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EPICS Leadership

Summer 2009

Carla ZoltowskiWilliam OakesPurdue EPICS Program

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References Several books by John C. Maxwell

o The 21 Irrefutable Laws of Leadership book and Workbook (2007) – refer to as M21/M21W

o Developing the Leader Within You Workbook (2001) – refer to as DLWW

o The 17 Indisputable Laws of Teamwork book (2002) and Workbook (2003)

Exploring Leadership: for college students who want to make a difference by Komives, Lucas, and McMahon (2007) – will refer to as “KLM”

Student Leadership Challenge (2008) by Kouzes and Posner – refer to as “SLC”

A Leadership Primer by General Colin Powell

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Leadership DefinedWhat is your definition of leadership?Maxwell argues that “The True Measure of

Leadership Is Influence—Nothing More, Nothing Less”. (M21, p 11)

(Relational) leadership is defined by KLM as a “relational and ethical process of people together attempting to accomplish positive change.”

“Law of the lid: Leadership Ability Determines a Person’s Level of Effectiveness”

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Developing LeadersModel 1 - organization

o No “team leaders”• Everyone is a leader in an aspect of the team

o Roles rotate among team members. o Meeting Coordinator, Recorder,

Timekeeper, Encourager/gatekeeper• Descriptions of roles• Tasks to be done by roles

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Developing LeadersModel 2

o Students assigned specific roles• Team leaders, • Project leaders, • Financial officers, • Personnel manager,• Liaison with community,• Webmaster

o Roles have job descriptions• Tasks to be done• Training for roles• Teachers as leadership coaches

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Prepare Students for Roles

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Maxwell’s Levels of LeadershipPosition: People follow because they

have to Permission: People follow because they

want to Production: People follow because of

what you have done for the organizationPeople development: People follow

because what you have done for themPersonhood: People follow because of

who you are and what you representFrom Maxwell, DLW Workbook p. 4

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To be a leader for others, you must first be a leader for yourself.o KLM: Developing and maintaining healthy

relationships starts with a knowledge of self and an openness to appreciate and to respect others.

o Maxwell: first step of many of the laws of leadership

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Understanding YourselfBennis (1989) lessons to develop self-

knowledge:You are your own best teacher.Accept responsibility. Blame no one.You can learn anything you want to

learn.True understanding comes from

reflection on your experience.

Bennis, W. G. (1989). On becoming a leader. Reading, MA: Addison-Wesley.

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The Law of PrioritiesLeaders Understand That Activity Is Not

Necessarily Accomplishment (M21, p207)

“When we are busy, we naturally believe that we are achieving.”o “But, busyness does not equal productivity.”

“Prioritizing requires leaders to think ahead, to know what’s important, to know what’s next, to see how everything relates to the overall vision.”o “All good leaders have learned to say no to

the good in order to say yes to the best.”

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Priorities“Thinking ahead and prioritizing

responsibilities mark the major differences between a leader and a follower.”

Pareto Principle*o Time: 20 percent of your time produces 80

percent of the results.o Speech: 20 percent of the presentation

produces 80 percent of the impact.o People: 20 percent of the people will be

responsible for 80 percent of the organization’s success.

Directly from DLWW p. 26-27

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OrganizeHigh Importance/High Urgency

Tackle these tasks first.

High Importance/ Low Urgency

Set deadlines for completions and get these tasks worked into daily routine.

Low Importance/ High Urgency

Find quick, efficient ways to get this work done or delegate.

Low Importance/ Low UrgencyGroup tasks and dedicate small amount of time each week; get someone else to do it; or don’t do it at all.

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The Law of Solid Ground“Trust Is the Foundation of Leadership.”“Character makes trust possible. And

trust makes leadership possible.”“Leadership is a potent combination of

strategy and character. But if you must be without one, be without strategy.” General Schwarzkopf

Discussion questions:o How effective will a leader be if he or she

has lost the trust of the team?

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Positive Attitude“It is improbable that a person with a bad

attitude can continuously be a success.” “We are responsible for our attitudes.”“Leaders don’t complain about the wind

—they adjust the sails.”Attitudes are contagious!

o Your attitude will impact those on your team.o Attitudes within teams are also contagious.

(DLWW p. 126 – 127)

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Understanding ChangeLeaders must first be willing and able to

change themselves.Then leaders must become a change

agents.To bring about change:

o Know the technical requirements of the change

o Understand the attitude and motivational demands for bringing it about.

(DLWW)

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Student Leadership Challenge (2008) by Kouzes and Posner – refer to as “SLC”o Geared towards students (examples,

situations, quotes)o Assessment tool: Student Leadership

Practices Inventory

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®Five Practices of Exemplary Leadership (SLC)Model the WayInspire a Shared VisionChallenge the Process (Innovation!)Envision the futureEnlist Others

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Model the Way: Clarify Values Need to be a leader for yourself before you can

be a leader for others. Think about…..

o What values and actions are important to me in creating a climate in which I feel motivated, excited, and fulfilled?

o What strengths to you bring to EPICS? o What goals do you have for yourself and your team?o How would you rate your current leadership ability?o Are you motivated to take on leadership responsibilities

or roles? Why or why not?

Modified from KLM p. 146-7 and SLC p. 47

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Inspire a Shared VisionEnvision the future

o Have vision (goals) for teamo Communicateo Get buy-ino Share your excitement about what you are

doing.Enlist Others

o Make sure everyone has a meaningful role on the team.

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Challenge the ProcessSearch for Opportunities

o Is there a chance to change the way your team normally does things for the better?

o Think of innovative ways to improve the team.

Experiment and Take Riskso Not being afraid to make mistakes.o Disappointments as learning opportunities.

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Enable Others to ActFoster collaboration

o Get buy-in from team.o Build a culture of mutual respect on the

teamStrengthen Others

o Help team mates to be successful

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The Law of Connection“Leaders Touch a Heart Before They Ask for

a Hand.”Based on assumptions that: Everyone wants to feel worthwhileEveryone needs and responds to

encouragementPeople “buy into” the leader before they

“buy into” his or her leadershipMost people are naturally motivated but just

do not know how to be successful (M21, DLWW p. 145 -

148)

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Encourage the HeartRecognize Contributions and Celebrate

the Values and Victorieso Letting team mates know they are doing a

good job!o Recognize students for outstanding

contributionso One team in EPICS had “Wall of Fame”

where they recognize students that have done an outstanding job that week.

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Encouraging students

Be intentional about cultivating leadersCoach them in leadership

o Give them responsibility and feedbackMeet with student leaders outside of

class to help develop their skills.Provide opportunities for them to

read/learn as well as practice their skills