You Don`t Need to be a Manager to be a Leader
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Transcript You Don`t Need to be a Manager to be a Leader
You Don’t Need to be a Manager to
be a Leader: Refresh your Passion
for your Work by Learning to Lead
Medical University of South Carolina
Bariatric Surgery Program
Nina Crowley, MS, RD, LD
Sodexo Clinical Nutrition Update
August 26, 2011
Objectives
Find more ‘white space’ in your stressed and busy life
and
aim to feel calm, confident, patient, and present
Learn how to harness your inner power and passion
and create a vision
Understand how to influence others
by using your leadership strengths
Lead a more efficient meeting by creating a strong
agenda
Build a ‘tribal culture’ where you are
constantly refueled, refreshed, and recharged
Find more ‘white space’ in your
stressed and busy life and aim to feel
calm, confident, patient, and present
“Is there anything I can let go of?”
– Juliet Funt
“Nobody Died…”
– Juliet Funt
“Can I vent?”
– Juliet Funt
White Space: The Magic Ingredient for your Life
Culture of Insatiability
Nothing satisfies
“what else…”
Cramming things in
“did I do enough?”
Stress and Pressure
Men and women deal
with differently
Men are external –
heroes waiting for a
mission, relieve stress
through exercise
Women are internal –
relieve stress through
talking
Texting/social media
takes this away
White Space: The Magic Ingredient for your Life
White Space = open, unscheduled time for thought
Aim for 3-5 minutes/day (no technology/talking)
Email Diet (5 small frequent meals/day)
Do Less Stuff
Do Some Stuff Less Well
“Is there anything I can let go of?”
Let go of some stuff (treats) so you can open the next
door
Start saying “nobody died” when things go wrong
Learn how to harness your inner
power and passion and create a
vision
“Its who you think you’re NOT that
holds you back from being a
brilliant leader”
– Simon T. Bailey
“Everything I need to succeed is in
me!”
– Simon T. Bailey
Power Up Your Career
“During changing times, learning how to be resilient
and reinvent yourself is the key to staying relevant”
–Simon T. Bailey
What would you do if you couldn’t fail?
What would you do if no one paid you to do it?
What makes you come alive?
The 5 Steps to Clear your Vision
Write It! The 3 C’s of a Clear Vision Statement
Understand how to influence
others by using your leadership
strengths
On a continuum of resistance, 80% of people
are in mild to strong resistance when discussing
CHANGE
- Robert L Harris
What is wrong with maintaining
the status quo? Why do we need
the change, what would be the
downside if we continued doing
the same thing?
2. What are some anticipated
benefits of making this change?
3. Why would the stakeholder group
being considered not want this
change/ what would be their
concerns or sources of resistance?
Validate legitimate concerns.
4. What are the things that the
stakeholder group values that
won’t be impacted if the change is
undertaken? Invite participation.
1.
Example
How to Communicate about Change
The more clear you can be about all 4 boxes, the
more real the conversation can be
Start with “I’m sure you are wondering, why should
we change”…
If you do well with box 1 (disadvantages of status
quo, ‘why change?’), then box 2 comes naturally, it’s
the anecdote for the status quo
Spend awhile on box 3 (validate issues that arise,
invite participation, issues out on the table)
Leveraging Leadership Strengths
The Strength Deployment Inventory (SDI) can be
used to help manage conflict and improve
relationships (at work and at home)
Considers Emotional Intelligence
Personal Competence – how we understand/manage ourself
Interpersonal Competence – how we relate to others
Looks at core ‘Motivational Value System’, our
‘Valued Relating Style’, and ‘Rewarding Work
Environment’
Based on Relationship Awareness Theory
Basic Motivational Patterns
Blue
Want to be a genuine help
to others = service
Red
Want to be a leader of
others = results
Green
Want to be self-reliant and
self-sufficient = autonomy
HUBS (middle of all)
Want to be a valued and
trusted member of the
team = Affiliation
Blue/Red
Want to be helpful
through leadership =
servant leadership
Red/Green
Want to compete using
one’s own judgment =
strategic
Green/Blue
Want to nurture the self
reliance of others =
empowerment
Weaknesses are Overdone Strengths
Blue
Trusting Gullible
Supportive Selfsacrificing
Helpful Smothering
Red
Self-confident Arrogant
Organizing Controlling
Proud Conceited
Green
Practical
Unimaginative
Methodical Rigid
Analytical Nit-picking
Hubs
Flexible Wishy washy
Socializer Unable to
stand alone
Looks for options No
clear focus
Leading Efficient Meetings by
Creating a Strong Agenda
“A meeting is an event where
minutes are taken and hours are
wasted” – J. Kirk
“People who enjoy meetings should
not be in charge of anything” – T.
Sowell
All About Meetings
5 Truths about meetings
Meetings are a tool
they are expensive
less is usually more
start with the end in mind
planning improves likelihood of success
Leader vs. Facilitator
Leaders deal with content and task delegation
Facilitators deal with the process and system
Try to delegate the facilitator role to a neutral person – make
the process easy so you can get to the outcomes
Managing Group Dynamics in a Meeting
Agenda
Have one sent out before every meeting
Outline what you plan to accomplish
Task/Topic Management
Desired Outcomes – Try using an NOUN and VERB in past
tense (information shared, plan approved, next steps set,
solutions identified, budged set/approved)
Last desired outcome should be ‘action items assigned’
First desired outcome should be ‘action items reviewed’
Document actual time, topic, accountability leader name, and
desired outcomes, and bring to the next meeting
Build a ‘tribal culture’ where you
are constantly refueled, refreshed,
and recharged!
“Finding shared values among your
group can help to elevate your
‘tribe’ to the next level’ – Dave
Logan
Tribal Leadership
What is a tribe?
Not all tribes are created equal
Stage 1 (2% of tribes)
People feel that ‘life sucks’ and are despairingly hostile; band
together to get ahead in a violent and unfair world
Stage 2 (25% of tribes)
Individuals feel that ‘my life sucks’ and they are apathetic
victims, they have seen it all and watched it fail before, change
drives them down and it is not getting any better.
Exchange Information, not values.
Tribal Leadership
Stage 3 (48% of tribes)
People say ‘I’m great, and you are not’, lots of “I think this”
talking, everyone is a lone warrior , devoid of values, and
knowledge is power. Dyadic relationships.
Stage 4 (22% of tribes)
People begin to work as a team and think
‘we are great’ and have pride in their tribe
Stage 5 (2% of tribes)
This group has infinite potential and
will make history, their competition
is only what is possible, not anyone else
Upgrading a Tribe
Moving from stage 2 to 3
Moving from stage 3 to 4
Mentor people away
NO more “I” talk
from the tribe
Use ‘I, me, my’
language: “I think you
have potential, I’d like
to mentor you”
Tell the group what it is
like by finding shared
values
Find out what people
value individually and
then say ‘here is what we
have in common’
Find dyads and make
triads
The ‘Click Down Method’
Learn what someone is all about by ‘clicking down’
If you were to see a sentence online, which words would
be blue and underlined, leading to another page?
Ask an open ended question that repeats that word
What about ‘learning’ is so important to you?
Continue until they continue to arrive at the same answer
It simply just is because it is!
Find out values (money, control, learning) and CORE
VALUES (fun, healthy behaviors)
The core values are what people feel they “are”
Once this connects people they will be committed to the
“we” not the “I or me”
Questions?
The ADA Leadership Institute is held
annually for members in leadership
positions (state, national, DPG) and
is often a perk for being in that
leadership position!
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