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Highlands Approach to Leadership

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Title: Highlands Approach to Leadership


1
Highlands Approach to Leadership
2
Highlands Approach to Leadership
INTRODUCTION
  • Program Overview
  • Schedule
  • Ground Rules
  • Objectives
  • Personal Introductions

3
PROGRAM OVERVIEW
Highlands Approach to Leadership
  • Start/End Times
  • Morning Break
  • Lunch
  • Afternoon Break
  • Close

4
GROUND RULES
Highlands Approach to Leadership
  • Strict Confidentiality
  • Active Participation by All
  • Best Efforts in All Exercises
  • Consideration for Others
  • Respect Time Schedule
  • No Pagers, Cell Phones or Computers

5
AGENDA AM
Highlands Approach to Leadership
  • Personal Introductions
  • Leadership the Highlands Model
  • The Qualities of Leadership
  • The Leadership Experience
  • Personal Style and Leadership
  • The Driving Abilities Leadership
  • The Specialized Abilities Leadership

6
Highlands Approach to Leadership
AGENDA PM
  • Vocabulary
  • Leadership and
  • Skills
  • Interests
  • Values
  • Goals
  • The Family Crucible
  • Leadership Statement

7
Highlands Approach to Leadership
YOUR PERSONAL SUMMARY
  • Part of a Permanent Record
  • Summarize each Segment
  • Reinforce Continued Learning Experience
  • Use for Future Reference
  • Store in Your 3-Ring Binder
  • Separate in Sections Behind Tabs

8
PROGRAM OBJECTIVES AM
Highlands Approach to Leadership
  • Define Review the Qualities of Leadership
  • Relate Your Leadership Qualities to Your
    Natural Abilities
  • Relate Your Leadership Qualities to Other
    Influences
  • Identify Leadership Roles Consistent with Your
    Abilities

9
PROGRAM OBJECTIVES PM
Highlands Approach to Leadership
  • The Importance of Developing Vocabulary
  • Know Respect Your Natural Strengths
    Weaknesses
  • Build on Your Abilities Inspire Others to
    Build on Theirs
  • Avoid the Pitfalls Traps Inherent in
    Over-Reaching
  • Weigh Carefully the Ideas Suggestions of Your
    Staff
  • Be True to Your Values
  • Plan in Advance for Crises and Emergencies

10
PERSONAL INTRODUCTIONS
Highlands Approach to Leadership
  • Name
  • Company, Position Responsibilities
  • Brief Work History
  • Your Position in Chain of Command
  • One New tHAB Personal Insight
  • Your Personal Objectives

11
Highlands Approach to Leadership
THE QUALITIES OF LEADERSHIP tHAB
  • Many Definitions of Leadership
  • Fortuitous Combination of Qualities
  • Circumstances
  • Self-Report Assessments
  • Assessment through Hands-On Worksamples
  • 19 Worksamples

12
HIGHLANDS WHOLE-PERSON WHEEL
Highlands Approach to Leadership
EIGHT FACTORS
13
SOURCES OF KNOWLEDGE
Highlands Approach to Leadership
  • Family
  • Values
  • Goals
  • Career Development
  • Natural Abilities
  • Skills
  • Personal Style
  • Interests

14
THE WHOLE PERSON MODEL THREE TARGETS
Highlands Approach to Leadership
  • Know Yourself
  • The Primary Leadership Asset
  • Know the People Around You
  • The Primary Leadership Skill
  • Recognize Manage Interpersonal Conflicts
  • The Primary Leadership Tool
  • ASSET SKILL
    TOOL

15
DEFINING LEADERSHIP
Highlands Approach to Leadership
  • Objectives
  • Leadership Qualities
  • Assessing Your Qualifications
  • Exercise Self-Analysis Experience
  • Exercise Leaders I Admire Most
  • Leadership Checklist

16
DEFINING LEADERSHIP OBJECTIVES
Highlands Approach to Leadership
  • Recognize Differences in Views
  • Offer and Discuss Suggestions
  • Agree on Basics
  • Relate to Natural Abilities
  • Relate to Other Influences

17
LEADERSHIP QUALITIES CHARACTERISTICS
(A)
Highlands Approach to Leadership
  • Knows Strengths and Weaknesses
  • Creates a Positive, Realistic Vision
  • Identifies People Who Can Help Him
  • Communicates His Vision Goals
  • Motivates His Followers
  • Manages Crises Conflicts

18
LEADERSHIP QUALITIES CHARACTERISTICS (B)
Highlands Approach to Leadership
  • Exhibits Self-Confidence
  • Earns Keeps Respect of Others
  • Resists the Status Quo
  • Sets a Clear Path
  • Avoids Lies Distortions
  • Respects and Maintains His Values
  • Is Fair, Reasonable, Compassionate

19
LEADERS I ADMIRE MOST
Highlands Approach to Leadership
  • Choose Five Leaders Past Present
  • Why Do You Admire Them?
  • Exercise Tell a Story about a Leader
  • Describe Their Leadership Qualities
  • What Qualities Do You Follow?

20
PERSONAL STYLE AND LEADERSHIP
Highlands Approach to Leadership
  • Objectives
  • General Characteristics
  • Its the Continuum, Not the Score
  • Generalist/Specialist
  • Extrovert/Introvert
  • Combinations Their Meaning
  • Time Frame

21
Highlands Approach to Leadership
PERSONAL STYLE - OBJECTIVES
  • Definition of Personal Style
  • Scope of Worksamples
  • HOW not WHAT
  • Results at Work

22
PERSONAL STYLE - CHARACTERISTICS
Highlands Approach to Leadership
  • Position on a Scale or Continuum
  • General/Specialist Multi-task or Uni-task
  • Extrovert/Introvert Out-front or
    Behind-the-Scenes
  • Time Frame Short, Medium, Long

23
SPECIALISTS GENERALISTSPreference for how to
work Response to Group Dynamics
Highlands Approach to Leadership
Uni-purposed Foot-wide, mile-deep Work
alone Individual contributor
Multi-purposed Mile-wide, foot-deep Team-oriented
Eclectic
24
GENERALISTS
Highlands Approach to Leadership
  • Enjoy Variety
  • Interest in Many Things
  • Team-Oriented
  • The Broad Picture
  • Multi-Task

25
SPECIALISTS
Highlands Approach to Leadership
  • Interested in Becoming Expert
  • Detail-Oriented
  • Prefers to Work Alone
  • Not Interested in Consensus-Building
  • Uni-Task

26
INTROVERT EXTROVERTExpending Energy
Processing Information
Highlands Approach to Leadership
Self-energized Process Thoughts Internally
Energized by Others Process Thoughts Aloud
27
EXTROVERTS
Highlands Approach to Leadership
  • Highly Visible
  • Interact with Others
  • Share Information Freely
  • Primary Leadership Styles
  • Out-Front

28
INTROVERTS
Highlands Approach to Leadership
  • Energized by Working Alone
  • Process Information Internally
  • In the Minority
  • Need Time to Respond
  • Behind-the-Scenes

29
PERSONAL STYLE COMBINATIONS THEIR MEANING
Highlands Approach to Leadership
  • Review Chart of Style Combinations
  • Which Style is Yours?
  • What Does that Mean For You?
  • Another Style that Would Help You as Leader
  • How Will that Style Help You?

30
COMBINATIONS OF PERSONAL STYLE ELEMENTS
Style A People Influencer
Style B Hub
Style C Renaissance Person
Style D Mediator
Style E Bridge
Style F Catalyst
Style G Communicator
Style H Analyst
Style I Researcher
31
TIME FRAME ORIENTATION
Highlands Approach to Leadership
  • How We Use Time in Our Work
  • How You Plan Use Your Time
  • How Soon Do You Need a Result?
  • Recognition Rewards?
  • How You Manage the Time of Others

32
TIME FRAME ORIENTATIONTime frame for plans,
results, rewards, expectations
Highlands Approach to Leadership
Right now to less than a year Transactional Immed
iate gratification Think forward
5-10 years and
beyond Relational Delayed gratification Think
backward
33
DRIVING ABILITIES LEADERSHIP
Highlands Approach to Leadership
  • Objectives
  • Characteristics
  • Classification Concept Organization
  • Problem-Solving
  • Idea Productivity
  • Spatial Relations Theory Visualization

34
DRIVING ABILITIES OBJECTIVES
Highlands Approach to Leadership
  • How Driving Abilities Affect Leadership
  • How You Work with Others
  • How Others Respond to You
  • Identify the Strengths to Use
  • Identify Areas to Develop

35
Highlands Approach to Leadership
DRIVING ABILITIES CHARACTERISTICS
  • More Influential than Other Abilities
  • Mature and Stabilize at Age 15
  • Distinct from Skills
  • Self-Knowledge Enhances Self-Management
  • Define Whats Easy and Whats More Difficult
  • Neither Good nor Bad

36
CLASSIFICATION (CL) CONCEPT ORGANIZATION (CO)
Highlands Approach to Leadership
  • The Problem-Solving Abilities
  • CL Inductive Reasoning, Diagnostic Style
  • Detect a Common Link among Data
  • CO Deductive Reasoning, Analytic Style
  • Planning and Acting Logically

37
CLASSIFICATIONContribution to problem solving,
structure and pace of work
Highlands Approach to Leadership
Fixing Parameters Implementing Plans Following a
moderate pace
Starting with a Blank Slate Offering
Solutions Setting the Work Pace
38
CONCEPT ORGANIZATIONProcess for making
decisions, pursuing a plan or process, setting
decision making time
Highlands Approach to Leadership
Decisive Reactive No set process
Analytical Restrained Preferring a process
39
THE PROBLEM SOLVING PATTERNS
Highlands Approach to Leadership
  • Combinations Result in 9 Patterns
  • Identify Your Natural Pattern
  • Identify a Pattern You Would Like to Adopt
  • How Can You Learn to Adopt It?

40
THE PROBLEM SOLVING PATTERNS
Classification CL Concept
Organization CO
Pattern A Pattern B
Pattern C
Pattern D Pattern E
Pattern F
Pattern G Pattern
H Pattern I
41
Highlands Approach to Leadership
IDEA PRODUCTIVITY
  • One Idea v. Many
  • Focused or Brainstormer
  • Contributions Interactions in Groups
  • Ability to Judge Quality of Ideas
  • Ability to Reject Non-Productive Ideas

42
IDEA PRODUCTIVITYPreference for how to
accomplish work Group contribution
Highlands Approach to Leadership
One idea/project at a time Focused
Explore one idea/project at a time Brainstormer
43
Highlands Approach to Leadership
THE SPATIAL RELATIONS
  • Theory Practical v. Theoretical
  • Components v. Systems
  • Creative
  • Visualization Abstract v. Concrete
  • Intangible v. Hands-On
  • Builder

44
SPATIAL RELATIONS THEORYpractical vs. theoretical
Highlands Approach to Leadership
Prefer practical Component focus
Prefer theoretical Systems focus
45
SPATIAL RELATIONS VISUALIZATIONType of Work
Type of Results
Highlands Approach to Leadership
Intangible Abstract Conceptual Idea
Tangible Concrete Hands-on Real
46
NINE SPATIAL RELATIONS GROUPINGS
Theory (SRT) Visualization
(SRV)
Group A Group B
Group C Creators
Concepualizers Theoreticians
Group D Group E Group
F Implementers Coordinators
Concretizers
Group G Group H Group
I Directors Overseers
Builders
47
OTHER ABILITIES LEADERSHIP
Highlands Approach to Leadership
  • The Five Learning Channels
  • Environmental Cues to Learning
  • Vocabulary Its Impact

48
THE FIVE LEARNING CHANNELS
Highlands Approach to Leadership
  • Verbal Memory Learning through Reading
  • Tonal Memory Learning through Listening
  • Design Memory Learning through Images
  • Rhythm Memory Learning through Movement
  • Number Memory Learning through Numbers

49
Highlands Approach to Leadership
VERBAL MEMORY READING
  • Turn Refer to Written Materials
  • Encourage Staff to Communicate in Writing
  • Put Your Notes Memos in Writing
  • Work at Increasing Your Vocabulary
  • Learn a Useful Foreign Language

50
TONAL MEMORY LISTENING
Highlands Approach to Leadership
  • Learn New Things at Lectures Conferences
  • Use Tapes and Computer Audio
  • Learn a Foreign Language Useful at Work
  • Communicate Face-to-Face
  • Include Some Music in Your Life

51
Highlands Approach to Leadership
DESIGN MEMORY IMAGES
  • Use Power-Point, Graphs, Charts, Colors
  • Introduce a New Product by Demonstrating It
  • Useful in Scientific Artistic Work
  • Facilitates Work with Designers Engineers
  • Reduce Data to Outlines Graphs

52
RHYTHM MEMORY MOVEMENT
Highlands Approach to Leadership
  • Incorporate Movement in Learning Teaching
  • Demonstrate New Products in Show Tell
  • Incorporate Physical Movement in Your Work
  • Engage in Tasks Requiring Agility
  • Relax by Participating in Sports Dance

53
NUMBER MEMORY NUMBERS
Highlands Approach to Leadership
  • Use in Arranging Time Tables for Projects
  • Advantageous in Sports Casting, Auctioneering
  • Be Patient with Staff less Proficient in
    Numbers
  • Reduce Things You Learn to Lists

54
Highlands Approach to Leadership
RANKING YOUR LEARNING CHANNELS
  • Consult tHAB Report It Ranks Your Channels
  • Enter Your Results on the Learning Chart
  • Identify How You Learn Best
  • Identify How You Should Communicate
  • Note How Others Should Communicate with You

55
Highlands Approach to Leadership
ENVIRONMENTAL CUES
  • Visual Cues Watch, Observe, React
  • Auditory Cues Listen, Absorb, React
  • Kinesthetic Cues (movement)
  • Observe, Listen, Interpret, React

56
VOCABULARY
Highlands Approach to Leadership
  • Not a True Ability Requires Commitment
  • A Vital Tool for Leaders
  • Gear the Level You Use to Your Audience
  • General Vocabulary v. Specialized Vocabulary
  • The Highlands List of Words
  • Indispensable in Some Professions

57
Highlands Approach to Leadership
YOUR VOCABULARY
  • Measuring Your Vocabulary Level
  • Is It Adequate for the Work You Do?
  • What Steps Can You Take to Improve It?
  • Identifying the Best Learning Tools

58
SKILLS LEADERSHIP
Highlands Approach to Leadership
  • Objectives
  • Characteristics
  • Identifying Your Skills
  • Identify the Skills You Need to Develop
  • Exercise

59
Highlands Approach to Leadership
SKILLS OBJECTIVES
  • How Skills Differ from Abilities
  • To Identify Your Skills
  • Job Skills
  • Leisure Skills
  • Skills You Need to Develop
  • How Skills Abilities Work Together

60
Highlands Approach to Leadership
SKILLS CHARACTERISTICS
  • Focus on Performance
  • Developed through Training Practice
  • Easier If Drawn from Abilities (Athletes)
  • Transferable from Job to Job
  • Excessive Reliance Can Cause Stress
  • Avoid Under-utilization Neglect

61
Highlands Approach to Leadership
IDENTIFYING AND UTILIZING YOUR SKILLS
  • Skills and Work Activities
  • Finding Skills in Others
  • Learning to Delegate
  • Learning to Exercise Authority

62
Highlands Approach to Leadership
ZIN OBELISK EXERCISE
  • Purpose
  • Working in Teams
  • Assessing Your Contribution
  • How Others Helped
  • Abilities Displayed
  • Skills Demonstrated

63
Highlands Approach to Leadership
WORK ROLES
  • Definition
  • Identifying Relevant Clusters
  • Which Roles Do You Perform?
  • Which Roles Would You Like to Perform?
  • Which Roles Are You Good at?

64
Highlands Approach to Leadership
WORK ROLES ALLOCATION
  • Assessing the Role of Natural Abilities
  • Assessing the Role of Skills
  • Making Use of Natural Abilities
  • Maximizing the Use of Skills
  • Achieving Satisfaction Avoiding Stress

65
Highlands Approach to Leadership
INTERESTS LEADERSHIP
  • Objectives
  • Characteristics
  • Influence
  • Development

66
Highlands Approach to Leadership
INTERESTS OBJECTIVES
  • To Identify Your Interests
  • One or Many Which to Encourage
  • Role at Work
  • Role in Leisure
  • Increasing Your Sense of Purpose

67
INTERESTS CHARACTERISTICS
Highlands Approach to Leadership
  • Compel Response Commitment
  • Generally Start Early Grow Over Time
  • Can Take Many Forms
  • Relate to Personal Style
  • Source of Energy Satisfaction
  • Not Necessarily Related to Work

68
Highlands Approach to Leadership
THE FAMILY CRUCIBLE OBJECTIVES
  • Influence on Leadership
  • Role of Mother Father
  • Role of Siblings (recent research)
  • Role Models
  • Identity Positive Influences
  • First Signs of Leadership
  • Asserting Leadership When How

69
Highlands Approach to Leadership
THE FAMILY CRUCIBLE CHARACTERISTICS
  • Warm Nourishing?
  • Cold Isolating?
  • Encouraging Self-Expression
  • Setting the Stage
  • Effect on Self-Confidence

70
Highlands Approach to Leadership
VALUES LEADERSHIP
  • Objectives
  • Characteristics
  • Impact on Leadership
  • Require Strong Commitment
  • When Values Collide
  • Loyalty v. Integrity

71
Highlands Approach to Leadership
VALUES OBJECTIVES
  • What Are Values?
  • The Importance of Values
  • The Impact of Values at Work
  • The Impact of Personal Values
  • Recognizing Universal Values
  • Creating a Group Value Structure

72
Highlands Approach to Leadership
VALUES CHARACTERISTICS (A)
  • Statements of Inspiration Aspiration
  • Guiding Principles Beliefs
  • Respected by All
  • Capable of Change

73
Highlands Approach to Leadership
VALUES CHARACTERISTICS (B)
  • Cannot Be Ignored Without Stress
  • Can Cause Personal Group Conflicts
  • Require Restatement Repetition
  • Constant Change Can Cause Confusion

74
Highlands Approach to Leadership
IDENTIFYING YOUR PERSONAL VALUES
  • Select Ten Values from the Values Sort Pad
  • List Your Values in Order of Commitment
  • Which Value Ranks First?
  • Do Your Values Guide Your Work?
  • Do Your Values Guide Your Life?

75
Highlands Approach to Leadership
YOUR COMMITMENT TO UNIVERSAL VALUES
  • What are Universal Values?
  • Their Importance to Leaders
  • Their Importance to You
  • Consequences of Rejection
  • Consequences of Non-Observance

76
Highlands Approach to Leadership
GOALS LEADERSHIP OBJECTIVES
  • Recognize the Value of Setting Goals
  • Rank Goals in Order of Importance
  • Avoid Goals which Are
  • Unrealistic, Elusive, Ill-Defined,
  • Too Remote in Time
  • Encourage Goals which Are
  • Realistic, Exciting, Attainable
  • Impose Reasonable Benchmarks

77
Highlands Approach to Leadership
GOALS LEADERSHIP CHARACTERISTICS
  • Provide Incentives for Staff Workers
  • Establish Confidence in Management
  • Define a Company for the Press Public
  • Provide a Company Slogan
  • Create Commitment Excitement

78
Highlands Approach to Leadership
LEADERSHIP STATEMENT
  • What I Learned in This Workshop
  • Overcoming My Shortcomings
  • Recognizing My Strengths
  • Building on My Strengths
  • Why I Qualify as a Leader
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