Leadership in Context Chapter 3: Skills for Developing Yourself as a Leader

7 steps for a high-impact development plan

1. career and development objectives 2. criteria for success 3. action steps 4. whom to involve and when to reassess dates 5. stretch assignments 6. resources 7. reflect with a partner

why leaders need technical competence (4)

1. consistently related to managerial promotion rates 2. need to train followers 3. able to reduce ambiguity and conflict in groups 4. can stimulate followers to think about problems and issues in new ways

3 ways to transfer learning to new environments

1. constantly update development plan 2. practice skills in new environment 3. coach others in development of new skills

It is probably best to review your development plan progress with your _____

boss

development plan step 1

career and development objectives

One of the fastest ways to change the _____ and _____ of a team is to change the _____ in it

culture, norms, people

role

describes the personal signature an incumbent gives to a job

New leaders should seek _____ from peers and recruiters during first two months in organization

feedback

The first step in building technical competence is to determine how ____ ____ ____ contributes to the overall success of the organization

one's own job

New leaders need to be able to articulate where team has been and where needs to go in next _______, what changes will need to be made, what needs to be accomplished, and what expectations are

1-3 years

the third month (2)

1. Establish culture 2. Team off-site: Values, strategy ops rhythm, improvement areas, subteam analyses

the first day (3)

1. Meet new boss: boss's office for ~1 hour 2. Meet new team: setting appropriate for team size

first two weeks (4)

1. Meet team members: ideally 1-1 meetings depending on team size, ask critical questions 2. Meet peers: 1-1 meetings in peer offices to build relationships 3. Meet stars: will be full of ideas and ideal for promotion 4. Other meetings: potentially with individuals previously on the team, Human Resources department

first two months (5)

1. Obtain external perspectives 2. Strategy, structure, staffing 3. Socialize decisions 4. Substantive issues 5. Get feedback

before you start (2)

1. Prehire data gathering: review website, annual reports, press releases, marketing literature 2. Posthire activities: set up accounts, equipment, meetings with the boss and entire team

leadership practitioner can enhance the learning value of their experiences by: (5)

1. creating opportunities to get feedback 2. taking a 10 percent stretch 3. learning from others 4. keeping a journal of daily leadership events 5. having a developmental plan

benefits of the 10 percent stretch (4)

1. decrease apprehension about doing something new 2. broaden repertoire of skills 3. increase effectiveness as leader 4. model something valuable to others

ways to become an expert in any field (4)

1. enrolling in formal education/training programs 2. watching others 3. asking questions 4. teaching others

ways to understand a superior's world (3)

1. get a handle on their personal and organizational objectives 2. realize that superiors have strengths and weaknesses 3. keep superiors informed about activities, developments, opportunities in the field

key issues to work through at off-site (4)

1. get agreement on critical attributes/values of team members 2. create a team scorecard 3. establish an operating rhythm 4. establish task forces to work on key change initiatives

5 phases of development planning

1. identify development needs 2. prioritize development needs 3. create achievable development plan 4. periodically review the plan, modifying as appropriate 5. transferring learning to new environments

building a cooperative relationship with peers depends on (2)

1. knowing tasks others form in situation 2. understanding their problems and rewards

why followers need technical competence (3)

1. performance is a function of technical competence 2. high levels of technical competence lead to more expert power and influence 3. more likely to be in leader's in-group to be delegated tasks and participate in discussions

reasons for keeping a journal (3)

1. process of writing increases likelihood of new perspective 2. can reread earlier entries 3. provide repository of ideas for later use

benefits of good superior-follower relationships (2)

1. superiors and followers with same values, approaches, attitudes have better working relationship 2. followers are less satisfied with supervisors and receive lower appraisal ratings when have poor relationship

two things followers can do to improve superior-follower relationships

1. understand how superior views the world 2. adapt to superior's style

What are the gaps in your GAPS?

Where are your biggest development needs, and how should they be prioritized?

The ___ and ____ quadrants of a GAPS analysis focus on the present

abilities and perceptions

program of personal reading

activity leaders should put in their developmental plan to broaden their perspectives on leadership

Key to constructive dialogue is not just expressing policy but being perceived as ____ and ____ in offer

approachable, sincere

Leaders can learn by ____ _____ and _____ _______ to everyday situations.

asking questions, paying attention

technical competence

concerns the knowledge and repertoire of behaviors one can bring to bear to successfully compete a task

development plan step 2

criteria for success

job description

formalized statement of tasks and activities

The ____ and ____ quadrants of a GAPS analysis are future oriented

goals and standards

GAPS

goals, abilities, perceptions, standards

GAPS analysis

helps leadership practitioners gather and categorize all pertinent development planning information

10 percent stretch

idea of voluntary but determined efforts to improve leadership skills

First step in exercising control over personal development is to ______ ______ _______.

identify actual goals

superiors

individuals with relatively more power and authority than other members of the group

Follower's should think of their own and their superior's successes as ______

interdependent

One of best ways to establish effective working relationships with peers is through shared _____, ______, ______, _____

interests, values, goals, expectations

Journal should include entries that address some aspect of ___ of _____.

leaders, leadership

team meeting in the third month

new leader to share key insights, future vision, new team structure/staffing, expectations, and rationale for any changes

An effective way to establish relationships with peers is to meet with them in _____ ______

outside contexts

Theory Y

person assumes that others are competent, trustworthy, and willing to cooperate

development plan step 6

resources (books, courses, programs to gain foundational knowledge)

development plan step 7

review learning and progress with a partner

Individuals can improve their technical competence by ____ _____ to _____ their _____

seeking opportunities, broaden, experiences

Leaders should not limit their learning by narrowly defining the ____ __ ______ they pay attention to.

sorts of people

development plan step 3

specific, on-the-job action steps to meet development need

development plan step 5

stretch assignments to accelerate learning

Usually is is the _____ tasks to discern his/her role

subordinate's

development planning

systematic process of building knowledge and experience or changing behavior

Team strategy should drive ____ _____, which in term should drive _____ ______

team structure, team staffing

Some executives fail to get promoted because they are ___/__ to _____ to superiors with different leadership styles.

unwilling/unable, adapt

development plan step 4

whom to get feedback from and how often to get it