Leadership Development: Are You A Leader or A Follower

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Leadership Development Are You A Leader or A
Follower?

• Presented by
• Melody Kebe, CMP, CGMP
• SGMP National Board Director
• February 7, 2006

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AGENDA

• SGMP Leaders Chapter and National Level
• Assessing Your Abilities and Skills
• Making Decisions
• Delegating Effectively
• Managing Teams / Team Building
• Motivating People
• Common Mistakes Leaders Make
• Essential Leadership Attributes
• Self-Assessment

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GOSGMP Chapter Board of Directors

• President Lila Duncan, CMP
• 1st Vice President Sarah Watson
• 2nd Vice President Gretchen Darnell
• Secretary Kelly Moore
• Treasurer Desiree Everett
• Directors Liz ONeal
• Ben Danley
• Cassandra Webber
• Immediate Past Pres. Kim Blanding

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SGMP National Board of Directors

• President Donna Carey, CGMP
• 1st vice President Ruth Harris, CMP, CTAS
• 2nd Vice President Kristi Griffith, CHSP
• Secretary Claudette Ferris, CPS
• Treasurer Connie Elliott, CMP
• Directors Melody Kebe, CMP, CGMP
• Lagina Fitzpatrick, CMP
• Donna Cottle, CMP
• Immediate Past Pres. Lynette Schick, CMP
• Headquarters
• Executive Director Carl Thompson, CGMP
• Deputy Director Charles Sadler, CHSP

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Assessing Your Abilities and Skills

• By focusing on your strengths,
• weaknesses and areas for
• improvement through ongoing
• training and ascertaining progress.

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Assessing Your Abilities and Skills

• White Index Card - Strength
• Green Index Card Weakness

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Assessing Your Abilities and Skills

• Leading versus Managing
• Is there a difference?

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Assessing Your Abilities and Skills

• Leader Setting direction and vision aligning
  employees/teams motivating and inspiring and
  producing useful change.
• Manager Planning, budgeting, organizing and
  staffing, controlling and problem solving and
  producing predictability and results.

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Assessing Your Abilities and Skills

• The aim of leadership is to help others achieve
  their personal best. This involves setting high
  but realistic performance goals for yourself and
  your team through process improvement
  (creativity/new ideas).

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Assessing Your Abilities and Skills Evaluating
Your Key Attributes

• Ambition Eagerness to Excel
• Vision Clear idea of your goals
• Confidence Ability to do anything
• Risks Willing to take a chance
• Drive/Energy Determination/Perseverance
• Competitive Spirit Satisfaction
• Self-Criticism Relentless Perfectionist
• Leadership Lead by example

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Making Decisions

• Rational Thinker -
• Uses knowledge, skills, and experience
• Applies logic to reach conclusions
• Analyze issues to understand whole picture
• Intuitive Thinker
• Come to conclusion by hunch
• Led by emotion and sensitivity
• Uses imagination to create new ideas

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Making Decisions

• Various types of decision-making
• Routine same circumstance recur
• Emergency as event unfolds
• Strategic deciding on aims and objectives,
  converting into specific plans or sub-decisions
• Operational people problems requires sensitive
  handling

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Making Decisions

• Know your corporate culture (audience)
• Be Decisive (timely, clear, firm, positive)
• Reaching a decisions (get the facts, consult
  others, tools/resources, discuss and examine
  consequences)
• Implementing a decision (develop an action plan,
  communicate your decision)
• Overcoming objections (opposition)

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Making Decisions

• Overcoming Objections Signals
• Resistance - Arms crossed defensively show lack
  of willingness
• Doubt - Face-cupping shows need for reassurance
• Assessment - Hand on chin shows appraisal is
  unemotional
• Support Open, direct gaze indicates desire to
  be helpful

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Making Decisions

• Can you live with the decision? Making the right
  or wrong decision can have a major impact on
  yourself and others.
• Certain activities/events in your day-to-day
  living can influence your decision-making.
• Should you re-evaluate your decision?
• Seek guidance from others (mentors, key leaders).

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Delegating Effectively

• Why Delegate?
• Reduce your workload to allow more time for
  essential managerial tasks.
• Boost staff morale, experience and build
  confidence in others.
• Team effort employ others to assist.
• Strengthen your own performance by delegating
  efficiently.

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Delegating Effectively

• Understanding Accountability
• Individual Responsible for a specific task
• Team - Shares equal responsibility for
  implementing/completing the project
• Leader Responsible for end result

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Delegating Effectively

• Involves entrusting another person with a task
  giving them full and complete authority to make
  decisions
• Articulating expectations and ensuring the person
  has a clear understanding
• Avoiding duplication
• Avoid overburdening staff
• Delegating in Advance

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Managing Teams / Team Building

• Leadership Role in Managing Teams
• Ensure each member of the team understands your
  vision, objective and goals as well as their role
  as part of the team
• Teaming/Working Together (cohesiveness)
• Encourage full participation / accept or consider
  others opinions

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Managing Teams / Team Building

• Leadership Role in Managing Teams Cont.
• Communicate effectively/keep everyone informed
• Promote openness (no hidden agendas)
• Setting goals / achieving goals
• Assess progress of the team
• Show concern/care of teammates
• Establish team trust

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Managing Teams / Team Building

• What makes a good team?
• Characteristics of each members ability and
  skills
• Work well together
• Know and understand team goals
• Build friendship/trust with each other
• Provide stability
• Generate new ideas

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Motivating People

• Influencing an individuals behavior/performance
• Encourage individual to share your ideas and
  enthusiasm
• Effective Communication
• Learn from mistakes (failure can lead to success)
• Appraising Effectively

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Motivating People

• Recognizing Needs
• Self-Actualization
• Self-Esteem
• Social
• Safety
• Physiological

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Common Mistakes Leaders Make

• Show favoritism
• Become part of a clique
• Show unfair recognition/rewarding of those less
  deserving
• Not seeking all of the facts from everyone
  involved before making a decision (i.e., taking
  sides)
• Micro-manage

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Essential Leadership Attributes

• Vision Ability to develop and communicate to
  the team the where, why and when
• Change Agent Ability to encourage and enable
  teammates to work through the changes to achieve
  the vision
• Continuous Improvement/Training Passion for
  self improvement of self and others ability to
  be an excellent coach and mentor
• Delegation / Empowerment Ability to effectively
  empower others to get the job done
• Character Building trust with your teammates by
  exemplary behavior

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Assessing Your Ability Self-Assessment

• Evaluating your strengths / weaknesses
• 1 Never
• 2 Occasionally
• 3 Frequently
• 4 - Always

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Assessing Your Ability1-Never
2-Occasionally 3-Frequently 4-Always
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Summary

• A good leader demonstrates fairness, equity,
  justice, honesty, openness, and trust while
  keeping his or her integrity.
• Successful leadership is leading by example!

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December 2005 Newsletter Article - The Garden
Plot by Cassandra Webber

• Leadership Who are the leaders in the group?
• Future How are we (GOSGMP) growing future
  leaders for SGMP locally and nationally?