VERTICAL PERFORMANCE - TOGETHER: BETTER PEOPLE. BETTER ORGANIZATIONS. BETTER COMMUNITY. 1 Presentation Leadership in the Workplace: Leadership by Influence

VERTICAL PERFORMANCE - TOGETHER: BETTER PEOPLE. BETTER ORGANIZATIONS. BETTER COMMUNITY. 1

Presentation

Leadership in the Workplace:

Leadership by Influence vs. Leadership by Authority

ACEC-IL Fall Conference / October 9, 2015

VERTICAL PERFORMANCE - TOGETHER: BETTER PEOPLE. BETTER ORGANIZATIONS. BETTER COMMUNITY.

A brief assessment…

Reflect on the following questions about your workplace culture:

Are you ever concerned with CONSISTENT and MEANINGFUL communication?

Do you hear complaints at times that people don’t always get the recognition and acknowledgment they have earned?

Do the employees feel that they receive sufficient support with training, resources, and mentoring?

Do you have an atmosphere that attracts the best of the best, empowers them, and then is able to keep them?

Does your workplace culture offer a safe place for failure, or are fear and anxiety common emotions?

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Overview of Leadership by Influence Concepts

• “Leadership” defined• The Five Levels of

Leadership• Strength-based leadership• Communication• Leadership from within


The power of influence…

Who influenced you?Who influenced you?


The Power of Influence

What kind of influence would you like to be?

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Essence of Leadership

What is the Essence of

Leadership?


Definition of Leadership

Leadership is…The skills of influencing

people to enthusiastically work

towards goals identified as being for the common good,

with character that inspires confidence.


Definition of Leadership

Leadership is…The skills of influencing

people to enthusiastically work

towards goals identified as being for the common good,

with character that inspires confidence.


John Maxwell’s “The Five Levels of Leadership”

1. POSITION > RIGHTS

2. PERMISSION > RELATIONSHIPS

3. PRODUCTION > RESULTS

4. PEOPLE DEVELOPMENT > REPRODUCTION

5. PINNACLE > RESPECT

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“True leadership is not about position”

• Level 1 Leadership is entry level leadership

• People follow because they have to

• Positional leadership is only based upon the rights granted by position and title

• Nothing is wrong with a leadership position

• Everything is wrong with using “position” to get people to follow - Positional power is a poor substitute for influence.

• It’s a great place to visit, but you wouldn’t want to live here

Level 1 Leadership: POSITION John C.

Maxwell


“You can’t lead people until you like people”

• Level 2 Leadership is based on relationships

• People follow because they want to

• When you like people and treat them with value, you develop influence and trust

• Environment becomes positive

• You can like people without leading them, but it is difficult to lead people without liking them

Level 2 Leadership: PERMISSION John C. Maxwell


“Making things happen separates real leaders from wannabes”

• Level 3 Leaders don’t just create a good working environment, they get things done

• Leaders gain influence and credibility because of what they have done for the organization

• Things get done, morale improves, goals are achieved

• Momentum kicks in

“When you are winning, nothing hurts” Joe Namath

Level 3 Leadership: PRODUCTION John C.

Maxwell


“When you become a leader, success is about growing others.” Jack Welch

• Level 4 Leaders become great, not because of their power, but because of their ability to develop others

• They use position, relationships, and productivity to invest in developing new leaders

• Teamwork goes to a high level… because high investment in people deepens relationships, helps people really know one another, and strengthens loyalty

• Level 4 Leaders change the lives of people they lead

Level 4 Leadership: PEOPLE DEVELOPMENT John C. Maxwell


Pinnacle leaders lead so well, for so long, they leave behind a legacy of leadership

• Level 5 Leadership requires effort, skill, intentionality, and a high level of talent

• Developing leaders is a life commitment, not a job commitment

• In other words, they develop leaders to the point, that those leaders are able to develop other leaders – they create a leadership culture

• The payoff is huge – Level 5 leaders develop Level 5 organizations, and that creates opportunities and legacy

• People follow them because who they are and what they represent

Level 5 Leadership: PINNACLE John C. Maxwell


Concept of “Internal Customers”

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Concept of “Internal Customers”

Internal Customers are those people who work everyday to make your organization a success: your employees and your colleagues!

Internal relationships play a key role in the success of an organization

Thinking of employees and co-workers in a similar manner as external customers contributes to a culture of respect an acknowledgment of what we have in common (i.e. the best interests of the

company) a strength-based attitude vs. a competitive or “gotcha” focus Heightened group morale and worker buy-in, and most importantly, high levels of

individual job satisfaction

Leaders set the example

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How to destroy your workplace…

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How to destroy your workplace…

Backstab Gossip Take credit Self-focused; narcissism Emotional hijacking – emotions

control everyone Announce often you hate your job Tell lies Brag a lot Burn bridges Never show concern for others Judge others ETC……………………

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External vs. Internal Focus

As long as you believe your well-being and happiness is dependent on something or someone external, you will never be happy.

As long as you believe your company’s success is dependent on something or someone else, your company will never maximize its potential.

If you believe within everyone, no matter their position, are the seeds of positive impact, get ready to experience transformation, perhaps even dramatic!

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The right kind of authority…

Authority as Power

vs

Authority as

Influence

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Leadership as Influence

The Keys:1. Strength-based focus2. Communication3. Leadership from within


Strength-based focus…

Acknowledge

Imagine potential

Ask often “How can I help?”

(what others do well)

(if barriers were gone)

(to remove barriers & provide

resources)

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Communication

QBQ!The Question Behind the Question

John Miller

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A feature of QBQ…

Most communication is somewhat superficial and fleeting. Seldom does it get to the core of problem-solving and conflict-resolution. Seldom does it determine the real causes of issues with colleagues and

employees.

The concept of “QBQ” suggests that good leaders explore “the question behind the question”. What are the true issues that are only being hinted at by negative comments, challenging behaviors, and distracted performance?

This occurs, as the old adage suggests, seeking to understand before being understood.

It requires exercising the skill of “reflective questioning” to get at the heart of the matter, and respectful dialogue to collaborate on solutions.

This style avoids reacting – great advice includes “never responding to attack with attack!”

This style is focused on retention, not rejection.

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Leadership from within…


A Picture of Personal Accountabilityfrom “QBQ: The Question Behind the Question by John G. Miller

It was a beautiful day in downtown Minneapolis when I stopped into a Rock Bottom restaurant for a quick lunch. The place was jammed. I didn’t have much time, so I was happy to grab the one stool they had available at the bar. A few minutes after I sat down, a young man carrying a tray full of dirty dishes hurr9ed past me on his way to the kitchen, but noticing me out of the corner of his eye, stopped, came back and said, “Sir, have you been helped?”

“No, I haven’t,” I said, “but all I really want is a salad and a couple of rolls.”

“I can get you that, sir. What would you like to drink?”

“I’ll have a Diet Coke, please.”

“Oh, I’m sorry, sir, we sell Pepsi. Would that be all right?”

“Ah, no thanks,” I said with a smile, “I’ll just have water with lemon, please.”

“Great, I’ll be back.” He disappeared.

Moments later he came back with the salad, the rolls, and the water. I thanked him, and he was quickly gone again, leaving me to enjoy my meal, a satisfied customer.

Suddenly, there was a blur of activity off to my left, the “wind of enthusiasm” stirred behind me, and then, over my right shoulder stretched the “long arm of service,” delivering a twenty-ounce bottle, frosty on the outside, cold on the inside, of – you guessed it – Diet Coke!

“Wow!” I said. “Thank you!”

“You’re welcome,” he said with a smile, and hurried off again.

My first thought was “Hire this man!” Talk about going the extra mile! He was clearly not your average employee. But the more I thought about the extraordinary thing he’d just done, the more I wanted to talk to him. So as soon as I could get his attention, I waved him over.

“Excuse me, I thought you didn’t sell Coke,” I said.

“That’s right, sir, we don’t.”

“Well, where did this come from?”

“The grocery store around the corner, sir.”

I was taken aback.

“Who paid for it?” I asked.

“I did, sir; just a dollar.”

By then, I was thinking profound and professional thoughts, like “COOL”! but what I said was, “Come on, you’ve been awfully busy. How did you have time to go get it?” Smiling and seemingly growing taller before my eyes, he said, “I didn’t sir. I sent my manager!”

I couldn’t believe it!

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Top 5 Reasons: Why employees love their bosses…

1. Consistent and meaningful communication

2. Gives recognition and praise

3. Provides mentorship and training

4. Purposely designs a work culture to attract and empower

5. Creates a safe space for failure

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Do you think they love THEIR bosses, Joe Madden & Mike Matheny?

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Fortune Magazine Top 5 Companies to work for - 2014

#1 for six years. 12 weeks of paid leave for “baby bonding time” – includes dads. “GROW” – one-stop shopping for employees to manage their own professional development

Maintains work-life balance by flagging when individuals are working too many long weeks. Paid time off for volunteering

Comment: “worker’s loyalty could outlast a zombie apocalypse.” Only 1% turnover. Employees contribute to strategic planning, have town hall meetings with execs, and lots of celebrating success

One employee cites SAS's "creative anarchy" as conducive to innovation. On-site “Work-Life Center” caters to whole-person needs of staff

CEO’s one rule: “There are no a—holes here!” People are fired if disrespectful. Paid days to volunteer. “Associates” create programs and lead initiatives


Fortune Magazine: Top 5 Companies to work for - 2014

What was rated by the employees of hundreds of companies: GREAT CHALLENGES GREAT ATMOSPHERE GREAT REWARDS GREAT PRIDE GREAT COMMUNICATION GREAT BOSSES

The “Top 5 Companies”: 95% or higher ratings by the employees of these companies

for ALL six areas

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The Luminous Fish story…

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http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCNvimbnGtcgCFYl6Pgod9fMKmg&url=http://www.telegraph.co.uk/news/earth/earthpicturegalleries/8445782/Luminous-creatures-Glowing-deep-sea-creatures-photographed-by-Joshua-Lambus.html&psig=AFQjCNFC822HnJU8NrgdYwOosOSVb5GwfQ&ust=1444485536930726


Leadership as “influence”…

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Goodbye!

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Contact information

Vertical Performance, Inc.

15 North 1st Street Suite 202

Belleville, IL. 62220

618-234-8110

www.verticalperformance.com

Jim Schneider

[email protected]

Lynn Clapp

[email protected]

618-910-8923

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mailto:[email protected]

mailto:[email protected]

Documents

VERTICAL PERFORMANCE - TOGETHER: BETTER PEOPLE. BETTER ORGANIZATIONS. BETTER COMMUNITY. 1 Presentation Leadership in the Workplace: Leadership by Influence