Junior League

Putting Together the Pieces of Leadership

Junior League of Toledo

WHY 360WHAT DO WE HOPE TO ACCOMPLISH?

Reward my friends and punish my enemies Learn how effective I am as a leader Determine how I compare to my colleagues Discover my weaknesses Find out who’s been saying bad things about me

know the perils

why bother?

task vs. relationship

T AKS

Task-focused leaders concentrate on end results and appraise their personal worth by the list of their achievements.

Relationship-centered leaders think about the people doing the work

High on Execution

Results oriented

Are decisive

Hold others accountable

Demand excellence

Follow through on their commitments

Understand the business

High on People

Sincere and straightforward

Set a positive example

Encourage open dialog

Open to criticism

Recognize and reward contributions of employees

Motivate and inspire others

Task vs. Relationship

FACT:While tasks and results are important, it’s the ability to form and nourish relationships that sets highly effective leaders apart from the rest

HighLow

High

Focus on Execution

Focus on People

Task Master

Disengaged

Effective Leader

Motivator

HighLow

High

Focus on Execution

Focus on People

Disengaged: Going through the

motions; indifferent and apathetic

HighLow

High

Focus on Execution

Focus on People

Task Master: Heavy emphasis on authority and

compliance; people are simply an ends

to a mean

HighLow

High

Focus on Execution

Focus on People

Motivator or “Country Club” Manager: Low

concern for productivity; too

worried about being liked

HighLow

High

Focus on Execution

Focus on People

Effective Manager: Strong emphasis on

both tasks and relationships

eitherorHIGH SCORES IN ONE COMPETENCY NORMALLY CORRELATE TO LOW GRADES IN THE OTHER, SUBSTANTIATING THE THEORY THAT LEADERS ARE EITHER TASK OR RELATIONSHIP ORIENTED

!Lamar Michael

a. Lamar should move toward the center, while Michael stays where he is.b. Michael should move toward the center, while Lamar stays where he is.c. Michael should move toward the end, while Lamar should move toward the center.

Lamar and Michael are on a seesaw. Michael is bigger than Lamar, sothe seesaw is not balanced. How could the seesaw be balanced?

✓

An average of your feedback results on a five-point scale, with 1 being the lowest and

5 being the highest.

Raw Scores

!

T-Scores show how your results

compare to hundreds of

managers and executives

across a broad range of different

organizations. Mean = 50Standard Deviation = 10

Forget reality. Perception drives behavior.

10 sure-fire ways

of improving your 360o evaluation results

1. Be a risk seeker.

riskVerb: To do something despite danger; to incur the chance of

harm or loss by taking an action.

Risk Seekers…while others seek out

opportunities to lead.

Risk TakersSome people respond to challenges that are presented…

Leadership requires the courage to surround yourself with employees who are potentially better at their jobs than you are at yours.

Admitting Ignorance

PROACTI V E

Pushing for Change

“In a time of constant change, one thing hasn’t

changed: Organizations are still resistant to change.”

Robert Reich

“If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize them over a beer—‘My God, how could they be so dumb?’ Your time for participating is now.”

Andrew Grove, CEO Intel

challenging bad decisions

Blowing the WhistleMost workers are far too faint-hearted for whistle

blowing. Too many exhibit an unquestioning,

even fearful, reverence for authority.

Addressing Performance Issues If you’re like most managers, you tend to blame yourself for an employee’s disappointing performance.

GOfirst“Leadership is going first

in a new direction— and being followed.”

Andrew Grove

Trusting Your Employees

Many managers find trusting their employees highly anxiety-provoking because of the risk involved. The urge to peek over their shoulders, or even do the work themselves, is great.

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RiskSeeker

“Leadership matters most when it is least

clear what course should be followed.”

–Michael Useem

2. Embrace the chaos.

Challenge is not an activity, it’s a state of mind.

psychological

“Hardy” individuals are more likely to approach stressful events as

opportunities from which to learn, rather than as threats to

fear or avoid.

hardiness

Non-Hardy to Hardy

2:1

Our survival requires avoiding deadly outcomes; ignoring a potential danger could be fatal.

“fight or flee”

Commitment: the belief that

stressful events are not threatening, but

interesting and meaningful.

Control: the conviction that

individuals can actively influence

life’s events.

Challenge: the perception

that change is both expected and stimulating.

the three attitudes of hardiness

Source: Kobasa and Maddi, The Hardy Executive: Health Under Stress

CommitmentPeople who are committed to and

involved in their work are more apt to perceive chaos as interesting.

ControlPeople adapt to change best when they understand the control they

have over their environments.

ChallengeWhen chaos is welcomed, we can perceive it as stimulating, if not a hidden opportunity for personal

development.

“Crises are part of what makes work fun.”

Robert Hayes

Be hardy!

3. Speak english.

—Boyd Clarke and Ron Crossland, The Leader’s Voice

“”

The biggest problem with leadership communication is

the that it has occurred.illusion

“Yeah-uhhh! Yo, yo dude. What’s up dawg? How you feelin’? You feelin’ alright?

Listen, man. I’ve got to give you props. You’re doin’ your thing and it was dope. I ain’t mad.”

“Let’s talk offline after the lateral-thinking quality circle.”

“With all this synergy, we should shift our paradigm and identify

some best practices.”

“At the end of the day, we must tee up a seamless solution to

our disconnect, per se.”

“What the…?”

A specialized vocabulary coined by, and intended for, a particular profession or discipline.

J A R G O N

JARGON often includes euphemisms

used to substitute inoffensive expressions for those considered offensive.

why jargon?Speakers sometimes invoke workplace jargon to impress others, or to establish their membership in an elite faction. Some use jargon to exclude or confuse others, or to mask their own inexperience or lack of knowledge.

Out of Pocket. When you used to say, “I’ll be unavailable.”

Escalate. To tell someone more important than you that something very bad is about to happen.

“I’ll Reach Out to You.” I’ll telephone, e-mail, text, or otherwise communicate with you later.

“You Loop Back to Me.” You telephone, e-mail, text, or otherwise communicate with me later. Bandwidth. Computer term used to describe the capacity to handle a job (“I’m not sure we have the bandwidth to handle this many new clients”).

Open the Kimono. Exposing the truth—revealing what you’ve been hiding all this time.

Why Didn’t You Just Say So?

20 percentof employees are regularly confused about what their

colleagues are saying, but are too embarrassed to ask for clarification

More than a thirdadmitted using jargon deliberately—as a means

of either demonstrating control or gaining credibility

40 percent found the use of jargon in office meetings both irritating and distracting

One out of ten

dismissed speakers using jargon as both pretentious and untrustworthy

Source: Office Angels

A single voice.

A candid voice.

A genuine voice.

Your voice.

4. Tell stories.

Communication is most effective when you speak to both the emotional

and intellectual areas of your

listeners’ minds.

Storiescreate the emotional

perspective listeners needto connect with your

message.

“The day Rachel defined the meaning of customer service.”

“It is impossible even to think without a mental picture.”

Aristotle On Memory and Recollection

358 B.C.

FIVE: Walk your talk.

“We aspire to be known as a

company with the highest standards of moral and ethical conduct—

working to earn client trust, day in and day out. Our word is our bond.”

From Citigroup’s statement of values

Sanford “Sandy” WeillCEO Citigroup

John ReedCitigroup co-CEO

C. Michael ArmstrongAT&T CEO and Citigroup

Board Member

Jack GrubmanSalamon Smith Barney’s

Top Telecom Analyst

92nd Street Y

Exclusive NYC Preschool

“Our word is our bond.”

“I used Sandy to get my kids into 92nd St. Y pre-school (which is harder than

Harvard) and Sandy needed Armstrong’s vote on our board to nuke Reed in

showdown. Once coast was clear for both of us (ie Sandy clear victor and my

kids confirmed) I went back to my normal negative self on [AT&]T.

Armstrong never knew that we both (Sandy and I) played him like a fiddle.”

E-mail from Jack Grubman January 13, 2001

PERCENT

Less than half of all U.S.

employees trust their senior

leaders.

49

Source: Watson Wyatt’s WorkUSA 2006/2007 Survey

Arianna Huffington Pigs at the Trough

“In corporate America, crime pays. Handsomely. Grotesquely, even.”

“KOUZES & POSNER The Leadership Challenge

WHAT WE FOUND IN OUR INVESTIGATION OF ADMIRED LEADERSHIP QUALITIES IS THAT MORE THAN ANYTHING, PEOPLE WANT TO FOLLOW LEADERS WHO ARE CREDIBLE.”

“Credibility is the foundation on which leaders and constituents will build the grand dreams of the future.”Kouzes & Posner

DWYSYWD

The mission statement is “not a

trophy that decorates office walls, but an organic body of beliefs and a foundation of guiding

principles we hold in common.”

Howard Schultz, founder of Starbucks

Consistency between an organization’s stated values and its leaders’ actual behavior

is critical to credibility.

“Clearly, there is a link between core values and emotional commitment.”

Gary Cohen President, CO2 Partners

Source: CO2 Partners

Only 4 of 10

workers say their employer’s core values

match their own

Employees need to know how aligning with the

organization’s values will meet their personal interests and needs. Otherwise, their

initiative diminishes and money becomes their

primary motivator.

Employees are searching for leaders

with integrity who provetheir credibility

continuously.

prove yours!

Give away your authority.

“Hierarchy is an organization with its face

toward the CEO and its ass toward the customer.”

-Kjell A. Nordström and Jonas Ridderstråle Funky Business

By its very nature, a top-down hierarchy

places multiple restraints on its

employees.

Employees must produce results—though they have little influence on,

or authority over, the process for producing those results.

ONE-SIDED accountability

Unleashing your organization’s potential requires placing authority in the hands of those people who actually do the work.

E M P O W E R M E N T

Wally who?

Giving authority to workers on the front lines is a cornerstone to

job enrichment.

“But my employees don’t want to be empowered!”

Common Rebuttal

Gary Hamel

The bottleneck is at the top of the bottle.

“

”

Leaders who consider themselves effective

are less apt to micromanage

and more likely to set high expectations for

their employees.

You must believe, regardless of your perceptions of each employee’s potential, in your own abilities to teach and inspire.

“”

A basic function of leadership is to produce more leaders, not more

followers.

Ralph Nader

Figure out what people do best–and then let them do it.7

Gallup survey

question:

“At work do you have the

opportunity to do what you do best

every day?”

Strongly Agree (20 percent)

Strongly Agree

38 percent more likely to work in business units with higher productivity

50 percent more likely to work in business units with lower turnover

44 percent more likely to work in business units with high customer satisfaction scores

Source: Now, Discover Your Strengths Marcus Buckingham and Donald Clifton

What prevents our employees from doing what they do best?

Usually, our emphasis on what

they do worst.

strivingforimprovement, most of us do the same thing: we take our strengths for granted, and concentrate all our efforts on conquering our weaknesses

Not surprisingly,

the vast majority of organizations appear to believe that the best way for individuals to grow is to

eliminate their weaknesses.

Identifying each person’s strongest talents permits everyone the opportunity

to contribute what they do

BEST.

8) Reward dissension.

A demonstrated tendency for a group to stay together and remain united in the pursuit of its goals and objectives.

C O H E S I O N

Good Cohesion

results in higher individual effort

More personal job satisfaction

Higher team tolerance for disruptions

Less turnover

Greater adherence to group norms

Cohesion can also have negative effects on group performance. And when it’s bad, it’s really, really bad.

“Because people value their membership in cohesive groups, they are willing to

adjust their behavior to group standards.”

SUSAN CAROL LOSH, Ph.D. FLORIDA STATE UNIVERSITY

GROUPTHINK occurs when the pressure to

conform within a group interferes with the group’s

decision making ability.

A B CExhibit 1 Exhibit 2

Solomon Asch

Subjects went along with the clearly erroneous majority 33 percent of the time

74 percent conformed to the majority at least once

28 percent conformed more than half the time

“The tendency to conformity in our society is so strong that reasonably intelligent and well-meaning young people are willing to call

white black.”Solomon Asch

1951

consensusgroup

Groupthink stops members from suggesting ideas that might deviate from the collective opinion, causing a deceptive appearance of

when, in fact, only one approach is considered.

9. Close the generation

gap.

MILESTONE THE 21ST CENTURY

marks the first time in history that members of four separate generations make up the U.S. workforce

Fact:The age gap between the oldest and youngest workers in America is wider than ever—and likely to continue growing.

Four Generations at WorkSilent Generation 1925 - 1945

Baby Boomers 1946 - 1964

Generation X 1965 - 1980

Generation Y 1981 - 2000

SILENTTIME MAGAZINE 1951:

“GRAVE AND FATALISTIC”

Lacking Conviction**or so it seemed

Having grown up in the wake of World War II, many people in this generation refrained from voicing unpopular beliefs for fear of being considered subversive.

Whether because they are leading longer, healthier lives or lacking the financial resources necessary to stop working, many older workers

are putting off retirement.

The largest generation,

BABY BOOMERS

make up 50 percent of the U.S. workforce.

Unlike their “silent” parents, Baby Boomers were not afraid

to challenge cultural norms.

“Change Agents” Civil Rights bills passed U.S. involvement in Vietnam War ended Legislation enacted barring discrimination on the basis

of race, gender, religion, national origin, sexual preference, physical ability, and age

Movements to stop polluting the earth and to start conserving it instead

Employee-focused policies, procedures, and regulations prevalent in most business organizations today

In the twenty years following the

Boomers’ entrance in the workforce,

the annual amount of time

Americans spent at work increased

an average of one full month.

Boomers may have traded marching on Washington for walking for a cure, but they’re still looking for

ways to make a difference.

Generation Xers were born into a culture in which birth control and abortion became prevalent—and children were seen as avoidable or disposable.

Wanted

MEi t ’ s a l l a b o u t

56 percent of Gen Xers are married, and 49 percent have children at home. In other words, the “me generation” is entrenched in the American Dream.

Source: Randstad, 2008 World of Work Survey

The most ignored children of any generation.

WORK-LIFE BALANCE

The average Gen Xer changes jobs every eighteen months.

Source: Appelbaum, S. H., Serena, M., & Shapiro, B. T. (2004) Generation X and the boomers: Organizational myths and literary realities. Management Research News, 27(11/12), 1-28.

MILLENNIAL=Gen Y

the e word

Other words used to describe

Gen Yers

Sheltered

Spoiled

Impatient

Disrespectful

Blunt

Diverse

Thin-skinned

Wanted

ySol e f∅r wh√

In 1968, 18 percent of American college freshman had achieved an A average in high school.

By 2004, that figure was 48 percent.

During that same period, SAT scores decreased.

SOURCE: Twenge, J. M. (2006). Generation me: Why today’s young Americans are more confident, assertive, entitled—and more miserable than ever before. New York: Free Press.

Grade>> INFLATION

Self-Esteem First.

Learning Second.

thx for the iview! i wud to work 4 u!! :)

reality:“The transfer of knowledge between retiring generations of veteran workers and newer entrants to the workforce is unlikely.” Randstad

10. Tell them about the cathedral.

Old story:Two stonemasons are working on the same project. An observer asks, “What are you doing?”

“I’m building a great cathedral.”

“I’m cutting stone.”The first stonemason

replies:

The second stonemason replies:

Sixty percent of surveyed executives

listed getting people to work together as the biggest hurdle they currently face.

American Management Association Survey, October 2003

fortyninepercent

Less than half of all employees understand the steps their organizations are taking to reach new business goals.

Source: Watson Wyatt’s WorkUSA 2002 Survey

“I have a dream that one day this nation will rise up and live out the true meaning of its creed: ‘We hold these truths to be self-evident: that all men are created equal.’”

“I have a dream that one day this nation will rise

up and live out the true meaning of its creed:

‘We hold these truths to be self-evident: that all

men are created equal.’” Martin Luther King, Jr.

Delivered on the steps of the Lincoln Memorial inWashington D.C. on August 28, 1963

If you think that conveying ideas effectively is an innate ability—a talent reserved for naturally gifted orators—then you are probably neglecting your

role as a communicator.

To lead effectively, you must stimulate the behavior you

are seeking.

I N S P I R E

Without an inspiring vision from their leaders, employees will struggle to discern

any link between their private ambitions and the company’s actual mission.

“The age-old secret to generating buy-in is to

strategically design, target, and deliver a story that

projects a positive future.”

Mark S. Walton Generating Buy-In: Mastering the Language of Leadership

10 sure-fire ways

of improving your 360o evaluation results

Endeavor for humility, not perfection.

Putting Together the Pieces of Leadership

Junior League of Toledo