Transcript 3rd Annual International Program

Reinventing Creative & Innovative
Leadership Skills
Technical Coordinator
Brad Fregger
Today’s Agenda
Learning Process
Introductions
Journaling, Guidelines, & Discussion Groups
Effective Critiqueing
Changing Attitudes, Perceptions, and Beliefs
Leadership vs. Management
Servant Leadership
Tomorrow’s Agenda
Role of the Effective Leader
Effective Recruitment And Retention
Building Exceptional Teams
Motivating/Managing High-Potential Employees
Communicate3
Next Day’s Agenda
The Importance Of Curiosity
Learning The Skill Of Cue Sensitivity
Resolving Conflicts And Solving Problems
Nature Of Creativity
Achieving Creative Environments
First Three-Day’s Summary
Learning Process
Individual’s Learn Differently
Different Learning Modes
Lecture
Stories
Sharing
Discussion
Readings
Videos
Different Learning Experiences
New Knowledge/Skills
Affirmed Knowledge
Aha Experience
Attaining Mastery
(Paper 01)
Unconsciously Incompetent
Consciously Incompetent
Consciously Competent
Subconsciously Competent
Attaining Mastery
(Paper 01)
Unconsciously Incompetent
Consciously Incompetent
Consciously Competent
Subconsciously Competent
MASTERY
Introductions
Who are you?
Why are you here?
What do you hope to gain?
Who am I?
Bio
Joan Vanderveldt’s Initial Response
Accomplishments
Currently
CEO - 1st World Library
Practitioner Scholar
Why am I here?
To meet your needs by:
Providing new knowledge you can take
home and use Immediately.
Discussing effective leadership as
I have experienced it.
Stimulating new ideas, new relationships.
Journaling/Note Taking
Track Learnings
Record Affirmations (Aha!)
Note Moments of Inspiration
Relevant to Program
Relevant to Work
Relevant to Personal Life
Guidelines
Confidentiality (Small & Large Groups)
Respect & Trust (Individuals & Ideas)
Patience With Different Cultural Norms
Honest, Open Communications
Unbounded Curiosity
Others? (Dress, Language, etc.)
Discussion Groups
Purpose
To provide maximum learning opportunities for individuals
and the group as a whole.
Process
Creating Groups
Discussion Group Process
Form into groups
Strict confidentiality within the group
(Nothing can be shared without permission
from the individual involved.)
Reporting and facilitating responsibilities shared
Effective Critiquing
An Effective Critiquing Process
(Paper 02)
What Worked for Me
What I Would Do Differently
Effective Critiquing
Group Discussion
How Does This Relate to This Training Event?
How Does This Relate to My Job Responsibilities
Does This Relate to My Personal Life?
Section End
Questions or comments?
How about stories?
Will Changing Behavior Change
Attitude?
Ken Blanchard – Leadership Styles
Frank Bettger – How I Raised Myself from
Failure to Success in Selling
Will Changing Behavior Change
Attitude?
Are there times when we must first
change attitude?
The role of the subconscious mind.
Changing
Attitudes, Perceptions, and
Beliefs
How the Mind Works
The Power of Stories
How the Mind Works
Do we only use 10% of our mind?
Our 5 senses do not filter.
The subconscious mind receives all the data supplied by our
senses, analyzes it to determine how critical it is, filters out
that which is not critical, and brings the critical data to the
attention of our conscious mind.
How the Mind Works
The subconscious controls what we perceive.
Hypnosis
Where did she come from?
The subconscious has a strong tendency to not let us
perceive that which would threaten our current belief system.
How the Mind Works
The subconscious receives and
analyzes all of the data.
“It works like human intuition.”
The subconscious mines the data it receives for unknown
relationships and then delivers that information, at the
appropriate time, to the conscious mind as realization, insight,
or inspiration.
How the Mind Works
The subconscious gets its cues from
the conscious mind.
They have a codependent relationship
The problem: How do we get critical information to the
subconscious without the knowledge and interference of the
conscious mind.
Changing
Attitudes, Perceptions, and Beliefs
To change attitudes we must communicate
directly with the subconscious.
What resources are available to
accomplish this goal?
The Power of Stories
To achieve storytelling that has impact: Don’t explain
why you’re telling the story and don’t ask what was
learned from it. Tell your story and then move on.
• Use "real stories" whenever possible; but
remember, metaphor can also do the job
• Treat "change effecting" stories as silver bullets;
don't overdo them.
Section End
Questions or comments?
How about stories?
Leadership Vs. Management
“Find the right people, show them how good they
are, and get out of their way.”
Joe Kipper’s Story
Reading/Discussion
“Characteristics of the Effective Leader”
(Paper 03)
Silently Read the Paper
Discuss in Group
Report Back
The Effective Leader
A leader who gets the job done in ways that increase the
competence, confidence, and potential of the individual
members of the team being led, while building a team that
can accomplish the seemingly impossible (at the very least
the extremely difficult); all to the long-term benefit of the
organization.
Characteristics
• Committed to the goals of the organization
• Highly principled, ethical, can be trusted
• Able to find, recruit, and motivate the best people
• Able to build and maintain critical business and personal
relationships
• Able to create an environment where people can excel
• Genuinely curious about how others think and the
ideas/opinions they have
Characteristics
• Sensitive to cues concerning potential problems
and opportunities
• A lack of ego around problem-solving and
decision-making
• Not afraid to make the tough decisions, but only after
deep consideration
• Highly intuitive and not afraid to trust those feelings
• Extremely creative, not afraid to consider impossible
ideas
Characteristics
• Willing to take risks, especially when the situation
warrants it
• Willing to embrace the unexpected and the resulting
possibilities
• Willing to accept responsibility for one’s actions
(or inactions) and the results
• Compelled to effective mentoring, to pass on skills
and philosophies
• Uses centering techniques for relaxation and
heightened awareness
The Peter Principle
“In a hierarchy every employee tends to rise to his
level of incompetence.”
Or
“In an organization, individuals tend to reach a level of
responsibility at least one level above that at which
they can function competently.”
Effective leaders never reach their level of incompetence.
Case Study
Jim & Bob
Read the Case Study
(Case Study 01)
Answer the Questions Individually
Discuss in Group
Report Back
Section End
Questions or comments?
How about stories?
Servant Leadership
The leader serves the team.
The team serves its objectives as they relate
to the goals of the organization.
The servant leader makes sure the team has
everything it needs to move forward.
Secret 7
Servant Leadership
Robert Greenleaf’s Story
Greenleaf’s attitude leads to dependency on the part
of others; and dependency is counter-productive.
It is independent, committed people with high
initiative, who make up exceptional teams
Joe Kipper’s Story (Painting the Store)
Ken Coleman’s Realization
Cecil’s Story
Roles of the Servant Leader
• A servant leader makes sure all team members have
everything they need to get the job done.
• A servant leader makes sure nothing gets in the way
of this happening-not even the boss; in fact, one of
the most important tasks of the servant leader is to
be a buffer between the team and senior management.
• A servant leader is not opposed to doing menial tasks
if it becomes necessary in so that others may continue
to be focused on those things they do best.
Roles of the Servant Leader (con.)
• Essentially, the servant leader serves the team; the team
does not serve the leader.
The servant leader serves the team so the job will
get done, not because of any altruistic need, not for
any moral obligation, not to feel good …
only to get the job done.
Section End
Questions or comments?
How about stories?
Day’s - End
Questions? Comments?
Learnings? Affirmations?
Stories?
Tomorrow
Role of the Effective Leader
Effective Recruitment And Retention
Building Exceptional Teams
Motivating/Managing High-Potential Employees
Communicate3