Slide 1 Strategic Leadership Adjusting your approach to reflect employee capabilities and desires 1 23 4 Copyright © 2003 Alexander Hiam

Slide 1

Strategic Leadership

Adjusting your approach to reflect employee capabilities and desires

1

23

4

Copyright © 2003Alexander Hiam

Day One: SLTi Online Cert.

Introductions Adult Learning and SLTi History of SLTi Components & System of SLTi Management vs Leadership The Culture of Organizational Leadership

Introductions: A Bit About Us!

HRD Press– Strategic Leadership

And YOU?

Adult Learning Principles

What Are They?

Why Are They Important?

Adult Learning Principles

Adults are autonomous and self-directed.

Adults are goal-oriented.

Adults are relevancy-oriented.

Adults need to be shown respect

Motivating Adult Learners

External expectations

Social aspects

Personal advancement

Escape/Stimulation

Cognitive interest

Motivating Adult Learners

What Are Some Barriers to Adult Learning?

What Can You Do To Maximize Effectiveness?– Motivation– Reinforcement– Retention– Transference

Other Questions/Discussion?

SLTi Program Components

Leader’s/Instructor’s Guides Participant Coursebooks Assessment Options PowerPoint DVD Support SLTi Game Starfish Files

A Historical Perspective Fleishman, Ohio State

University – 1957

Likert, New Patterns of Management – 1961

Blake & Mouton, Managerial Grid – 1964

Hersey & Blanchard, Theory of Leadership – 1969

Hiam, Strategic Leadership Workshop - 2003

Comparative Information

Break: 10 Minutes

Slide 2

A Strategic Role for Leaders Employees have varied needs based on the

work they are doing and what skills and attitudes they bring to it.

Strategic leadership responds to these varying needs with appropriate strategies to guide the leader’s efforts.

The leader chooses from a handful of general strategies, then uses judgment, experience, and creativity to find (many) good ways to implement the strategy depending on circumstances.


Slide 3

A Question for You…

What is the difference between management and leadership??


Slide 4

Management versus Leadership

To manage can mean simply to be in charge,to control, or to take responsibility

Leadership usually means to inspire, to motivate, or to help others achieve important goals

How do we do this?


Slide 5

Leading by Focusing on Others

Leaders generate exceptional performance by giving their attention to what others need to succeed, then

Leaders attempt to influence the performance of others through how they (the leaders) act or behave


Slide 6

Managers’ Leadership Behaviors

Managers often take action in attempts to influence the performance of others.

What sorts of things do managers doin their efforts to lead?

Take a few minutes to LIST examplesof specific management behaviors you have seen or done.


Slide 8

More Examples of Behaviors

Discuss

Listen

Be friendly

Ask Questions

Create deadlines

Define rules

Write reminders

Give feedback


Slide 9

What do I do When…?

We can think of strategic leadership as making thoughtful choices about what behaviors to use.

What are the possible actions a leader can take, and which of them will work best?


SLTi: End Of Day One

Assignment: Read Historical Sheet

Online Homework – Set Up a Sub Account, Invite a Participant.

Take the Learning Style Profile

Day Two: SLTi Online Cert.

Online Overview What Is Strategic Leader Behavior? Exploring The Strategies

– The Instruct Strategy– The Coach Strategy– The Relate Strategy

Slide 10

What is Strategic Leader Behavior?

Employee maynot improve

(Whose fault is it?)

StrategicOutcome:

Non-strategicOutcome:

Employee ismore likelyto improve.

Leader is concerned, takesaction based on leadership

habits or assumptions

Employeeis not

performingwell

Employeeis not

performingwell

Leaderevaluates the

context

Leader adaptsactions basedon needs inthis context

a)

b)


Slide 15

Each Case Response is a Behavior

Encourage him? Remind him of

objectives he hasn’t yet met?

Give him more information about quality goals?

Put him in charge of improving the results?

Example: What should you do…

…if employee is improving but not completely meeting quality goals yet?


Slide 16

Where do the Behaviors Focus?

TASK focus on getting the job done

Leader concerned with performance, not the performer

The Instruct strategy epitomizes this focus

PERSON focuson helping the employee

Leader concerned with the performer, not the performance

The Relate strategy epitomizes this


Slide 17

Dividing our Lists of Behaviors

TASK focus: Instruct Set goals Give feedback Check quality Give out

assignments

PERSON focus: Relate Listen, sympathize Praise, encourage Feed Discuss common interests


Slide 19

4 Combinations of 2 Dimensions


Delegate Instruct

involvement onboth dimensions

Less leadership Task-orientedbehaviors

Relate Coach

involvement (likeRelate + Instruct)

More leadershipbehaviors

People-oriented

P+

P-

T- T+

Slide 20

Interpreting your Scores -

If Highest

Relate(R)

Coach(C)

Delegate(D)

Instruct(I)

Good with employeeswho can take on moreresponsibility

Good with employeeswho need support

If Highest

Good with employeeswho need supervisionand support to improve

Good with employeeswho need informationand structure to learn


Slide 21



Instruct

Coach

Relate

Delegate

(I)

(C)

(R)

(D)

May need to give employees more information and structure

May need to focus on helping employees improve

May need to give more support

May need to give employees more responsibility

Slide 22


One type of leadership is usually dominant for each leader (but ties can occur)

It gives you clues as to the special strengths of your natural orientation

One type is usually lowest for each leader too

It gives you clues as to where your development path lies as a leader


Slide 23

ACTIVITY: Strengths & Gaps

What specific things do you do that make you effective?

What might you do more of?

?


Slide 24

As leaders develop they become more likely to use alternate strategies

Your Strategy Variability Score gives youan indication of how adaptable your

leadership behavior is right now.

- Why might leaders want to be adaptable?

- Is it difficult to change our behavior?

Alternate Strategy Alternate Strategy Alternate Strategy

Dominant Strategy


Slide 25

Strategy Type Varies fromPerson to Person

7

6

5

4

3

2

1

0Instruct Coach Relate Delegate

Ho

wo

fte

nis

str

ate

gy

do

min

an

t?

2.74

6.09

3.00

4.17


Slide 26

Exploring the Strategies: Leader Behaviors

L

Per

son-

focu

sed

beha

vior

s?

H

L Task-focused behaviors? HCopyright © 2003Alexander Hiam

3-11

Instruct Strategy

Context:C1 – Incapable but willing (desires to do well)

Leader’s Goal:Increase competence; get employee “up to speed”

Copyright © 2003

HRD Press, Inc.

Performance Performer

Leader'sFocus

High

Low

4-1

Module 4 Overview

When to use the Instruct Strategy

A model for communicating assignments

Strategies for overcoming challenges when communicating assignments

Managing feedback and task structure

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HRD Press, Inc.

4-3

Steps in Communicatingan Assignment

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4. Check EmployeeUnderstanding

3. CommunicateExpectations (How)

2. ExplainImportance (Why)

Express Confidenceand Support

5.

1. CommunicateResults (What)

4-4

Managing Feedback

Feedback is information about performance that…

Lets employee judge accurately and frequently how he/she is doing

Helps employee see how to perform better Makes employee want to improve Makes employee feel good when he/she

performs wellCopyright © 2003

HRD Press, Inc.

4-5

Managing Task Structure

You may need to modify a task if…

It lacks meaning and interest (add to it) Employees don’t make decisions or have no

control in deciding how best to do their work Task is inefficiently designed Task lacks instruction or support to keep it

“doable”

Copyright © 2003

HRD Press, Inc.

4-6

Module 4 Summary

The Instruct Strategy is used with C1 employees—not capable of doing the task perfectly

The Instruct Strategy focuses mostly on performance and how the employee does it

Sometimes feedback or task design needs to be improved

Assignments need to be communicated fully and clearly

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HRD Press, Inc.

4-7

Module 4 Summary(continued)

In the Instruct Strategy, the leader makes sure the employee knows the what, why, where, when, and how of the assignment

There are five parts of communicating an assignment:

What Why How

Check Encourage

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HRD Press, Inc.

5-2

Coach Strategy

Context:C2 – Incapable and unmotivated

Leader’s Goal:To build competence, as well as to encourage and reinforce employees’ efforts

Copyright © 2003

HRD Press, Inc.


Leader'sFocus

High

Low

5-1

Module 5 Overview

When to use the Coach Strategy Characteristics of the Coach Strategy Three useful tactics:

Listening Asking for input Giving positive and constructive feedback

Copyright © 2003

HRD Press, Inc.

5-3

Purposes of Effective Listening

Encourages employees to share information and feelings

Allows you to check your understanding of information

Helps build trust and positive relationships

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HRD Press, Inc.

5-4

Three Levels of Listening

Attentive

Responsive

Empathic

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HRD Press, Inc.

5-5

Attentive Listening

Actions that show you are paying attention:

Saying “yes” or “ummm”

Nodding

Maintaining eye contact

Leaning toward speaker

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HRD Press, Inc.

5-6

Responsive Listening

Involving yourself in the communication:Paraphrasing

“If I understand you correctly, you’re saying…”

Clarifying

“Did you say…?”

Summarizing

“So you will be creating a new procedure?”Copyright © 2003

HRD Press, Inc.

5-7

Empathic Listening

Listening for and reflecting the speaker’s feelings and emotions.

Examples:

“It sounds as if this has been difficult for you.”

“You seem pretty excited about the project!”

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HRD Press, Inc.

5-8

Barriers to Effective Listening

Personalizing

Passing Judgment

Lack of/LowEnergy Level

Distractions

Personal Style

Beliefs About the Messenger

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5-9

Asking for Input

To encourage employee involvement: Use an interested, considerate tone of

voice Ask open-ended questions

Examples:“What is your opinion of this format for the report?”

“How might that be done?”Copyright © 2003

HRD Press, Inc.

5-10

Basic Feedback Options

Option 1. Positive Feedback: Increases the likelihood behavior will continue

Option 2. Constructive Feedback: Increases the likelihood behavior will stop or change

Option 3. Negative Feedback: Hurts feelings and motivation

Option 4. No Feedback: Makes the outcome uncertain Copyright © 2003

HRD Press, Inc.

5-11

Good Feedback Is…

Descriptive: Describes performance, not inferences or opinions

Specific: Provides details, not vague generalities

Constructive: Provides guidance for future performance

Timely: Feedback is given soon after performance for greatest impact

Considerate: Doesn’t hurt feelingsCopyright © 2003

HRD Press, Inc.

5-12

Giving Positive Feedback

Let the associate know: What you liked Why you liked it

Example:

“Thanks for taking the initiative to organize the work group materials and cross-reference them by subject and date. This will save us a lot of time when we need that information.”

Copyright © 2003

HRD Press, Inc.

5-13

Ineffective Responses toUndesirable Behavior

Avoiding Confrontation Overreacting Complaining Lecturing Padding

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5-14

Giving Constructive Feedback

Let the employee know: What specific behavior or result you don’t like and why What you want and the benefit

Examples:

“I’m not happy that the project reports are a day late. This gets everyone off schedule and we miss our deadlines.”

“Don’t do as much review of the project once it is basically finished. This will enable us to meet our schedules and deadlines and it will be less review work on your part.”

Copyright © 2003

HRD Press, Inc.

5-15

Constructive Feedback Tips

Build a working relationship that facilitates open communication (i.e., talk often)

Prepare for the interaction (plan) Consider how to deal with the associate’s

reactions Balance with positive feedback Ensure privacy and a non-threatening setting

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HRD Press, Inc.

6-2

Relate Strategy

Context:C3 – Capable but unwilling/ insecure

Leader’s Goal:To build employee confidence and commitment

Copyright © 2003

HRD Press, Inc.


Leader'sFocus

High

Low

6-1

Module 6 Overview

When to use the Relate Strategy

Characteristics of the Relate Strategy

Supportive performance climates

Reacting skills: agreeing, disagreeing constructively, building on ideas

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HRD Press, Inc.

6-3

Behaviors That Promote…

Self-Confidence: Set attainable goals Praise achievements Express confidence in employees Recognize intermediate goals/accomplishments Share feedback from customers

Meaningfulness: Explain how task

contributes to overall plan

Take an interest in the work

Tell them about employee accomplishments

Copyright © 2003

HRD Press, Inc.

6-4

In the Eyes of the Beholder

85% of people say their manners are good to excellent

But only 23% of other people agree with them

Most people (approx. 75%) think their boss has poor manners!

(Survey by ORC International)

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HRD Press, Inc.

6-5

It Is Polite To…

Speak with employees regularly Use polite language: “please” and “thank

you” Take a polite interest in how they are

doing Apologize for any mistakes or

impoliteness, whether it was intended or not

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HRD Press, Inc.

6-8

Module 6 Summary

The Relate Strategy is used with employees who are capable but unwilling and/or insecure.

Relating uses few directive behaviors and many supportive behaviors to build confidence and increase motivation.

Involving employees in problem solving, planning, and decision making demonstrates confidence.

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6-9


Employees lose motivation if they think they are being treated rudely.

Listening and reacting to employees’ ideas encourages involvement.

Reacting skills include agreeing, disagreeing constructively, and building on ideas.

Copyright © 2003

HRD Press, Inc.

SLTi: End Of Day Two

Assignment: Review Participant Coursebook

Day Three: SLTi Online Cert.

Online Overview The Delegate Strategy Exploring The Strategies

– The Instruct Strategy– The Coach Strategy– The Relate Strategy

7-2

Delegate Strategy

Context:C4 – Capable and willing/ confident

Leader’s Goal:To encourage the employee to work more independently

Copyright © 2003

HRD Press, Inc.


Leader'sFocus

High

Low

7-1

Module 7 Overview

When to use Delegation

Characteristics of the Delegate Strategy

Benefits and barriers to delegation

The delegation process and how to use it

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HRD Press, Inc.

Slide 35

Delegating: The win-win strategy

Benefits leader when employee self-manages, needs less attention

Benefits employee when leader trusts him/her, encourages development

Delegation uses less attention on task and person, but not no attention!


7-3

Definition of Delegation

“Transferring to someone else

a portion of your authority

and responsibility while

retaining accountability

for the task.”

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HRD Press, Inc.

7-4

Delegation Steps

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1. Choose a Capable, MotivatedPerson

2. Explain the Objectives

3. Give the Person theResources and Authorityto Do the Job

4. Keep in Contact to ProvideHelp as Necessary

7-5

Categories of Job Tasks

Work that can be…

Done only by you

Delegated to a trained person

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HRD Press, Inc.

7-6

Step 3: Capability is higher,leader focuses mostly on attitudeand confidence-building.

Step 2: Attitude may weakenunless leader focuses on it, andcapability is still fairly low.

Step 4: Capability is strong, andso is attitude. Less leadershipis required.

Step 1: Willingness butlow capability.

NegativeAttitude

PositiveAttitude

Step 3 Step 2

Step 1

Step 4

Step 5

Low-initiative,dependentemployeeHigh-initiative,

independentemployee

HighCapability

LowCapability Copyright © 2003

HRD Press, Inc.

Benefits and Barriers: Delegation

7-7

Module 7 Summary

The Delegate Strategy is used with employees who are capable and self-motivated

Delegation is transferring a portion of your authority and responsibility while remaining accountable

Delegation benefits employees, leaders, and the organization

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HRD Press, Inc.

7-8


The delegation process involves choosing a capable person, explaining objectives, giving the person resources/authority, and providing support as needed

Developmental leaders try to keep employees moving through the other strategies and toward delegation—then introduce a new challenge and start the process again

Copyright © 2003

HRD Press, Inc.

Applying Strategic Leadership

Apply Strategic Leadership by developing a plan for managing employees’ performance

Identify key lessons from the workshop

Slide 39

What Leadership do They Need?

The strategic leader selects a strategy before acting

The strategy is based on employee needs

The leader looks at two key areas of need: capabilities and attitudes

Does she want to do well?

Does she know how to do well?


Slide 40

Basing Strategy on Need(s):

Does leader need to focus on the person’s attitude to make up for lack of desire to

perform?

Does leader need to focus on task

knowledge to make up for lack of

capability?

Does she want to do well?

Does she

know how to

do well?


Slide 41

Case in Point: Assessing Task and People Issues

In Case #3

Does the employee have the full capability to perform this task? Y/N

Does the employee have a strong desire to perform this task? Y/N


8-2

Feedback by Strategy

Instruct: Rich, frequent information about right vs. wrong performance. How to do better.

Coach: Right vs. wrong, plus feedback about effort, attitude and expectations. Use feedback to encourage employee to try harder.

Copyright © 2003

HRD Press, Inc.

8-3

Feedback by Strategy(continued)

Relate: Feedback about attitude; correcting negative talk; reaffirming worth. Praise motivation and effort when you see it.

Delegate: Check performance against co-defined goals; use praise to encourage good performance. Get employee to give you feedback about his/her own performance.

Copyright © 2003

HRD Press, Inc.

Slide 43

Selecting the Best Strategy

What does leader need to do if employees are not capable?

Give information, briefings, examples, and check the work: Instruct.

This strategy focuses on teaching the task.

It assumes employees want to master the task, so it does not worry very much about their attitudes.

Case 3: Show and Tellwith the Instruct strategy


Slide 53

Taking Aim: Develop by Focusingon Employee’s Key Issue

Off center

On-targetleadershipbehaviors

Off center


8-4

Applying Strategic Leadership

Copyright © 2003

HRD Press, Inc.

James Brown

Delores Fields

Gene Rivers

Marcia Hemming

Answer customerinquiries

Budget analysisreports

Processinsurance claims

Review claimsappeals

C2

C3

C1

C3

LS1

LS2

LS2

LS3

LS3

LS1

LS3

LS3

Ask for ideas

Praise her workmore; ask for herideas

Give clear, step-by-step instructions;ask questions tosee if he/sheunderstands

Continue to involvein decision making;compliment work;actively listen toideas

Interrupt when heis answering aquestion

Tell her how to doa report she hasdone many times

Give her largeprojects withmultiple tasks thatare interdependent

Provide too muchdirection

Name ofEmployee

PrimaryTask

CapacityLevel Preferred

Strategy

Avoid/DoLess Of...

CurrentStrategy Do More

Of...

Slide 54

Sequences of Strategies

Relate

Delegate Instruct

Coach

1

23

4

When you focus on employee needs in relation to a specific task, you help the employee master that task.

Anticipate changing needs as the employee develops, and be prepared to changeyour strategy too.

When employee masters a task, introduce another.


8-5

Module 8 Summary

To be an effective leader, you must remember that each employee is an individual with different developmental needs.

Using the right combination of supportive and directive behaviors will increase your employees’ competence and commitment.

Copyright © 2003

HRD Press, Inc.

8-6


Matching your leadership style to the needs of your employees will build the high performance needed in a changing environment.

Develop employees by helping them become more competent and self-motivated through your appropriate use of leadership strategies.

Copyright © 2003

HRD Press, Inc.

Slide 60

Thank you for Attending theStrategic Leadership Workshop

Training materials and design © copyright 2003 by Alex Hiam & Associates (alexhiam.com), all rights reserved. 1

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Documents

Slide 1 Strategic Leadership Adjusting your approach to reflect employee capabilities and desires 1 23 4 Copyright © 2003 Alexander Hiam