Empowering and Developing Others - PowerPoint PPT Presentation

Loading...

PPT – Empowering and Developing Others PowerPoint presentation | free to download - id: 3b60e8-M2Y1N



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Empowering and Developing Others

Description:

Empowering and Developing Others Connecting with Others Commitment to Others Growth Professional and Personal Development Growing New Leaders People Development ... – PowerPoint PPT presentation

Number of Views:525
Avg rating:3.0/5.0
Slides: 42
Provided by: servantlea
Learn more at: http://servantleadersineducation.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Empowering and Developing Others


1
Empowering and Developing Others
  • Connecting with Others
  • Commitment to Others Growth
  • Professional and Personal Development
  • Growing New Leaders

2
People Development Principles
  • People development takes time
  • People skills are essential for success
  • Be a model that others can follow
  • Lead others by looking through their eyes
  • Leaders must care for people before they can
    develop them
  • People developers look for opportunities to build
    up people
  • The greatest potential for growth of a company is
    growth of its people
  • Maxwell Developing the Leader Within You

3
People Development
  • Realize that people are your most valuable asset
  • Place a priority on developing people
  • Be a model for others to follow
  • Pour your leadership efforts into the top 20
    percent of your people
  • Expose key leaders to growth opportunities
  • Be able to attract other winners/producers to the
    common goal
  • Surround yourself with an inner core that
    complements your leadership

4
The Law of Priorities
  • To find your key players, evaluate each person
    according to the following criteria
  • The influence test
  • Capable of influencing others
  • The relationship test
  • Good relationships with the majority of people
  • The credibility test
  • Respected by others
  • The spiritual test
  • Similar values
  • The administrative test
  • Wise decisions
  • The attitude test
  • Willingness to serve others full-time

5
  • Connecting with Others

6
The Gardening Principle
  • All relationships need cultivation
  • Some people come into our lives for a (specific)
    reason
  • Doctors, real estate agents, etc.
  • Some people come into our lives for a season
  • Few weeks to several years
  • Some people come into our lives for a lifetime
  • Family and close friends

7
Ways to keep cultivating important relationships
  • Commitment
  • Determined to keep it successful
  • Communication
  • Honest
  • Authentic
  • Friendship
  • Sacrifice
  • Confidentiality
  • Memories
  • Shared memories are powerful
  • Growth
  • Learning and growing together
  • Spoiling Each Other
  • Unconditional Love

8
Barriers to Building Relationships in our Schools
  • Determine priorities and steps to improve
    relationships in our schools

9
True Colors and Servant Leadership
  • Which True Color supports
  • servant leadership?

10
  • Commitment to Others Growth

11
Empowering Others
  • To Be an Empowerer, a Leader Needs
  • Position
  • Relationship
  • Respect
  • Commitment

12
Ten Questions to Ask Yourself about Empowering
Others
  • Do I believe in people and feel that they are my
    organizations most appreciable asset?
  • Do I believe that empowering others can
    accomplish more than individual achievement?
  • Do I actively search for potential leaders to
    empower?
  • Would I be willing to raise others to a level
    higher than my own level of leadership?
  • Would I be willing to invest time developing
    people who have leadership potential?
  • Maxwell Becoming a Person of Influence

13
  • Would I be willing to let others get credit for
    what I taught them?
  • Do I allow others freedom of personality and
    process, or do I have to be in control?
  • Would I be willing to publicly give my authority
    and influence to potential leaders?
  • Would I be willing to let others work me out of a
    job?
  • Would I be willing to hand the leadership baton
    to the people I empower and truly root for them?

14
How to empower others to their potential
  • Evaluate them (their knowledge, skill, and
    desire)
  • Model for them
  • Give them permission to succeed
  • Expect it
  • Verbalize it
  • Reinforce it
  • Transfer authority to them
  • Publicly show your confidence in them
  • Supply them with feedback
  • Release them to continue on their own

15
Soar with Your StrengthsClifton and Nelson
  • Nine Principles for Managing Relationships
  • Think of others in terms of their strengths.
  • Quality relationships develop one-on-one.
  • Doing for never makes up for doing with.
  • The more people know about each other, the more
    likely they are to like each other.
  • There is no trust without risk.
  • Relationships are built one commitment at a time.
  • Being liked is important.
  • Relationships dont just happen be an activator.
  • Use relationship strengths manage your
    weaknesses.

16
Professional and Personal Development
  • Personal/Staff Development Activities
  • Focus on needs of people in the organization
  • Personal
  • Professional
  • Spiritual

17
  • Learning for Continuous Improvement
  • What is a PLC (Professional Learning Community)?
  • Why PLCs?
  • Teacher Isolation
  • Professional Development Activities
  • The Buffer and Isolation
  • Schmoker Results Now How We Can Achieve
    Unprecedented Results in Teaching and Learning

18
Growing New Leaders
  • Choosing people to mentor
  • Select people with similar philosophies
  • Choose people you genuinely believe in
  • Look for a fit between their potential and your
    strengths and experience
  • Match people to the mountains
  • Start when the time is right

19
  • Enlarging Process
  • See their potential
  • Cast a vision for their future
  • Tap into their passion
  • Address character flaws
  • Focus on their strengths
  • Maxwell Becoming a Person of Influence

20
  • Enlarge them one step at a time
  • Attitude
  • Relationships
  • Leadership (learning to lead others)
  • Personal and professional skills
  • Put resources in their hands
  • Expose them to enlarging experiences
  • Teach them to be self-enlargers

21
Law of Legacy
  • Leaders who leave a legacy of succession
  • Lead the organization with a long view
  • Create a leadership culture
  • Pay the price today to assure success tomorrow
  • Value team leadership above individual leadership
  • Walk away from the organization with integrity

22
The Power of Multiplication
  • Lead yourself well
  • Look continually for potential leaders
  • Put the team first
  • Commit yourself to developing leaders, not
    followers

23
Delegation
  • Delegation is the skill most often identified
    for improvement when assessing administrators.

24
Prioritize and Delegate
  • High Importance/High Urgency.tackle first
  • High Importance/Low Urgency..set deadlines
    and work into routine
  • Low Importance/High Urgency.delegate
  • Low Importance/Low Urgency..assign task out
    or dont do it at all
  • Maxwell Developing the Leader Within You

25
Steps to Delegation
  • Describe the task and its objectives
  • Emphasize the positives of the task
  • Express high expectations and confidence in
    abilities
  • Get the delegatees ideas and points of view.
  • Discuss and clarify for understanding.
  • Discuss any constraints present get tentative
    commitment.
  • Discuss training needs and agree on training
    schedule.
  • Discuss any checkpoints for follow-up and
    deadlines to be met.
  • Discuss and establish priority in relation to
    other tasks.
  • Agree upon clearly identified first step and
    confirm commitments to the task.
  • DuPont Leadership Training

26
Monkey Management
  • The One Minute Manager Meets the Monkey
  • Blanchard, Oncken, and Burrows
  • Why is it that some managers are typically
    running out of time
  • while their staffs are typically running out of
    work?

27
If you are trying to do it all, you are harming
your organization.
  • In attempting to do it all, leaders find
    themselves
  • Working overtime
  • Spread too thin
  • Attending unnecessary seminars/meetings
  • Taking on others work
  • Rescuing others
  • Neglecting leadership duties
  • Feeling overwhelmed and burning out
  • Feeling frustrated and guilty for not getting
    things done
  • Neglecting their personal lives
  • Creating a bottleneck in the organization

28
How do I collect monkeys?
  • A person approaches me and tells me of a problem
    that needs to be solved. Here is how I accept
    the monkey. Great boss that I am, I listen to
    the problem and eventually say, Let me think it
    over and get back to you.
  • I accepted the responsibility for the problem
    from that person.
  • I promised the person a progress report.
  • We just switched roles supervisor and worker!

29
Types of Monkeys
  • Sideward-leaping Monkeys
  • Downward-leaping Monkeys
  • Upward leaping Monkeys
  • Ricochet monkeys
  • Teflon Monkeys

30
  • Some monkeys belong to me and should not be
    delegated but the vast majority of monkeys on
    my back, on my desk, in my in-box, and in my mind
    do not belong to me.
  • Some leaders are compulsive monkey-picker-uppers.
    After all, great leaders can solve anything,
    right?

31
So, what do we do about it?
  • Great leaders train others to be great leaders.
    If your staff is not ready to take on extra
    responsibilities, then it is your job to get them
    ready!
  • Monkeys can be opportunities for leadership
    growthnot problems.
  • Train workers to care for and feed their own
    monkeys. Once they learn to do so, leaders are
    free to do planning, coordinating, innovating,
    staffing, and other key leadership tasks.
  • All monkeys must be handled at the lowest
    organizational level
  • consistent with their welfare.

32
Rules for Monkey Management
  • To ensure that the right things get done the
    right way at the right time by the right
    people
  • Rule 1 Describe the Monkey
  • The next moves are specified.
  • Rule 2 Assign the Monkey
  • The monkey is assigned to a person.
  • All monkeys must be handled at the lowest
    organizational level consistent with their
    welfare. A leader retains only the monkeys that
    he/she only can handle.

33
  • Rule 3 Insure the Monkey
  • The leader grants authority and freedom through
    Monkey Insurance Policies
  • Level 1 - Recommend, then act
  • Level 2 - Act, then advise
  • Appropriate level of delegation is selected
    based upon circumstances.
  • Rule 4 Check on the Monkey
  • The time and place for follow-up is specified.
  • Two reasons for check-ups
  • Catch people doing something right and praise
    them
  • Spot problems and take correction action before
    it is too late

34
  • Apply the rules for
  • monkey management only
  • to the monkeys that
  • deserve to live.

35
Obstacles to Good Monkey Management
  • Leaders Attitudes
  • Fear that people will think you are not doing
    anything. I wouldnt ask someone to do something
    that I wouldnt do myself, so I am in the
    trenches with them helping out. Question who
    is taking the time to appropriately lead the
    organization while you are in the trenches?
  • Fear that once people are empowered, you may feel
    as though you are not needed.
  • Rationalization I am the highest paid person on
    this campus, therefore I should be working the
    hardest stay the longest should be turned
    around to I am the highest paid person on this
    campus therefore, I should do what it takes to
    be the alpha-leader.
  • Rationalization I am too busy to delegateit is
    easier just to do it myself. Profound thought
    The more you get rid of your peoples monkeys,
    the more time you have for your people!

36
  • Leaders often enjoy doing the work of their
    subordinates (more than taking on management
    tasks).
  • Rationalizations If you want it done right,
    This one is too hot for my staff to handle,
    etc.
  • Live and die by the adage Good leaders can
    solve all problems.
  • Hesitation to grant Level 2 freedom to workers
    based upon worst case scenarios. What is the
    worst thing that could happen?
  • Delegating is a sign of laziness.
  • Checking up on people is snooping.

37
Obstacles to Good Monkey Management
  • Workers Attitudes
  • Reluctance to admit to the boss that they are at
    their limits in capacity. They often will take
    on responsibilities that they know they cannot
    handle in effort not to disappoint the boss.
  • Teflon monkeys slide off the backs of those who
    should be keeping them. I shouldnt have to do
    this, I cant handle this, I am too busy, and it
    is not my job.
  • Fear of consequences of responsibility. Workers
    can turn Level 2 into Level 1 delegation by
    constantly seeking feedback getting leaders
    fingerprints on everything they do.

38
  • Desire to solve own problems rather than bring
    them to the boss (Workers wait until the monkey
    is dead before they take it to the doctor).
  • We have a problem. Dont let someone say this.
    It is either my problem or his problem. If it
    is mine, I will take it. If it is his problem,
    there is no reason to delegate. Let him keep it
    and offer advice on how to solve it. When you
    offer help, say, I will help you with your
    problem subject to the following condition at no
    time while Im helping you with your problem will
    your problem become my problem, because the
    minute your problem becomes my problem, you will
    no longer have a problem and I cant help a
    person who does not have a problem!

39
Three Kinds of Organizational Time
  • Boss-imposed Time
  • System-imposed Time
  • Self-imposed time
  • Discretionary time
  • Subordinate-imposed time
  • The more you get rid of your peoples monkeys,
  • the more time you have for your people.

40
Educational Monkeys
  • Campus Planning
  • If the campus plan constantly lists the
    principal as the one responsible, a
    hopelessly-tangled bottleneck has been created.
    Can delegation solve this?
  • Scheduling
  • Can some of the scheduling of activities be
    delegated?
  • Other ______________________
  • Other ______________________
  • Other _______________________
  • Other _______________________

41
  • True delegation is not about abdicating ones
    leadership.
  • It is about empowering and developing new leaders!
About PowerShow.com