Becoming a Firm Leader

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Becoming a Firm Leader
For New Partners and Experienced Managers

• By Rex Gatto, Ph.D.
• Gatto Associates, LLC
• 412-344-2277
• Websitewww.rexgatto .com

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Table of Contents

• Introduction
• Section 1 Leadership role of a partner
• Section 2 Communication
• Section 3 Giving Feedback
• Section 4 Strategic Planning

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Learning Objectives

• Effectively utilizing leadership characteristics
• Effectively communicating with others
• Giving feedback to motivate staff
• How to write a Strategic Planning for the firm

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INTRODUCTION

• Ground Rules
• Ask questions
• Underline key points
• Discuss how to apply feedback
  specifically in the firm

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FEEDBACK

• Supportive
• Corrective
• FEED THE FUTURE

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Thought Provoking Books

• The 21 Indispensable Qualities of a Leader by
  Maxwell
• Management Challenges for the 21st Century by
  Drucker
• Leading Change by Kotter
• First Break All The Rules by Buckingham and
  Coffman
• Winning by Welch
• Where did all the Leader Go Iacocca

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Action Model

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THOUGHT PROVOKERS

• Survival - how you handle it
• Success
• Attitude
• Listen
• Right questions
• Common Sense

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Introspection

• Be SMART
• Specific,
• Measurable,
• Action oriented,
• Realistic and
• Time bound

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Your Coat of Arms

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Section 1

• Leadership
• pages 135-142

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FAMOUS LEADERS

• WHAT DO ALL OF THESE LEADER HAVE IN COMMON?

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LEADERSHIP

• In its simplest form leadership has three
  components
• Leader
• Follower
• Common Goal

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LEADERS
Behaviors of Successful Leaders Behaviors of Unsuccessful Leaders

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LEADERSHIP

• Leadership - process by which leaders guide and
  develop themselves and others by
• Communicating
• Taking appropriate action
• Building trust
• Achieving goals, given
• Leaders abilities and skills
• Abilities and skills of followers
• Within a changing environment

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LEADERSHIP

• Leaders develop through ability, desire, and
  opportunity.
• Effectively develop followers.
• Address issues proactively.
• Develop potential by leading, making decisions.
• Earn the respect of followers.
• Respond
• Single out and clearly define expectations.
• Have desire trust to lead in unpredictable
  times.
• Identify the right questions.
• Provide open, honest, trusting, respectful
  communication.

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LEADERSHIP DEFINITION

• Leaders
• Define what the future should look like, aligns
  people with that vision, and inspires people to
  make it happen despite the obstacles
• (John Kotter)

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Lead by Adaptation

• Vision where are we headed
• Clearly define the job set stretch goals
• Open Communication open communication in all
  directions up and down and across the
  organization
• Accountability for Results in the end, its
  performance that count. YOU are responsible for
  results

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Lead by Adaptation 2

• Be Visible make a point of getting out of your
  office and talking to the people who work for
  you meet people
• Performance employee performance give
  employee credit
• Be a Role Mode employees respond more to your
  actions than to your rhetoric. Lead by example.
• Change changing business needs ask for input
• Work Environment open trusting, respectful and
  honest work atmosphere

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Carly Fiorina pg 14

• putting information to work by employing an
  infrastructure with the flexibility and
  adaptability to help companies
• role that character, capability and collaboration
  play in defining leadership

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Jack Welch pg 15

• Positive energy go go go they love action and
  relish change
• Energize the ability to love people and inspire
  them to move mountains
• Edge courage to make tough yes-or-no decisions
  -- no maybes
• Execute get the job done
• Passion a heartfelt, deep and authentic
  excitement about life and work
• Teach Managers to mange less instill confidence

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Walt Disney

• Vision - is critical to success
• Involvement - create a work environment that
  encourages employees to be actively involved

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Angel Merkel (Germanys 1st women leader 11/05)

• Emphasizing the need for self-sufficiency
• Reforming the funding of the medical system and
  raising the retirement age while tinkering with
  the tax system
• Unemployment - 5 million before the election,
  fell in October to its lowest level in four years
  at around 4 million
• Debt is down

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Jim Collins pg 16

• Level Five Leaders
• Make the organization more successful for the
  next generation
• Know that we created a strong company
• Want my successor to be better and greater
• NO ME its WE

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Four Leadership Styles
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Leadership Styles
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Leadership Model
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Effective Leaders

• Use various styles
• Trust themselves
• Develop themselves
• Apply abilities
• Know to whom and when to listen and follow

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Six Dimensions of Leadership

• Communication
• Positive Attitude
• Building Relationship
• Decision Making
• Modeling Leadership
• Inspiring Others

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Leadership Development Develop from
Develop to
passivehaving to be stimulated, motivated, and disciplined active being self-reliant, self-initiated and self-determined
dependence relative independence to interdependence (internalization of a set of values which become base for behavior)
capable of behaving in a few ways capable of behaving in many different ways
unpredictable, shallow interests of short duration deeper interests
smaller time perspectives a much larger time perspective of eventsbehavior is affected by past events and future hopes
subordinate position aspiring to occupy an equal and/or superordinate position in reference to peers
lack of self-awareness awareness of and control over oneself
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Summary

• You are going through a developmental leadership
  process challenge yourself
• To be the best version of a leader that you can

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Section 2

COMMUNICATION pages 45-75 143-158 203-215
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COMMUNICATION

• Communication is
• The application, demonstration and expression
  of your knowledge through verbal and non verbal
  expression

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Effective Listening

• Factors that affect listening
• Time
• Ability to understand
• Stress
• Business environment
• People involved
• Who says it
• Different communication styles and behaviors

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Communication

• TAKE ONE BITE AT A TIME!

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BRIDGE THOUGHTS

• BUILD A BRIDGE TO CONNECT THOUGHTS

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CONNECTION

• MAKE
• A
• CONNECTION

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Shaping a Presentation
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Four Styles of Communication gray booklet

• Blunt
• Sincere
• Influencer
• Detailed

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Four Styles of Communication Blunt

• Speaker is in charge. Likes to be challenged.
  Tends to be brief. Poor listener. Wants quick
  results. The effective aspect is that you
  quickly give out and respond to information.
• Thought realize that some people may interpret
  this style as uncaring and impersonal. Poor
  listening may result because this person usually
  goes on to another thought and/or is quick to
  respond or rebut ideas without letting others
  finish their statements. Concentrate on what is
  said. You may want to take notes to accurately
  collect information and not respond too quickly.

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Four Styles of Communication Influencer

• Speaker is persuasive. Likes popularity. Talks
  too much. The effective aspect is that you give
  a lot of information. The question is, Is all
  the information needed?
• Thought when speaking, know what you want to
  say. Do not repeat or oversell every idea.
  Create a structure. Write notes or an agenda and
  stick to it. Do not embellish or editorialize.

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Four Styles of CommunicationSincere

• Speaker is sincere. Likes to be a team player.
  Needs too much personal attention. Turned off by
  aggressiveness. The effective aspect is that by
  communicating with others you give and seek
  personal attention.
• Thought remember that because others are brief,
  do not be put off by their style of quickly
  moving through information. Keep in mind that
  not everyone needs the same sense of belonging or
  affiliation as you.

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Four Styles of CommunicationDetailed

• Speaker is thorough and structured. Leaves
  little unsaid. Logical. Detail oriented. Likes
  to ponder. The effective aspect is that you
  leave little information out. The question is,
  Does everyone need to hear it?
• Thought simplify what you say. At times,
  provide the big picture instead of great detail.
  Too many details often confuse the issue instead
  of clarifying it.

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Communication That Influences

• What is the goal?
• What issues should be addressed?
• What is the presentation strategy?
• How do you phrase to have influence?

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Communication in Action

• Adapt your communication style
• State your destination-goal
• Listen carefully
• Generate questions
• Focus on benefits

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Summary

• You are going through a developmental leadership
  process challenge yourself
• To be the best version of a leader that you can

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Section 3

• Giving Feedback
• Pages 181-196

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Motivation

• Be realistic
• Identify what is to be accomplished
• Identify your biases
• Challenge
• Strengthen
• Encourage risk-taking
• Communicate
• Ask Whats in it for you
• Identify the trade-offs

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Definition of Motivation

• Physical and mental effort expended toward a goal
• Extrinsic outside recognition, praise, reward
• Intrinsic internal pride, fulfillment, self
  actualization
• Performance Ability X Effort
• (or motivation)

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Ways to Motivate Employees

• Listen to employees needs
• Acknowledge how employees feel
• Be honest
• Support teamwork
• Encourage
• Challenge/job innovation
• Promote satisfaction between worker and job

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Maslow

• Self actualization
• Creativity
• Self-realization
• Challenges of work
• Self esteem
• Promotion, praise
• Special benefits
• Belonging
• Teamwork
• Friendly manager

• Safety
• Job security
• Work standards
• seniority
• Psychological
• Money
• Work breaks
• Equipment
• Work conditions

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Herzberg

• Motivator factors (satisfiers)
• Achievement
• Advancement
• Opportunity
• Appreciation
• Praise
• Earned recognition
• Personal growth
• Acceptance
• Work itself

• Hygiene Factors (dissatisfiers)
• Wages
• Work conditions
• Company policies
• Organizational structure
• Coworkers
• Management personalities
• facilities

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Two Models of Motivation

• Maslow
• Self actualization
• Self Esteem
• Psychological
• Safety

• Hertzberg
• Satisfiers
• Motivator factors
• Dissatisfiers
• Hygiene factors

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Developmental Focus

• Key Issues
• Development
• Empathy
• Acceptance
• Strengths

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Roles During Feedback

• Analyzer
• Whiner
• Rejecter
• Victim
• Controller
• Listener

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Four Stages of Feedback
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Motivation Through Performance Appraisal

• Phase I - Set the ground rules
• Phase II - Give feedback
• Phase III - Identify strengths opportunities
  for development
• Conclusion - Ask for agreed-upon-goals ask how
  the person feels

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Rewards

• What is rewarded and recognized, people will
  move toward and become!

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Why Working Associates Are Motivated
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Exercise of ApplicationEmployee Motivational
Assessment
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Employee Value
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How to Give Praise and Reprimand

• State the issues
• Identify and focus on facts
• Discuss results
• Focus on individual employee only
• Listen without rebuttal

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Motivation

• Opportunity desire ability
• Identify what you want to accomplish
• Be realistic
• Identify your bias
• Give yourself and others recognition

• Act
• Have courage
• Communicate on the level of the listener
• Answer what is in it for you
• Identify the trade-offs

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Summary

• REMEMBER
• The question is WHY
• The answer is MOTIVATION

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Summary

• You are going through a developmental leadership
  process challenge yourself
• To be the best version of a leader that you can

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Section 4

• Strategic Planning
• Pages 13-26 237-241

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Summary

• You are going through a developmental leadership
  process challenge yourself
• To be the best version of a leader that you can