diversity provides new channels for inclusion

What types of behavior prohibit influencing?

Influence through personal power

What obstacles do you feel that you face in

persuading and influencing others?

Strategies for Success Applying the Model

• Be Aware of Actions and Reactions

Personal styles

• Lead honestly and ethically

• Consciously assign Tasks

Consider the skills & styles of others

• Focus on leading with the right style

Strive to operate in leadership model

• Focus on relationship development

The Leadership

Process

Situation

Follower

Leader

Outcomes

Strategies for Leadership Success

• Provide Personal Support Help people value themselves and their work, so that they can develop a sense

of self-worth

• Encourage Teamwork Encourage people to establish close, collaborative, successful working

relationships with one another

• Focus on Goals Inspire people to feel enthusiastic about and committed to shared goals, and

motivating them to want to perform well

• Help People Work Effectively Help people meet goals by supporting them, and by providing resources,

materials, or Knowledge

Resources