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Leadership Training

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Title: Leadership Training


1
Leadership Training
  • Shift Leader Workshop
    Anchorage
  • June 24-26, 2008

2
  • Part I
  • General Leadership Principles

3
Qualities of a Leader
  • Ten Qualities of a Leader
  • Have a vision, make decisions, take risks,
    motivate others,
  • build teams, possess self-knowledge, display
    integrity,
  • pursue lifelong learning, communicate
    effectively,
  • help others succeed

4
Role of the Shift Leader
  • Role model
  • Team player
  • Scientist (technical expert)
  • Communicator

5
  • Lead by example
  • Staff members look up to you for direction
  • Respect is earnednever given
  • Don't tell people how to do things, tell them
    what to do and let them surprise you with their
    results. George S. Patton

6
Operations
  • You are the key operational belly button in
    your office
  • During a weather event, you are the person who
    calls the shots
  • You may assign duties to folks (e.g. weather
    coordinator, answer public phone calls, have
    folks conduct briefings, or issue special
    products)

7
Chain of Command in Alaska RegionOperations
MIC/HIC/ DIRECTOR
  • MIC / HIC / Director
  • WCM or SOO, DOH, TWSO
  • Senior Forecaster/Watchstander
  • WCATWC

WCM/SOO/DOH/TWSO
SENIOR FORECASTER/ HYDROLOGIST/ WATCHSTANDER
8
Shift operations
  • Begin with a quick 5 minute huddle
  • Discuss problem(s) of the day roles and
    responsibilities of the forecasters assignment
    of X shift to operations (or heads up that it may
    be necessary during the shift)
  • Redistribute work if necessary based on the
    situation of the day

9
Quickly identify
  • Physical processes and patterns (pattern
    recognition)
  • Define the problem(s) of the day
  • Maintain situational awareness
  • Anticipate potential situations (e.g. upcoming
    winter storm, begin thinking about specialized
    briefings to customers, increased staffing, etc.)

10
  • Part II
  • Your Role as a Leader in the Organization

11
Interpersonal Relations
  • Take the time to build rapport with co-workers
  • Treat each other with respect as individuals
  • Work together to achieve the common goal

12
Effectiveness Foundations
  • 1 Build Relationship of Rapport (ROR)
  • 2 Clarify Expectations
  • 3 Awareness Guides Actions

13
1 Build Relationship of Rapport (ROR)
  • Rapport the experience of compatibility,
    affinity (its hard to work with strangers)
  • Rapport means that people admire you, see the
    best of themselves in you, perceive in who they
    want to be
  • The root of 50 of organizational problems poor
    relationships
  • Continually develop comfortable working
    relationships with others

14
Nail Puzzle
  • Take a 16P nail in pound it into a 1 inch x 1
    inch cube of wood to create Nail Tower 1.
  • Do this again with a second cube to create Nail
    Tower 2.
  • Place these blocks 7-10 inches apart.
  • Place 20 or more nails in the space between the
    cubes.
  • The goal is to create a nail bridge using the
    materials provided so that the bridge nails only
    touch the heads of the two nail towers and not
    the wooden cubes or the table surface.

15
Building Unity, Community,
and Connection
  • The answer move the nail towers closer together
    and use only 1 nail to bridge
  • Teachable moment It takes less materials and
    less time to create a connection between the two
    groups when the first thing you do is bring the
    groups closer together.

16
2 Clarify Expectations
  • Expectations drive our perception and our
    behavior
  • What people expect is what they get
  • The root of 30 of organizational problems
    unclear, unmet, unexpressed expectations
  • Clarify your expectations to others understand
    and meet others positive expectations explain
    organizational expectations to others create
    positive expectations

17
3 Awareness Guides Actions
  • Lead the Way Every Day Requires heightened
    awareness
  • Know your strengths, weaknesses and assumptions
  • Be self-referred refer back to your level of
    consciousness how are you processing information
  • What more do you need to know, do, believe to be
    effective? Over what time frame?

18
Natural Laws of Leadership
  • Leaders set the vision
  • Define the goal
  • Make the final decision
  • A leader is a person who gains willing followers
    managers direct subordinates, make the final goal
  • Anyone who gains followers is leading.

19
Who Do You Consider a Leader?
Place your picture here
20
Respect
21
Trust
22
Conflict
  • Conflict arises when you want something and
    another person wants something else
  • Conflict occurs due to differences in perception
    and interdependence in the work place
  • Conflict is inevitable and MUST be resolved!

23
Conflict?
24
More on conflict
  • Conflict is not necessarily bad
  • Reasonable amounts of conflict are needed to
    ensure that decisions are reached
  • No conflict no one cares
  • Conflict is constructive or destructive depending
    on how it is handled!

25
Types of Conflict
  • Pure Win Win (this is what we strive for)
  • Competitive Win-Lose
  • Tragedies a.k.a. The death dance Lose-Lose
  • Beware of the death dance. The attitude here is
    I dont care if I die, as long as I take you
    with me.

26
Strategies to Manage Conflict
  • Force Win Lose
  • Accommodate Lose Win
  • Avoid Lose Lose
  • Compromise Lose-Lose
  • Collaborate Win-Win
  • NOTE Every strategy can be appropriate

27
Perception
  • The ways in which we perceive a situation help to
    dictate how we will approach and deal with it
  • Past experiences and our individual upbringing,
    values, etc. will play a big role as well

Most of what we call management consists of
making it difficult for people to get their jobs
done. - Peter Drucker
28
Perception
Size contrast illusion The two central,
medium-sized disks in this image are physically
identical in size. Yet the one surrounded by the
large disks looks smaller than the one surrounded
by the little ones. When a normal person reaches
out to grab the central disk, his/her fingers
move exactly the same distance apart for either
of them -- even though they look different in
size.
29
How is this picture possible?
30
Count the black dots!
31
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32
Move your head around while looking at this
picture
33
Face or liar?
34
Collaboration
  • What does it take to collaborate?
  • Adopt 2 basic beliefs
  • You need the other person and they need you to
    get what they want
  • There is a win-win result available if you search
    for it It may be a bumpy ride

35
Building Consensus in the Team
  • Building relationships is key
  • Understanding and respecting where other people
    are coming from
  • Ability to see things from a different
    perspective
  • This brings a sense of trust and respect amongst
    team members

36
Communication
  • FACT
  • People communicate through Tone 38
  • Body Language 55
  • Words 7
  • Face to face meetings are always best, however
    may not always be practical!

37
Failure to Communicate
38
Ineffective Communication
39
Milling Exercise
  • There is NO TALKING allowed during this exercise!
    Instructions to follow

40
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41
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42
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43
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44
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45
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46
Sources of Motivation
  • Two types
  • Internal based on the person
  • External driven by the organization

Enjoy your job
JOB STABILITY
PAY AND BENEFITS
47
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48
Building Teams
Most common teams include
  • Forecast teams
  • Project teams

These are very different choice vs. no choice
49
Forecast Team
  • As the shift lead, you are responsible to
    facilitate your teams activities
  • You are the team lead
  • Your staff looks to you for guidance and
    direction
  • You call the shots in work delegation for your
    particular shift

50
Project Teams
  • Large projects are often more efficiently
    completed by teams
  • Be sure to get the right mix of people on your
    team (e.g. need someone who sees the big picture
    of where you are going and someone who is good
    with the details)
  • Every project does not require a teamtoo many
    teams is not good either

51
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52
Total Quality Management (TQM)
  • Definition (from Wikipedia)
  • TQM Total Quality Management is the organization
    wide management of quality. We know that
    management consists of planning, organizing,
    directing, control, and assurance. Then, one has
    to define "total quality". Total quality is
    called total because it consists of 3 qualities
    Quality of return to satisfy the needs of the
    shareholders, Quality of products

53
TQM (Total Quality Management)
  • Management strategy aimed at embedding the
    awareness of quality in all organizational
    processes

"TQM is a management approach for an
organization, centered on quality, based on the
participation of all its members and aiming at
long-term success through customer satisfaction,
and benefits to all members of the organization
and to society.
54
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55
Additional Slides
56
A Leadership Primer
  • General Colin Powell Chairman
    (Ret), Joint Chiefs of Staff

57
Lesson 1
  • Being responsible sometimes means pissing
    people off
  • Good leadership involves responsibility
    to the welfare of the group, which means that
    some people will get angry at your actions and
    decisions. Its inevitable, if youre honorable.
    Trying to get everyone to like you is a sign of
    mediocrity youll avoid the tough decisions,
    youll avoid the people that need to be
    confronted, and youll avoid offering
    differential rewards based on differential
    performance because some people might get upset.
    Ironically, by procrastinating on the difficult
    choices, by trying not to get anyone mad, and by
    treating everyone equally nicely regardless of
    their contributions, youll simply ensure that
    the only people youll wind up angering are the
    most creative and productive people in the
    organization.

58
Lesson 2
  • The day soldiers stop bringing you their
    problems is the day you stopped leading them.
    They have either lost confidence that you can
    help them or concluded that you do not care.
    Either case is a failure in leadership.
  • If this were a litmus test, the majority
    of CEOs would fail. One, they build so many
    barriers to upward communication that the very
    idea of someone lower in the hierarchy looking up
    to the leader for help is ludicrous. Two, the
    corporate culture they foster often defines
    asking for help as weaknesses or failure, so
    people cover up their gaps, and the organization
    suffers accordingly. Real leaders make
    themselves accessible and available. They show
    concern for the efforts and challenges faced by
    underlings, even as they demand high standards.
    Accordingly, they are more likely to create an
    environment where problem analysis replaces blame.

59
Lesson 3
  • Dont be buffaloed by experts and elites.
    Experts often possess more data than judgment.
    Elites can become so inbred that they produce
    hemophiliacs who bleed to death as soon as they
    are nicked by the real world

Small companies and start-ups dont have the time
for analytically detached experts. They dont
have the money to subsidize lofty elites, either.
The president answers the phone and drives the
truck when necessary everyone on the payroll
visibly produces and contributes to bottom-line
results or theyre history. But as companies get
bigger, they often forget who brought them to
the dance things like all-hands involvement,
egalitarianism, informality, market intimacy,
daring, risk, speed, agility. Policies that
emanate from ivory towers often have an adverse
impact on the people out in the field who are
fighting the wars or bringing in the revenues.
Real leaders are vigilant, and combative, in the
face of these trends.
60
Lesson 4
  • Dont be afraid to challenge the pros, even
    in their own backyard
  • Learn from the pros, observe them, seek
    them out as mentors and partners. But remember
    that even the pros may have leveled out in terms
    of their learning and skills. Sometimes even the
    pros can become complacent and lazy. Leadership
    does not emerge from blind obedience to anyone.
    Xeroxs Barry Rand was right on target when he
    warned his people that if you have a yes-man
    working for you, one of you is redundant. Good
    leadership encourages everyones evolution.

61
Lesson 5
  • Never neglect details. When everyones mind
    is dulled or distracted the leader must be doubly
    vigilant.
  • Strategy equals execution. All the great
    ideas and visions in the world are worthless if
    they cant be implemented rapidly and
    efficiently. Good leaders delegate and empower
    others liberally, but they pay attention to
    details, every day. Bad ones, even those who
    fancy themselves as progressive visionaries,
    think they are somehow above operational
    details. Paradoxically, good leaders understand
    something else an obsessive routine in carrying
    out the details begets conformity and
    complacency, which in turn dulls everyones mind.
    That is why even as they pay attention to
    details, they continually encourage people to
    challenge the process. They implicitly
    understand the sentiment of CEO leaders like Quad
    Graphics Harry Quadracchi, Oticons Lars Kolind
    and the late Bill McGowan of MCI, who all
    independently asserted that the job of a leader
    is not to be the chief organizer, but the chief
    dis-organizer.

62
Lesson 6
  • You dont know what you can get away with
    until you try.
  • You know the expression, its easier to
    get forgiveness than permission. Well, its
    true. Good leaders dont wait for official
    blessing to try things out. Theyre prudent, not
    reckless. But they also realize a fact of life
    in most organizations if you ask enough people
    for permission, youll inevitably come up against
    someone who believes his job is to say no. So
    the moral is, dont ask. Less effective middle
    managers endorsed the sentiment. If I havent
    explicitly been told yes, I can do it, whereas
    the good ones believed, If I havent explicitly
    been told no, I can. Theres a world of
    difference between these two points of view.

63
Lesson 7
  • Keep looking below surface appearances.
    Dont shrink from doing so (just) because you
    might not like what you find
  • If it aint broke, dont fix it is the
    slogan of the complacent , the arrogant or the
    scared. Its an excuse for inaction, a call to
    non-arms. Its a mind-set that assumes (or
    hopes) that todays realities will continue
    tomorrow in a tidy, linear and predictable
    fashion. Pure fantasy. In this sort of culture,
    you wont find people who pro-actively take steps
    to solve problems as they emerge. Heres a
    little tip dont invest in these companies.

64
Lesson 8
  • Organization doesnt really accomplish
    anything. Plans dont accomplish anything,
    either. Theories of management dont matter
    much. Endeavors succeed or fail because of the
    people involved. Only by attracting the best
    people will you accomplish great deeds.
  • In a brain-based economy, you best assets are
    people. Weve heard this expression so often
    that its become trite. But how many leaders
    really walk the talk with this stuff? Too
    often, people are assumed to be empty chess
    pieces to be moved around by grand viziers, which
    may explain why so many top managers immerse
    their calendar time in deal making,
    restructuring, and the latest management fad.
    How many immerse themselves in the goal of
    creating an environment where the best, the
    brightest, the most creative are attracted,
    retained, and, most importantly, unleashed?

65
Lesson 9
  • Organization charts and fancy titles count for
    next to nothing.
  • Organization charts are frozen, anachronistic
    photos in a work place that ought to be as
    dynamic as the external environment around you.
    If people really followed organization charts,
    companies would collapse. In well-run
    organizations, titles are also pretty
    meaningless. At best, they advertise some
    authority, an official status conferring the
    ability to give orders and induce obedience. But
    titles mean little in terms of real power, which
    is the capacity to influence and inspire. Have
    you ever noticed that people will personally
    commit to certain individuals who on paper (or on
    the organizational chart) possess little
    authority, but instead possess pizzazz, drive,
    expertise, and genuine caring for teammates and
    products? On the flip side, non-leaders in
    management may be formally anointed with all the
    perks and frills associated with high positions,
    but they have little influence on others, apart
    from their ability to extract minimal compliance
    to minimal standards.

66
Lesson 10
  • Never let your ego get so close to your
    position that when your position goes, your ego
    goes with it.
  • Too often, change is stifled by people who cling
    to familiar turfs and job descriptions. One
    reason that even large organizations wither is
    that managers wont challenge old, comfortable
    ways of doing things.

67
Lesson 11
  • Fit no stereotypes. Dont chase the latest
    management fads. The situation dictates which
    approach best accomplishes the teams mission.
  • Fitting from fad to fad creates team confusion,
    reduces the leaders credibility, and drains
    organizational coffers. Blindly following a
    particular fad generates rigidity in thought and
    action. Sometimes speed to market is more
    important than participatory discussion. Some
    situations require the leader to hover closely
    others require long, loose leashes. Leaders
    honor their core values, but they are flexible in
    how they execute them. They understand that
    management techniques are not magic mantras but
    simply tools to be reached for at the right
    times.

68
Lesson 12
  • Perpetual optimism is a force multiplier.
  • The ripple effect of a leaders enthusiasm and
    optimism is awesome. So is the impact of
    cynicism and pessimism. Leaders who whine and
    blame engender those same behaviors among their
    colleagues. I am not talking about stoically
    accepting organizational stupidity and
    performance incompetence with a what, me worry?
    smile. I am talking about a gung-ho attitude
    that says, we can change things here, we can
    achieve awesome goals, we can be the best.
    Spare me the grim litany of the realist, give
    me the unrealistic aspirations of the optimist
    any day.

69
Lesson 13
  • Powells Rules for Picking People
  • Look for intelligence and judgment, and most
    critically, a capacity to anticipate, to see
    around corners. Also, look for loyalty,
    integrity, a high energy drive, a balanced ego,
    and the drive to get things done.
  • How often do our recruitment and hiring
    processes tap into these attributes? More often
    than not, we ignore them in favor of length of
    resume, degrees and prior titles. A string of
    job descriptions a recruit held yesterday seem to
    be more important than who one is today, what
    they can contribute tomorrow, or how well their
    values mesh with those of the organization. You
    can train a bright, willing novice in the
    fundamentals of your business fairly readily, but
    its a lot harder to train someone to have
    integrity, judgment, energy, balance, and the
    drive to get things done. Good leaders stack the
    deck in their favor right in the recruitment
    phase.

70
Lesson 14
  • Great leaders are almost always great
    simplifiers, who can cut through argument, debate
    and doubt, to offer a solution everybody can
    understand.
  • Effective leaders understand the KISS principle.
    Keep it Simple, Stupid. They articulate vivid,
    overarching goals and values, which they use to
    drive daily behaviors and choices among competing
    alternatives. Their visions and priorities are
    lean and compelling, not cluttered and
    buzzword-laden. Their decisions are crisp and
    clear, not tentative and ambiguous. They convey
    an unwavering firmness and consistency in their
    actions, aligned with the picture of the future
    they paint. The result clarity of purpose,
    credibility of leadership, and integrity in
    organization.

71
Lesson 15
  • Part I Use the formula P40 to 70, in which P
    stands for the probability of success and the
    numbers indicate the percentage of information
    acquired. Part II Once the information is
    in the 40 to 70 range, go with your gut.
  • Dont take action if you have only enough
    information to give you less than a 40 percent
    chance of being right, but dont wait until you
    have enough facts to be 100 percent sure, because
    by then it is almost always too late. Today,
    excessive delays in the name of information
    gathering breeds analysis paralysis.
    Procrastination in the name of reducing risk
    actually increases risk.

72
Lesson 16
  • The commander in the field is always right and
    the rear echelon is wrong, unless proved
    otherwise.
  • Too often, the reverse defines corporate
    culture. This is one of the main reasons why
    leaders like Ken Iverson of Nucor Steel, Percy
    Barnevik of Asea Brown Boveri, and Richard
    Branson of Virgin have kept their corporate
    staffs to bare-bones minimum how about fewer
    than 100 central corporate staffers for global
    30 billion-plus ABB? Or around 25 and 3 for
    multi-billion Nucor and Virgin, respectively?
    Shift the power and the financial accountability
    to the folks who are bringing in the beans, not
    the ones who are counting or analyzing them.

73
Lesson 17
  • Have fun in your command. Dont always run at
    a breakneck pace. Take leave when youve earned
    it Spend time with your families. Corollary
    surround yourself with people who take their work
    seriously, but not themselves, those who work
    hard and play hard.
  • Herb Kelleher of Southwest Air and Anita Roddick
    of The Body Shop would agree seek people who
    have some balance in their lives, who are fun to
    hang out with, who like to laugh (at themselves,
    too) and who have some non-job priorities which
    they approach with the same passion that they do
    their work. Spare me the grim workaholic or the
    pompous pretentious professional Ill help
    them find jobs with my competitor.

74
Lesson 18
  • Command is lonely.
  • Harry Truman was right. Whether youre a CEO or
    the temporary head of a project team, the buck
    stops here. You can encourage participative
    management and bottom-up employee involvement,
    but ultimately the essence of leadership is the
    willingness to make the tough, unambiguous
    choices that will have an impact on the fate of
    the organization. Ive seen too many non-leaders
    flinch from this responsibility. Even as you
    create an informal, open, collaborative corporate
    culture, prepare to be lonely.

75
Leadership is the art of accomplishing more than
the science of management says is possible.
76
Reading Assignment
  • A pre-requisite before attenting this workshop
    was to read the book Raving Fans by Ken
    Blanchard, Sheldon Bowles
  • We will talk more about this book

77
Kierseys Temperment Tool
  • Prerequisite
  • Everyone needs to go to this site and register.
    Read the directionstake the 70 question tool.
    Please share your temperament with the group for
    discussion.
  • http//kts2.personalityzone.com/user/register.aspx

78
What Temperment Are You?
  • SJ, SP, NF, NT
  • Developed by David Kiersey and Marilyn Bates
    (1978)
  • Guardian, Artisan, Idealist, Rationalist

79
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80
Group Dynamics
81
This is usually the way
  • Approximately 75 of your group will be on
    board
  • Another 10-20 ride the fence they can be
    swayed into the above group
  • Finally, about 5-15 of the group will be
    rebels
  • Focus on working with the positive groupthey
    will work on the fence riders and bring them on
    boardspend minimal time on the rebels.

82
Leadership in Emergency Situations
Tsunami damage at Kodiak, Alaska, following the
1964 Good Friday earthquake.
83
High Impact Events
  • ADHSEM does not look at the cause of the
    problembut rather takes on an impact based
    approach
  • Impact based can be either natural or man-made
  • Regardless of the causethe impact is the same
  • In Alaska, scenarios can be built and practiced
    to help in the response

84
Push vs. Pull
  • ADHSEM typically pulls weather information on a
    routine day to day basis
  • Briefing slides are helpful to focus on
    potential hazards of the day/week etc.
  • During an emergency situation, ADHSEM would like
    to have weather information pushed to them
  • In other words, dont wait to hear from them what
    they want/need, start pushing wx. Info.

85
So, what do they need?
  • Again, depending on the situation a certain set
    of data is needed
  • WCMs need to work with the SECC to predetermine
    what would be needed and when
  • AK has certain issues due to its remoteness

86
Facts
  • In an emergency situation (e.g. large tsunami,
    large terrorist attack, etc.)
  • AK will be on its own for several days before
    help arrives from outside
  • Critical supply chain infrastructure will be
    broken (single points of failure) impacting the
    entire state
  • e.g. terrorist attack at the Port of Anchorage
    will impact supplies (food, materials) for the
    entire state

87
Understanding
  • Forecasters need to understand how the flow of
    goods and services occur across the state
  • Container ships, air, train, pipelines, etc.
  • Air travel from hubs to villages (e.g. Bethel
    and its surrounding villages)
  • Barge travel up river in summer (disruptions due
    to low water and what impacts that has on the
    delivery of goods and services)

88
Office Operations
  • Need to change in various degrees depending on
    the level of impact
  • Major catastrophe requires a radical change in
    office operations (liaison to State EM)
    shifting of responsibilities, calling in
    forecasters on OT, creation of a warning
    coordination desk (field phone calls, coordinate
    information, etc)

89
Responsibilities
  • As a shift leaderyou are expected to lead by
    making critical operational decisions to support
    the event
  • Your office management staff (e.g. MIC) and
    Regional staff will support you
  • You will never be criticized by doing the right
    thing
  • You are being paid to exercise your professional
    judgment and lead in these situations

90
Support Staff
  • Your office
  • Other field offices
  • Alaska Region
  • Others?? (e.g. NWSH)
  • We are all here to help as necessary

91
Your leadership is key to providing the best
service possible during a catastrophic event.
92
Career Enhancement in the NWS
93
  • It all falls on you
  • Take responsibility for your career goals
  • Positive attitude (attitude is everything)

94
  • Become engaged with folks at your Regional office
  • Understand where the Region/Agency as a whole is
    going
  • Adopt a mentor in Region
  • Take part in Regional and National teams
  • Work with other line offices, agencies

95
  • Exhibit leadership in your office (lead office
    teams), be a mentor to subordinates
  • Be proactive anticipate problems/changes in
    advance
  • Work with your local management team

96
  • Is it who you know or what you know or both?
  • With so many folks competing for a limited number
    of jobshow do you get noticed?
  • Need to stand out in the crowd

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