International Property Tax Institute 11th Mass Appraisal ... · International Property Tax Institute Institut international de la fiscalit é immobilière 11th Mass Appraisal Valuation

International Property Tax Institute Institut international de la fiscalité immobilière

11th Mass Appraisal Valuation Symposium

Innovation, Transformation, Knowledge Enhancement and Improved Efficiencies in

Mass Appraisal Niagara Falls, Canada – May 17-18, 2016

Management & Leadership Nelson Karpa MBA, AACI P.App, AMAA, AAM

International Property Tax Institute


Agenda

What defines a manager? What defines a leader? Which is better? Explore the concepts related to management

and leadership – e.g. authority & power What concerns leaders? Leadership styles


Agenda

A leader’s job Situational leadership The working leader When the job doesn’t get done Leadership issues Selection of leaders - Character Summary

Lessons from others


Management - Leadership


Management

o Things o Systems o Organizing o Controlling o Resourcing


Leadership

o People o Values o Morale o Direction o Vision o Why


Manager


Manager

o Preserve the system Defends the way it is done Eliminates risk Perfects / optimizes


Manager

o Plan, budget and schedule Short term Prioritize Logical Brings order


Manager

o Organize and staff Structure Roles / responsibilities


Manager

o Direct and supervise Day to day What, when, how


Manager

o Control and problem solve Fix Prevent bad stuff from happening Contain


Manager

o Order o Predictability o Stability


Leader


Leader

o Challenge the system Disrupt Diverge Add risk


Leader

o Inspire a shared vision Long term Inspiring Big picture


Leader

o Align key stakeholders Outside / Inside Informal Relationships Pulling people together


Leader

o Enable others Provide skills Provide knowledge Creativity Empowerment


Leader

o Encourage the heart Expand energy Tries to make good

things happen


Leader

o Change o Uncertainty o Risk o Vision


Manage / Lead


Manager / Leader

o Which is better?

Leadership – Based on principles Management – Based on technical

abilities

Leadership lessons from space


Concepts


Authority

o A right to decide o A tool to exercise o Can be passed (down)


Power

o Ability to enforce o Sanction o Reward or punish


Types of Power

o Informal Knowledge / expertise Wisdom (seen it before) Experience Connections Persuasion

o All of these require some form of

trust


Types of Power

o Formal Positional Seen on the

org chart


Power

o When to use which?


Responsibility

o Look after o Take care of


Accountability

o Who gets the credit or the blame?


What Productive Employees Say

I know what is expected of me at work

I have the opportunity to do what I do best everyday

I have the materials and equipment that I need to do the work right

In the last seven days I have received recognition or praise for the work that I have done



My supervisors seems to care about me as a person

Someone at work encourages my development

At work, my opinion seems to count

The mission or purpose of my

company makes me feel my work is important



My coworkers are committed to doing quality work

I have a best friend at work In the last 6 months, I have talked to

someone about my progress At work, I have had opportunities to

learn and grow


What should the leader be concerned with?


What should the leader be concerned with?

o The performance and well being of others


A Leader’s Job

o The performance and well being of others, specifically Select Who is on the team What position do they play


A Leader’s Job

o Communicate Expectations Vision The why


Train and Develop

o Build skills o Technical / management / leadership o Thinking skills / problem solving


Manage

o Provide tools o Provide resources o Remove obstacles


Motivate


Leadership Styles

o Autocratic My call

Authoritarian Get input Actively

consider input

My call

Democracy Our call Our input Discussion Each gets a

vote Majority rule

Permissive Your call


Leadership Styles

o Which is best ?


Factors

o Urgency o Skill versus complexity o Personality / style (default)


Situational Leadership

o Match leadership style to the situation


The Working Leader


The Working Leader

The skills that got you there are not the skills you need to move ahead


The Working Leader

o Impediments I can do it better / faster Satisfaction (time horizon)


The Working Leader

The performance and well being of others Relationships Not quite – one of the gang


When the Job Does Not get done

1. Understanding Communications

3. Obstacles / opportunities

Add resources Remove barriers

2. Capability

Training Skill development

4. Will not


When the Job Does Not get done

o Don’t immediately go to #4 This is where you need to be involved with

your staff


Staff Development

o Delegating versus tasking


Leadership Issues

o Courage To do something against your self

interest

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Leadership Issues

o Courage To do something against your self

interest

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&docid=a5NwFumrOQnKJM&tbnid=TEkICKSAedOYEM:&ved=0CAUQjRw&url=http://www.starpulse.com/Movies/Lion_King,_The/gallery/20111005-42/&ei=NWZhU6DvKeb4yQHE0IDADQ&bvm=bv.65636070,d.aWw&psig=AFQjCNHcT9m8rC2psXhlYtkCfmlCMTruPA&ust=1398978445356861�


Leadership Issues

o Vision Which way do we go? How do we get there? You are concerned with the outcome Destination - parameters


Perspective


Modeling the Behaviour o Self Awareness - Walk this Way

o Unity with your team

Hang together or you hang separately


Modeling the Behaviour o Self Awareness - Walk this Way

o Unity with your team

Hang together or you hang separately


Calm

Pressure


Teaching employees to take responsibility / think

o Teach the steps by asking questions o Think out loud. Show them what you would have / did consider

o Don’t rob them of the experience

o Create artificial learning experiences o Self Efficacy


Stay Connected

o MBWA o Need information


Recognition

o Praise in public o Correct in private

Selection of Leaders


Selection of Leaders

o Character Select for

o Wisdom Train for / select for

o Technical knowledge and skills Train for


Competencies

Intellect

People Competencies

Strategic Competencies

Organizational Competencies

Business Competencies

Character • Values • Virtues • Traits

+ + Commitment

• Aspiration • Engagement • Sacrifice


JUDGMENT

Contextually aware; cognitively complex; analytical; decisive;

critical thinker; intuitive; insightful; creative; pragmatic;

adaptable

JUSTICE Fair; equitable; proportionate;

evenhanded; socially responsible

ACCOUNTABILITY Takes ownership; accepts

consequences; conscientious; responsible

TRANSCENDENCE Appreciative; inspired;

purposive; future oriented; optimistic; creative

DRIVE Passionate; vigorous; results

oriented; strives for excellence; demonstrate initiative

COLLABORATION Cooperative; collegial; open-

minded; flexible; interconnected

HUMILITY Self-aware; modest; reflective; continuous learner; grateful;

respectful

COURAGE Brave; determined; tenacious;

resilient; confident

HUMANITY Considerate; empathetic;

compassionate; magnanimous; forgiving

TEMPERANCE Prudent; patient; calm;

composed; self-controlled

INTEGRITY Authentic; candid; transparent;

principled; consistent


Leadership

o A journey o Work with and through others o The performance and well being of

others


11th Mass Appraisal Valuation Symposium

Innovation, Transformation, Knowledge Enhancement and Improved Efficiencies in

Mass Appraisal Niagara Falls, Canada – May 17-18, 2016

Management & Leadership Nelson Karpa MBA, AACI P.App, AMAA, AAM

International Property Tax Institute

Documents

International Property Tax Institute 11th Mass Appraisal ... · International Property Tax Institute Institut international de la fiscalit é immobilière 11th Mass Appraisal Valuation