leadership modules 9 and 10

fiscal planning

Reality is, fiscal planning for retirement (rightfully) draws a lot of attention but, emotional, social, and cognitive preparation is equally important to happiness. Smart organizations will find a way to keep the "half way " retiree engaged. Can sometimes get as much out of them in 25 hrs as a new employee in 40... Allows to select the best employees to continue on, reward for lifetime of good service; provides meaning and flexibility for "retiree".

no more mr. nice guy

Recall that Leadership requires one to : o Embrace Conflict - to see opportunity in crisis o Work effectively with troubled employees o Use power / influence wisely o Provide feedback on bad performance and assert direction for the organization. Leadership requires good relationship skills and to be nice / friendly to people in most instances, but you can be "too nice". It is just as toxic as being a tyrant as a leader, potentially more so.

motivation

Remember that while motivation is complex, most of it ties to the way people feel and think about their work. Goodness of fit, maximizing strengths and having success, is extremely important. Motivation is unique to the individual but overall, it can't be bought. Money produces a transient emotional response - not enduring enough to matter in the end - only if there isn't enough of it to meet basic needs. In Closing

parting words: listen first, speak last

Self explanatory but important concept: Things you convey by listening before speaking (and presumably deciding): Respect That you value what the speaker is saying Fairness Willingness to consider multiple views Wisdom Self-confidence Ability to be diligent with important topics

Franchising Options

Some advantages to owning a franchise: Brand name Sometimes good corporate support (do your homework!) Experienced business owners want you to succeed and have experience doing same work. Clear mission, vision, and structure. Sometimes financing options to help get going. Downside: You are often wed to the corporate model - no room for flexibility. Corporate isn't always that responsive or supportive (good companies do support franchisees well). Some have strict start up requirements, may require you to have large cash assets before granting right to buy a franchise. If your vision and goals aren't in line with corporate then what? Can be restricted on location for your business. Not really the same as being an entrepreneur... Almost always give up a percentage of sales, often indefinitely.

develop action plans

Action Plans = Road Map for employees to follow - destination and path defined by leader to large extent. Helps prevent stagnation and paralysis by analysis. SMART plans apply to and are valuable in all settings but may look a little different.

Acting On Opportunity

Analogy of "See a bathroom use it" works - though opportunity good leaders seize are oftentimes less obvious. Optimism and constant awareness for opportunities + willingness to act = key for success. Bias TOWARD action is important. Control the change process if you can. Be strategic but avoid paralysis by analysis.

Final Suggestion Termination

Anytime you terminate an employee, regardless of reason do a "postmortem": ◦ When did the problems start? Before you recognized them? ◦ What could you have done different as a leader? ◦ What were the employee characteristics that were good and that created problems? ◦ Were there other environmental factors that influenced the outcome? ◦ Were there ways you could have utilized transformational leadership principles to better reach the person? Sometimes Employees don't work out for unforeseen reasons that do not reflect on the leader.. That said, this should never be your assumption - while the employee is responsible for their conduct, always consider if / what role you had in the final outcome. Don't repeat history!!! Be sure you are not firing someone on the basis of membership in a protected class. Be sure to utilize progressive discipline or to have excellent reasoning for not doing so. Know specific rules that apply to your situation. Consult! Be professional and clear about cause for termination. Take time to self-reflect on how / why employee was terminated. Understand that time investment after termination is likely substantial, may also be fiscally expensive to a degree too.

changing social contract

Be as proactive as possible Seek staff input if you can Remember primary responsibilities of both parties. Seek resolution where there remains some balance. Ex.: Employee having to work late nights but given option of 4x10 work week.

Benefits of Termination

Cons are pretty self evident: Liability, unpleasant, etc. Benefits ◦ Problematic employee no longer an issue (in theory) ◦ If it's clearly the best option, your best employees will appreciate it (getting rid of dead weight) ◦ Conveys culture of accountability - can motivate some marginal employees ◦ Gives you an opportunity to show respect and concern even as you are showing someone the door- can send a powerful message to remaining staff.

effective meetings

Effective Meetings: Start and End on Time Have clear agenda, likely routine meeting schedule (i.e. executive team, management team, unit meetings) Convey respect for all people and ideas. Aims to solve problems sans blame. Agenda is not too long or complex; assign time limits per topic if need be. Keep size reasonably small for serious work - recognize limits of larger group and need to branch out.

core leadership practices

Exposure to a broad range of information and skill development is needed as part of becoming a good leader. Peter Drucker is perhaps the most widely respected author on leadership....

Some General Rules for termination

First, if Union or other contractual obligations apply you MUST know them intimately and seek consultation as much as possible. Termination as part of lay-offs, structural reorganization, or fiscal restraints are a different scenario. Contracts may govern (i.e. lay off based seniority) but not always. If you get to pick who is reduced to save money, carefully consider balance between expense and experience .

growth mindset in the workplace

Foster Growth mindset by praising effort vs. being smart. Focus on development, embracing mistakes as part of growth process Think long term vs. short Encourage and hold employees accountable for growth vs. immediate outcomes.

mindset

Impacting organizational culture requires addressing mindset at all levels- from top leaders to entry level staff. Leadership Philosophy will heavily impact Leadership mindset which has a profound impact on mindset of followers. See Introduction to Growth Mindset for some background on this. Much as in the academic setting, individual employee mindset has a profound impact on performance. This all requires a great deal of mental flexibility and growth orientation.

do what is best for the agency

Important to consider this both short term and long term. 10-10-10 principle is a good one... Beware of nomadic leadership - complications arise - balance between good for leader and good for agency gets tough at times. The "shiny new project" pattern - can occur in all settings, not just about $$$$ . Important to have lasting commitment to quality.

Succeeding as a Startup

Important to keep ego in check - few people know how to launch a business and probably something new for you - listen, do research, stay humble and ready to work. Consider how to begin the business - "sliding" or "jumping" Everyone's situation is different; fiscal needs and risk often dictate the response. If you "slide" watch for possible conflict of interest with FT job; odds are your marketable skills are in that area.. Be willing to get help, especially with marketing: rapidly learning from mistakes and adapting = critical to success. Ex. of pork co-op and bland packaging. Be wary of hiring friends - Yes, you can presumably trust them but they are also hard to fire if they don't perform. You need flexibility to separate if they weigh down your company. Consider lines of communication, decision making delegation, and how company will grow. Always remain committed to whatever it takes to succeed.. If you fail, ensure it is not due to lack of effort and always keep trying! Ex. Of the late Vince Flynn Dyslexic; very poor reader and writer whole life. Denied entrance to OCS as naval aviator due to medical 60 rejection letters Self-Published NY best seller multiple times over, books basis for movies.

overall social contract

Job is social contract with quid pro quo. Parameters of social contract has evolved rapidly in recent years and will continue to. Take care when making changes, it is significant! Realistic Job Preview can help at outset Work to re-frame any entitlement you encounter

Parting Thoughts

Leaders, especially really good ones, are all about service to others. They focus on the greater good, the broader vision, etc. at expense of self care. If all else fails, it's important to remind yourself that self care and personal growth are essential for professional success - so taking time to de- stress doing a preferred activity is actually being productive!

retirement considerations hard to imagine

May be hard to fathom retirement at some points in your career but it is the "end game". However, retirement is not quite the same it once was.. • Many retirees return to work or slowly decrease involvement. Work is more mental than physical, fewer barriers to doing the work. • Some will find new careers, others find way to continue meaningful work within the same organization.

The E Myth

Michael Gerber https://www.amazon.com/Myth-Revisited-Small-Businesses- About/dp/0887307280/ref=asap_bc?ie=UTF8 Articulates different roles needed for successful business Explains growth process of a business and stages of change all must go through. Entrepreneurs: Great ambition, ideas, etc. May not have great organization, delegation skills, day to day management - plus, even if you can do these things well, you really should be spending your time elsewhere! Six month rule for new task.

mindset basic tenets / benefits

Mindset is Critical Ties to locus of control at some level, but is more than that. Growth Mindset: Allows people to be realistic about their current abilities, yet, providing room for growth. Intelligence is varied and fluid... (supported by notion of brain plasticity and research on cognition / intelligence) Accountability, autonomy, personal Agency remains with the individual. Embraces imperfection as acceptable and expected, yet, Provides framework for continually striving for more.

take responsibility for communication

Nearly everyone says communication is not good in their agency - a very common complaint . Can be very frustrating and illusive. Key Principles for communication: Active is better than Passive- seek out conversation. KISS - convey the most salient points as clearly as possible. (remember, we all have short attention spans!) Focus! Keep on topic and stay there until issue is resolved. Appropriate Channel of Communication - must consider strengths and weaknesses of each modality. Be intentional - is the communication really something best for e-mail or phone conversation? Phone or in person? Be willing to adjust mid-stream if need be.. Also consider individual preferences and generational influences. Tend to the emotional reactions (yours and theirs!) as much as the content of the discussion. Emotions create stronger imprint on memory regardless of accuracy.

identifying core business

Necessary for determining what is right - one thing to commit to doing the right thing, much harder to identify what is right. Balance between charting new territory / staying ahead of the curve and focusing resources on core business... Auto Industry : Ford Motor example; all US makers during the first oil crisis. Fail to adapt: get left behind. Fail to stick with core business - lose identity, efficacy, become jack of all trades master of none.

Early stages of ownership:

Network often and then some more! Chamber of Commerce a good idea... Prepare to be lonely! Before starting up connect with good accountant (ask a lot of questions!) Consider business structure - sole proprietorship vs. incorporation. Get advice!

Deciding to Start your own Business

Owning a business can be tremendously rewarding: you alone call the shots, can build personal wealth, and create opportunities for others to succeed as well. Before committing must consider if it is well suited for you - what is your level of risk aversion? Can you handle being fiscally insecure x 3 years? No vacation, no health benefit, no retirement plan? Best entrepreneurs have keen sense of realistic optimism - can readily identify and respond to threats, aggressively pursue options to ensure success.

Key Concepts for helping people thrive despite Adversity

People despise ambiguity - "not knowing" is perhaps the greatest source of anxiety people experience. In the absence of information we will create our own version of what is going to transpire! During adversity timely communication is essential. Even if you don't have firm answers, taking the time is helpful. People hate feeling powerless. In reality we are all more powerless than we think but being reminded of this is inherently unpleasant. Staff vary on how much power they want but typically important to give them a choice where you can- build ownership. People want the honesty, but maybe not brutal honesty. Leader credibility is essential - honesty is central. Emotions are high though so while honesty is best policy, the art of leadership involves presenting it in a clear way that is not antagonistic. Must mediate your own emotions to do this. People want to feel HOPE ! As a leader you must instill hope for a better tomorrow. Sharing your vision is helpful with this. Helping staff see that the present adversity is not debilitating is also critical. Of course, you have to be able to see these things yourself first!!

deciding to fire an employee

Perhaps the hardest thing you can do as a leader, regardless of cause. Rules for termination vary by workplace dynamics: ◦ Union ◦ Non-Union ◦ State Agency ◦ Private Sector ◦ Not For Profit (essentially same as private sector, though union rules may apply).

Coping with Change

Rapidly changing work environments are a HUGE source of stress and can cost you your job: Get with the program or move on.. Langhorne proposes Two main concepts to manage it: 1. Fully investigate extent, reasoning, timing, etc. of change. Understand why, when, where, and how as much as you can. 2. Participate as assertively as you can in the change process. You may not like the change is necessary but find a way to re- frame it and get active with it. • ex. My failure at these and the burgundy room that resulted. How do you actually execute Personal Development? Emotional regulation - healthy coping is one mechanism, but is a little more than that...

retirement

Regardless of who is the retiree (you or your employee) careful planning and information gathering is important. • Logistics can be complicated - get help! • Have a plan for post-retirement: Beyond travel, time with family, and "honey do" list, where will meaning and accomplishment come from? • Plan to keep in contact with work friends and keep it!

conveying essential information

Remember previously identified categories: Information specific to job - technical information requisite to execute job functions. Understanding of how each job influences the work process. Understanding of the big picture. Effective leaders not only convey information in these categories but challenge perceptions and thought processes about each. One distinction between management and leadership.

Addressing Cultural Incompatibility

Say one site foreman in the second example is adamant the company should really stick to its' "bread and butter" and that leadership is getting ahead of themselves, greedy, acting unrealistic, etc... Frank Conversation - possible, but some downside.. Better to hold if you can. Challenge his/her beliefs: What are their goals? What would success for the company and them ideally look like? (Try to focus on the end result first) What opportunities exist to help achieve their end goal? How is a more flexible approach beneficial to them personally and professionally? May appear obstructionist at first, but quite possible they want the same as you - for business to succeed... But needs help seeing the opportunity to succeed that comes from a more flexible mindset. Occasionally a more direct conversation is warranted - but try to get them to understand on their own first... If taking the more direct route: Explain how and why you are taking the approach you have chosen. Acknowledge the possible wisdom in their view, but point out why it's incomplete (e.g. it's good to be aware of what your company does best, but shouldn't be at the exclusion of new opportunities for growth). Point out that as the leader, you need their support in this and give related tasks according to this. Act "as-if" they are on board, e.g. assign the foreman to find at least 3 leads on "do- able" commercial jobs. Be patient but if no movement toward flexibility, may have to sever the relationship. Look for and recognize growth though! Trying to get them to be LOCKED OFF.....

taking responsibility for decisions

Speaks directly to Integrity. "The buck stops here" Following solid action plans, i.e. using SMART principles, makes this easier - your decisions are more defensible. You will, without doubt make bad decisions during your career.. Having a consistent, justifiable method for your decision making process goes a long way to keeping proper perspective when you do.

SMART

Specific Measurable Attainable Relevant Time limited Specific: Must clearly identify what you want to affect, change, or make better. Measurable - your goal or plan is useless if you cannot measure it. Without measurement, how will you know if you are making progress? If the goal is complete? Do not need to be a statistician! In fact, probably better if measurements are obvious to all. Measurements must be relevant to goal and easy enough to do frequently.. If it's not measureable it isn't worth doing. Attainable - Picking attainable plan and goal is an art form to some extent.. Try to find the middle - not too easy (demeaning) and not too hard (deflating). Can be data driven still to an extent but is a judgment call in the end as staff perception plays a big role... Conceptually - Aim for "one or two" rungs / steps higher than you are now.. Even if your end goal is five or six. Relevant : The goal needs to pertain to changes the employee wishes to make. Clear connection to the work at hand. Time-Limited: Helps focus energy on action, increases accountability to follow through. Must be realistic but not too distant. May set benchmarks to chunk the activities needed for the plan. The plan may be representative of a broader, overarching goal but needs to be time limited so people see the "end game".

Monitoring Success

Take stock in how you measure success: Is it fiscal? Interpersonal? Other values based? Monitor and give credit to yourself where it's due! Highly motivated people fall into a trap of self depreciation at times...

termination for cause

Termination "for cause" = firing an employee due to some deficit or violation . Inadequate performance, work rule violation, etc. If terminating for cause: ◦ Clearly document reason ◦ Attempt to rectify the cause with progressive discipline: Union situation or not, progressive discipline is your best ally: Shows Reasonableness Conveys Investment in Employee Development Potentially beneficial to employee and organization. It's the Ethical thing to do!

culture

The right culture depends on the attitudes, thoughts, and beliefs of each employee.. In other words, their mindset. Collectively, the most effective cultures are adaptive rather than non-adaptive. Adaptive cultures feature a high frequency of Liberating beliefs rather than Liming Beliefs. Example: A relatively new construction business is run by a CEO who believes "We are a small business, we only really do modest residential jobs". Another construction business is run by a CEO who believes "We are small now, and specialize in custom work and taking on new challenges whenever we can". How will these varied beliefs play out? For business Decisions? Jobs they pursue? For their followers and what they think of the company? For future growth and profitability?

decision making / use of power

These two are intertwined - as Langhorne notes = decision making is the most common application of power. Remember, important to recognize power differential and use wisely - thus, decisions must be wise.. How you may decisions ought vary based on situation (recall prior lessons on each): Authoritarian Authoritative Consensual Consultative

Business Partnerships

This is a complex relationship that may seem simple on paper, does have tremendous advantages, but must be carefully maintained. Regard it in similar terms to a marriage - in some ways it is even more important (you may have several dozen "dependents" vs. a few in a marriage). Communicate often and directly. Communicate respectfully. Take time to relax / recreate together in some manner (even a meal on a scheduled basis) Clearly articulate roles and duties, refine carefully. Negotiate conflict, seek help if need be, reach resolution. Work together to keep employees from splitting you Bottom line, maintaining this relationship takes conscious effort and time.

brain anatomy and challenges

To a degree, our brains work against us and encourage us to be "Locked On" Reticular Activating System (RAS) Key Concept: Not only do we tend to focus on possible threats first and foremost, doing so actively blocks us from seeing opportunities. More than a self-fulling prophecy; it's a natural born barrier we all have - best leaders work hard to be mindful of it and overcome this trait.

asking what needs to be done

Who are your sources? Must information come only from your chain of command? How do you get an honest answer? Are you prepared for the answers you might get? Consider previous commentary about Trust, Skip Level Meetings, and Leading by Walking around.

locked on vs locked off

"Locked On" vs. "Locked Off" Thinking ( http://thepacificinstitute.com/ ): Locked On: Fixed, hyper focused to the detriment of other useful info. Locked Off: Fluid and better able to perceive information about other possible threats, opportunities, etc. SWOT Analysis is one tool to help ensure one is locked off, but having right mindset is more enduring vs. situational. example: Roman Numeral for 10: x Make it Roman Numeral for 9: I X Now Make it 6: S IX

goodness of fit

"The secret to happiness is to find what you love to do and do it as well as you possibly can" James Brown, Ph.D. The combination of Passion and Effort is very powerful! It is very important to match employees with their strengths, setting them up to succeed. Remember, people identify strongly with the work they do. With this in mind, what kinds of interview questions and selection process do you choose? Important that you have insight about your strengths and play to them. Insight and self awareness are essential. For your staff, giving timely feedback can help them on this path as well. Formal assessments like strengths finder 2.0 may also have value.

RJPs

#2 is consistent with a concept called realistic job preview . (RJP) RJP's are a process whereby you inform prospective employees of all the good and bad aspects of the job. Can be quite elaborate but does not need to be. Contrary to initial assumption, people are not scared away by this - they typically appreciate the honesty and research shows both job retention and productivity are positively affected . Consider, if an employee who is a good fit is scared away by a challenge are they all that great? If the pay, or some other aspect of the benefits package isn't good enough at time of hire, are you really going to keep them? Better to be transparent!!

12 Useful Concepts

(Per Langhorne, found on p.181 & 182) 1. Monitor Cynical Thoughts (opposite of optimism) 2. Confession is good for your soul 3. Stop those thoughts! (Replace them) 4. Reason with yourself 5. Put yourself in the other persons' shoes 6. Laugh at yourself 7. Learn to Relax 8. Practice Trust 9. Learn to Listen 10. Learn to be Assertive 11. Pretend today is your last 12. Practice forgiving. Talking to yourself is good - not a sign of problems! Pick a few of the 12 strategies and use them as consistently as possible. Be willing to try out different techniques. "#13" (My addition): Carefully review your expectations for yourself and others. My vote for most valuable: Probably Assertiveness (everyone has their own of course)

Elements of Professional Identity

1. Integrity Covered Extensively earlier in semester: Do you follow through on promises, reliably every time? 2. Commitment to Quality Never ending quest to give best possible service. Continuing education essential: Ex. Daughter's teacher vs. son's. 3. Sensitivity, People Skills, Emotional Intelligence: It's about the relationship, relationship, relationship! Check out Beyond IQ by Langhorne if interested more in EIQ

Managing Potential Retirees

1. Never suggest someone they ought to retire. Could actually constitute a discriminatory statement (based on age) if context is wrong and diminishes what ought be a personal decision.. 2. Recognize and respect it is a personal decision. Beyond fiscal considerations many other things to consider. 3. Okay to ask employees keep you informed if they are considering retirement - general request that they give you more head's up if possible. 4. Retirement is sometimes pushed upon someone or incentivized - this can be good in the end but recognize your employee may not be fully at peace with it as if they decided totally on their timeline. 5. Be sensitive! 6. Remember, how you treat someone at end of career is noticed by others who you need to remain effective.. Speaks volumes about your adherence to your part of social contract!

8 key principles to leadership

1. Ask what needs to be done 2. Ask what is right for the enterprise (agency, organiz ation, business) 3. Develop Action Plans (SMART) 4. Take Responsibility for Decisions 5. Take Responsibility for Communication 6. Focus on Opportunities rather than Problems. 7. Run Productive Meetings 8. Think and say "we" rather than "I" • 9. Listen First, Speak Last (Someone forgot how to c ount!)

transformational leadership

4 main types of leadership proposed under this model. Names of each have been modified at times by different authors but premise is the same. http://greeks.cofc.edu/documents/The%20Situational%20Leadership% 20Model.pdf 1. Directing: For Low Ability and Low Motivation staff. Very clear, explicit instruction, borders on micromanaging. A lot of follow up. In some ways may share overlap with transactional leadership only with more leader accountability. Cannot begin to focus on relationship until employee masters basic skills for job. One way communication. "get with the program or move on". 2.Coaching: For Low Ability and High Motivation staff. More two way communication. Leader continues to clarify, teach, and monitor staff. Common with new staff, offer praise and guidance. (Ex. Staff person with poor report writing). Staff input is included in process, leader must listen as well as advise. 3. Supporting: When Ability is High but Motivation is Low: In this case staff can do the job but aren't interested in doing it for some reason. Relationship building or enhancement is helpful here. Listen carefully, aim to reduce barriers, seek novel ways to motivate intrinsically. Transformational leadership principles apply well here - clarify vision, give greater meaning, incorporate staff ideas and so forth. 4. Delegating: For staff with High Ability and High Motivation: Identify the vision, share the vision with staff, get out of the way! High levels of trust required, leader helps problem shoot but execution generally up to staff. Not passing the buck - will expect staff to check back in, etc. Important to

Manage your Self Talk

A clinical concept that is used to address depression and anxiety with great success. Key is metacognition: Being able and willing to think about thinking. Try to notice your thoughts and assess whether they are helpful or not - for you personally and professionally.

employee motivation and emotions

As Langhorne notes, understanding Employee Motivation is quite complex and the subject of a lot of study. Emotions play huge role in motivation! It can cut both ways: Positive feelings energize and reinforce positive behaviors. Distressed feelings are central to burnout, decreased energy, and low productivity. Also compromises decision making. Emotions are a product of the entirety of your personal experiences, biological, and genetic factors. Thoughts can impact them but most people operate inversely - where emotions influence thoughts. The more emotional you are at the moment the less rational the decision - the more likely you'll regret it. Stressed employees often make bad decisions, potentially creating downward spiral.

adversity

Attitude toward work is important; most importantly, the ability to stay optimistic in the face of adversity. Do your employees grow from adversity or walk away bitter, cynical, and disenchanted? As a leader, what can you do about this!?!? Previous conversations about coaching, confronting challenges, working with troubled employees all apply. The greater the adversity the more active you must be to protect your employees from themselves! Identify who is at highest risk to "go negative" and be proactive with them. Work carefully to identify their source of motivation, to show support, try to re-frame their thinking from "this is awful and is going to end badly" to "This is an opportunity to try some different things"

nice but not too nice

Being "Too Nice" leads to: • Avoidance of Conflict • Promises you can't keep, low say/do ratio • Failure to address poor performers • Potential for troublesome employees to wield too much influence; can wreck the work environment entirely. • Tend to sweep things under the rug - prone to spinning bad situations. • Loss of Credibility - "She's a nice lady, I really like her but.." • Inappropriate trust in others: the entire organization suffers from lack of accountability and direction. • Can actually be unethical - desire to be liked trumps doing the work that will help employees prosper in their career despite seeing the warning signs. • It is possible to reach top levels of executive ranks with this style; negative impact even greater! Being a wise leader requires one to make tough decisions and navigate tense situations while containing long term damage. The notion of giving honest, general feedback to facilitate growth is important and often overlooked. It's easier to avoid uncomfortable conversations! Some people strive for a concept called Radical Transparency and do so in the context of striving for Meritocracy of Ideas . Radical Transparency is similar to earlier concept of radical candor discussed earlier in the semester. Check out some additional information in the supplemental about how one leader, Ray Dalio, used radical candor and meritocracy of ideas to facilitate tremendous growth in his financial services business.

changes in social contract

Changes in Social Contract aren't all bad Increased flexibility, autonomy, and recognition of need for good leadership are all more evident now than ever. Some erosion appears evident though, leaders with astronomical salaries creates separation and cynicism amongst employees. Employees are increasingly "lazy" and strong sense of entitlement. Erosion may be traced back to the "me movement" that started in the 1970's; culture shifted to doing what feels good, individual needs and wants above all else. Though this philosophy doesn't work in reality, progressive movements toward equality and identification of personal rights did follow (which was overdue) An unfortunate byproduct is a growing sense of entitlement, a disconnect from the social contract - employees feeling justified in not holding their end of the deal. Becomes cyclical fast - employers feel the same in return. Important to keep in mind individual and collective responsibilities. Try to maintain perspective on elements of the social contract around employment: Try not to personalize change Seek ways to maximize opportunities Understand that change will occur Duty to job ought be near same level of duty to family. (some argue more or less, balance is important) Ex. Staff dismayed and "injured" by direction to assume group responsibilities that were previously contracted.

catch 22

Context of leadership in an organization requires reliance on a hierarchal design but that same design fosters breakdowns in communication and stagnation. Recall pervious conversations about power differential. It is necessary but can be a barrier. Compounding problem is increasing speed of business, globalization, increased cultural / interpersonal demands, and chronic need to grow.

Severance Package

Covered earlier in the term but worth mentioning again: Ethical duty? Shows decency (think social contract!) - word gets around! Liability reduction Think in terms of overall strategy, not about what the employee "deserves" given they've had some misconduct. Think more broadly in terms of: ◦ What do they, an employee who worked here X amount of time, who we have repeatedly said we care about, deserve in terms of help at a point in time where we are forcing a major life change? ◦ What is the practical cost savings of a clean break?

focus on opportunities and run good meetings

Every "bad" situation represents an opportunity to grow. "Good times" foster complacency . This has happened countless times - banks too big to fail, auto industry arrogance on the backs of billion dollar profits, etc. etc. Good times or Bad, It is critical for leaders to maintain perspective and seek appropriate opportunities.

coping with termination

Firing an employee can be very difficult to do; however, the reality of being fired is something few prepare for. Termination is increasingly common; some estimate up to 50% of modern workforce will be fired at some point. Reasons for termination much more tied to changing economy and technology than before. Need a plan should you find yourself in hot water (per Langhorne): 1. Fight to keep composure immediately following termination. a) Try to keep your wits, get info on severance settlement, negotiate to get possessions later if you can. b) If you are being fired for cause seek to negotiate resignation. 2. Vent and be angry afterward if you need to, Must talk to someone! a) Family, spouse, friends are all good options. b) An outplacement counselor is gold if you get one. • Must face family and close friends at some point with news, cannot bottle it. Use extreme caution with social media following termination.. Probably best to delete the app for a few days. You will be judged on how you respond. • Don't isolate though - will eventually need to re-surface!

cultural change

First, the leaders all have to be clear on their own biases, limiting beliefs, and fixed mindset. Can be subtle and so engrained that it's tough to see. Ex: "Our clients aren't like they used to be"... Consultation can be helpful here, especially at first. Once leaders are clear, they can work in unison to address with staff. Individual conversations, e.g. example with foreman. Targeted training with key staff / leaders, e.g. leadership council concept Training for all staff Must be followed up with high intentionality from management - can't be "one and done"..

planning for new job after termination

Fiscal planning must come first. Finding a professional level job can take months - mean unemployment is about 16 months. • Take all steps necessary to minimize expenses, plan for worst case on getting new job. Consider alternate income sources (i.e. part time work) if need be. After getting fiscal plan in place, focus on keeping existing relationships: • Understand, your work friends are not going to know what to say so they may say nothing. They will probably feel terrible about this. Reach out to them. You need their support and potentially networking. Mentally Re-Frame the Job Loss: • Understand that lost job is a huge blow to self-confidence, loss of identity to some degree. • Must quickly move past the loss and recognize the challenge as an opportunity. Re-assess: • What do you love to do? • What was good about your last job? • What was bad about your last job? • Are you ready to move to a different area or love where you are? • Is it time to seek a new career, re-specialize, or re-dedicate to the work you know you love?

use of consultation

Generally speaking Consultation comes in two varieties: • Technical / Task: Specific to a particular area of expertise. • Process: Broader, more encompassing of staff behavior to improve outcomes or efficacy. Many are a blend of both but not always. Health department consults telling us what equipment our kitchen needs. Pretty technical. Health department dictates how we clean dishes, more process oriented. Past mentor was hired to provide technical consultation to reduce suicide rates in county jail. Policy changed but overall handling of distraught inmates and staff behavior / attitudes needed changed as well - very process oriented. Consultation can be immensely valuable: • Objective opinion of outside expert. • It's lonely at the top! • Confidential • No pre-conceived expectations. Engaging a Consultant: • Must have good relationship - trust is critical. If it doesn't click early on get someone else. • Take care of business first: Define who the client is (the CEO, entire agency, a specific unit, etc.), what the scope of work is, fees associated, and boundaries of confidentiality. • Be as honest as possible! • Be willing to incorporate suggestions - you are paying for honest feedback from an experienced professional.. What does dismissing it result in?

transformational leadership

Goal with transformational leadership is employee development - to help each employee become a leader themselves. • Not reward and punishment based like transactional leadership. • Create intrinsic motivation for employees to pursue your vision. • Develop and enhance teamwork and commitment to organizational goals. • Provides a great deal of support for each individual - goal is to guide them toward personal growth and professional success. • Roughly analogous to client centered therapies that feature

non motivators

Hygiene" items: These will create real motivation problems if they aren't met, but high levels are not motivators. Must be adequately present but NOT really motivators per se. Equate to base level needs - Maslow's Hierarchy. Money Job Security Administrative Structure Corporate Policies Status Working conditions

characteristics of a professional

If you want to be regarded as one, must act the part as well. Being a professional isn't about title it is about behavior. Ex. teachers who want respect of being regarded as a professional educator..

"we" not "i"

If you want your staff to buy into a team concept, there really is no room for "I" unless you are taking blame... Very important you give credit to staff at every turn. Remember, when they look good, so do you! Do not belabor mistakes, support staff even when they are wrong - allow them to maintain dignity while guiding them on how to fix it.

Starting vs. Growing a Business

Important to recognize these are starkly different endeavors: Starting a Business is about hard work, often micromanaging, intimate daily knowledge of all activities. High levels of "sweat equity". High levels of management to start with. Growth requires shift to leadership, attention to organizational structure and processes. Not always easy to do, many fail at this transition. Plenty of examples can be found on ABC's show Shark Tank - the "sharks" essentially specialize in business growth / transition and people gladly take it for good reason!!

relationships as motivators

In short, quality of relationships at work are immensely powerful in determining how happy and how motivated you are. There are exceptions where relationships propagate negative behaviors and poor motivation but largely they are quite positive for motivation. Motivation positively correlated with having a best friend at work. Relationship with Boss also extremely important - also tied to concept of perceived supervisory support, will discuss later.

shifting perspectives

In some ways, employers are not holding their end of the deal as well as they once did: Benefits are not as good. Supervisory / management structure often suffers with cuts "at the top" (span of control ratios get out of whack). Increased opportunity for individual work, can hurt socialization aspect of job.

shifting perspectives (social contract)

In some ways, the social contract attached to jobs mirrors the airline industry: Perks / benefits that used to be customary are now exceedingly rare. Focus is on bottom line - the dollar amount on the check / bill. Increasingly the financials of the transaction are tied to particulars of the deal.

personal development

In the process of becoming a competent counselor students are often cautioned "you can only lead as far as you are" Not only good advice in the clinical world - this concept is germane to all leadership endeavors. Try to recall examples of really good leaders who got burned out, or who were unaware of their own flaws thus didn't address them. What happened to their efficacy?

jobs are social contracts

Jobs are social contracts - so how does this affect Job Retention? Consider, you are hiring a new employee who is very talented: 1. After identifying they are a good fit, do you work extra hard to sell them on all the good things at your agency? 2. After identifying they are a good fit, do you explain the good things and areas where you struggle?

situational leadership

Main tenet of situational leadership is that you adapt your approach to employee situation, need, and motivation level AND ability. The mix of motivation and ability dictates how you respond. "Match the hatch" analogy - John Eggers, Ph.D. Recognizes that different types of employees require different types of styles. Consistent with earlier conversations about how to deal with troubled, troublesome, and high performing employees.

making use of mentoring

Many organizations do this to some extent or another. • True mentoring with fidelity is expensive and time consuming. • Most fall short of quality mentoring but can still be valuable for conveying tacit knowledge to new employees. Mentoring is important for staff at all levels, but is also very true for development of high level leadership skills. • May happen as part of a succession plan • May happen in context of professional trade group • Not always clear where it happens once you've reached the "top" but the need may not cease to exist, thus the value of the consulting industry.

When Progressive Discipline Fails

Progressive Discipline is the "gold standard" to follow prior to termination, however it doesn't always work: 1. Not always successful in producing desired behavioral change; can prolong inevitable result of termination (still have to try). 2. Some situations are so egregious you have to skip steps. Must satisfactorily prove that keeping the employee represents so much of a risk or burden to the organization that it is the only logical outcome. Have to be ready to prove it to people outside your organization as well as within!

starting your own business

Starting your own business calls on a lot of management and leadership skills: Visionary to chart the course to begin with. Organized Task Master / Manager to execute vision at the beginning. Adaptive leader that grows as company does. Ability to develop staff at all levels, and delegate wisely!

Principles of Wise Growth

Succeeding in business requires growth, usually faster the better but there are exceptions. Per Langhorne, 5 principles to Wise Growth: 1. Identify the right market and timing - is your product / service in demand right now? 2. Identify the right product / service based on #1 : May not be your ideal vision to start with! 3. Money Management $$ cash flow is essential - lifeblood of the business. Obsess over it and proceed cautiously (e.g. don't have 125k in inventory..) 4. Great People - new business tend to draw them but be careful and build trust over time.. 5. Passion - must love the work, the vision, the outcome. It will consume much of your time, better like what you're doing!

technology and continued shift (shifting perspectives)

Technology and continued shift toward knowledge workers also affords greater flexibility: More tailored work hours. Flexible work location, including from home Greater ability to keep "retirees" engaged in areas of greatest strength.

in closing termination

Termination from employment is increasingly common in a variety of settings. The stigma of being fired is still felt but others don't see it that way as it far more common. Must stay positive. This is an opportunity for growth you may not have ever realized absent the termination. Rely on your support networks! It will be inherently unpleasant as you go through it - having a general plan in mind ahead of time can help. Also useful to always have an eye on what the job market holds so you aren't caught off guard..

credit and contact info

The Pacific Institute provides outstanding resources and guidance in the area of organizational culture. While many concepts presented have origin public domain, full credit is given to the Pacific Institute for their application of these concepts in relation to organizational change.

3 types of organizations

This seems very obvious but warrants some discussion - important for wise leaders to remember what the boundaries are as well as strengths and weaknesses of each: • Public Sector • Private for Profit Sector • Private Not for Profit Sector Be cautious about blending: can be innovative but also introduces muddled dynamics regarding use of fund / resources supplanting staff, etc. That said... Blending occurs in different settings and with increasing frequency secondary to certain political agendas / ideology. • Some state agencies are closing in lieu of contracts with private for profit companies. • Public organizations often contract with NFP and for profit organizations. • Increasingly, public agencies have NFP foundations connected to them (U of I and Kirkwood are two local examples). • In some cases, public agencies compete with other sectors in the "free market"

balancing act

Though many authors seemingly take a strong stance against transactional leadership and toward transformational, there are situations where elements of both make sense. It is more of a spectrum then an either / or scenario. Consider the different types of employee scenarios: • Yard Laborer for landscape supply company • Loadmaster for UPS air freight • VP of Marketing for fortune 500 company Rather than either / or, another option is Situational Leadership

transactional leadership

Transactional Leadership: Focused on employee behaviors and outcomes. Quid pro Quo - employees perform to earn a reward or to avoid a consequence. Roughly analogous to behavioral modification treatment. • Labor intensive for the leader in many cases. • Seen often in sales forces. ex. of Best Buy - no commissions per se but still transactional through rewards.

Delivering Termination Notice

Very difficult but handle it professionally or it'll come back to bite you: Be factual: State the reason for termination succinctly but with some detail. "After an extended investigation we found that you violated work rule #9 that prohibits sleeping on the job". Put it in writing: Carefully craft (with consultation) a letter that explains cause of termination. Have severance calculations done in advance - come armed with details about vacation payout, etc. If other severance bonuses apply have information ready. Try to handle process tactfully: When / how they clean out their office, turn in keys, etc. Get any sensitive equipment or info back ASAP. Try not to embarrass employee further though. Have witnesses; recording final conversation not strictly necessary but may have value. Keep tone and emotion neutral, factual, to the point. Be prepared for emotional response from employee. Hopefully termination is not a surprise to them..

responsibility first

When an employee seems to be entitlement focused: Shift discussion of job from specific tasks to overall responsibilities, e.g. responsible for ensuring smooth day to day operation of unit. Try to re-frame your disgust- though can be quite annoying and distasteful, at the core we all want to be recognized / rewarded for doing well.. Entitlement = wanting that reward for minimal effort. Some impact of "everyone is special" mantra? Trophies for everyone? Keep in mind there's still workable ground here - just need to re-frame standard for what is reward worthy.

Coping with Stressful Situations

When the "stuff" hits the fan! 3 primary methods proposed by Langhorne: Breathe "through" the situation - best for small but emotionally intense situations, keep you from overreacting. Problem solve / negotiate: Many models for this, see p. 184 for one model. Use when situation likely to persist, needs a resolution. Grin and Bear it: Damage control, no or little ability to change, make peace with it best you can.

components of transformational

Whereas Transactional Leadership features a "telling" demeanor, Transformational Leadership is a "selling" approach. http://www.transformationalleadership.net/products/TransformationalLe adershipReport.pdf : Per authors of the above article, four main components of Transformational Leadership: 1. Charisma / Idealized Influence : The extent to which staff identify with you and to which you lead by example. Your ability to stand by your values, convey them, and make an emotional connection with staff. Trustworthiness is also key in this area. 3. Inspirational Motivation : Ability to articulate vision, stay optimistic, motivate staff. Create sense of purpose for staff - clearly illustrate why the work is important! 4. Intellectual Stimulation: Promoting creativity, encouraging staff to think counter to your views, seeks and supports staff ideas within the scope of your vision and broader goals. 5. Individualized Consideration / Attention : Ability to listen to and attend to needs of each staff person. Aim to provide support in meaningful ways to subordinates.

Wise use of power = wise decision making

With this comes need for quality information, relying on the right type of information for the task at hand, recognizing the context in which you are operating, and striving for candor while maintaining a respectful stance. These concepts are often challenging to execute in reality..

importance of work in our lives

Work is more than "just a job": Identity - literally how you identify yourself. (How do you handle it when you have multiple or it's complicated? ) Socialization with co-workers Income Concept of employment as a social contract is simply that there is a give and take, a quid pro quo. Employers provide benefits, money, tools / technology, and (hopefully) competent management / leadership. In return for adequate provision of the above, employees provide their time, skill, effort, and engage in the workplace.

team effort termination

You must stay positive when seeking a new job and keep proper perspective. Look for opportunities at every turn and keep your strengths front of mind. This process is "we", not "I" - remember this. Keep contact with your work colleagues, share the process with them. Also keep constant communication with family, can't have them adding pressure. Most people who have been separated (not for cause) look back after the fact as it being very positive because of how it all worked out. Networking is essential: Jobs are often the product of who you know. Continue to monitor your emotional well being, seek help as needed. Consider using extra time for other benefits, keep meaning in your day vs. seeking work 24/7 (which will serve as constant reminder of your "failure")

interconnectedness

Your personal life and professional life will always be interconnected. You can "fake it till you make it" for a short to moderate period in most cases if one is out of whack but it's not sustainable long term! Rather than attempting to pretend you can keep it separate, best to own the connection and work on trouble shooting areas of concern

differentiating between fixed and growth mindsets

fixed: intelligence is static, avoid challenges, give up easier, give up easily, low persistence, sees effort as unimportant, ignores constructive criticism, feels threatened by others success growth: intelligence is fluid/varied, embrace challenges, risk being wrong, stick with it when challenged, sees effort as path to success/mastery, accepts and grows from feedback, empowered by and learns from other's success

You may never fire an employee solely on the basis of:

• Age • Pregnancy • National Origin • Race • Ethnic Background • Religious Beliefs • Sexual Orientation

never waste a good crisis

• As previously covered, crisis or "bad" times represent an opportunity for change and growth. • Most important to think multi-dimensionally during crisis; ripple effect from decisions you make might differentiate between walking away stronger and crumbling under pressure. Solutions may come from unlikely places. • Remember, best leaders keep emotions in check, look for realistic silver lining - keep positive and keep perspective! • Crisis also illustrates exactly who can be counted on and who cannot.

remember good job interviewing strategy

• Keep your strengths in mind: Not over confident but you cannot appear desperate or lacking confidence. • Remember, you are interviewing them as much as them you. Preposterous as it may seem, convince yourself you will not take the position if it is clearly a bad fit. • Prepare as thoroughly as possible prior to the interview. • Helps anticipate questions = better answers • Helps keep anxiety down • Allows more meaningful conversation vs. shallow questions about things you can find out on your own. • Have outstanding questions for them, questions that convey your expertise or preparation. • Manage the application process professionally and efficiently: • Clear, concise, professional communication with HR staff. • Prompt replies to any inquiries or offers for interview. • Maintain extreme professionalism with everyone you encounter. • Timely and professional thank you notes after the interview speak well. • Dress appropriately - if in doubt err on side of formality. • As an external candidate the biggest barrier is they don't know you. You must be professional but relaxed enough for your personality to show through. Remember, the best leaders hire people not resume's; their confidence in you being easy to work with is essential - must foster that during the interview.

wisdom requires information

• Logically enough - you must be informed to be a wise leader. This is NOT the same as knowing it all. The ability to know what you don't know is extremely important. • 3 basic types of information / knowledge: • Explicit - that which can be taught / learned "book knowledge" • Tacit - much more contextual, experience based. Patterns you have learned to recognize over time, etc. It's the connective tissue, the "know how" that permits efficacy on the job. • Scientific- "why knowledge" - gives broader understanding of the work at hand. Very complimentary with other information types. Wisdom requires balancing information types: Explicit knowledge is required but Tacit is extremely important. To a large extent tacit knowledge can only be gained through experience; however, being a careful observer and student of leadership can accelerate the process to a degree. (Why are some people wise beyond their years?) Wisdom isn't about IQ or job title; it requires an ability to cut to the chase - find the truth amongst distractions. Highly refined ability to apply common sense? • Wisdom requires comfort with ambiguity and willingness to abandon micro level focus. The broader the view the less clear the path is but the better appreciation of the interconnectedness of systems. • Wise leaders avoid focusing on single issue advocacy and repel individuals or groups who are single issue advocates - tend to think theirs is the most important to the detriment of the organization. Often involves "poking holes" in a good idea, looking for the potential risks. • Discernment: Ability to set aside bias, emotion, and experiences to look at full range of options. To identify and sift through choices to reach the best one. Difficult to do but central to wisdom.

core assumptions about transactional leadership

• People are motivated by reward and punishment • Social Systems work best with clear chain of command. • When People agree to do a job, part of the deal is that they cede all authority to the leader. • The prime responsibility of a subordinate is to do what the manager tells them to do. • Not always a bad work environment but not typically too enriching either. Can actually be fairly low stress if parameters and expectations are fair. Impact: Good employees will likely succeed in most instances but may not be happy. Bad employees may learn to manipulate the system to look better than they are. Other Bad employees and some good ones will not succeed and will quit or be fired quickly. Who is left after the above transpires??

assumptions of transformational leaders

• People will follow leaders who inspire them. • A person with vision and passion can achieve things. • The way to get things done is by injecting enthusiasm and energy. Extraverts seem to be well suited for this - how does it work for introverts? It might look a little different but same tenets can apply while staying genuine. Also sometimes have to step outside comfort zone...

strategies for wise leadership

• The power of executive leaders is immense; important they wisely apply that power. • Difficult to teach how to be wise, but some strategies do exist: • Every crisis is an opportunity • Utilize Mentoring • Recognize the role of your organization. • Engage consultants • Recognize that being "nice" can actually be a toxic cop-out.