Transcript What type of leader are you? - ASSE

Leadership:
What type of leader are you?
safety
American Society of Safety Engineers (ASSE)
National Capital Chapter
January 24, 2013
Joy Erdman, MS, CSP, CIH
[email protected]
[email protected]
W: 703.695.4705
What type of leader are you?
Purpose: Reflect on your leadership strengths
and areas needing improvement.
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Introduction – Transitioning from Manager to Leader
Qualities of a Leader
Toxic Leadership
Leading Change
Managing Failure
Building Trust
Integrating Contradictions
Transforming Yourself
Key to Safety Leadership in the 21st Century
What type of leader are you?
For those of you who think this topic is too soft,
here are the technical websites Joy Erdman leads on
 Acquisition safety
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http://www.public.navy.mil/navsafecen/Pa
ges/acquisition/acquisition.aspx
 Safety policies
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http://www.public.navy.mil/navsafecen/Pa
ges/instructions/OPNAV_Policy.aspx
 Safety and occupational
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http://www.public.navy.mil/navsafecen/Pa
ges/osh/Success_Stories/safety_success
_stories_home.aspx
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http://www.denix.osd.mil/eswg/
health success stories
 Electrical safety
Leadership: What type of leader are
you?
Transitioning from a Manager to a Leader
1. 1st Step: Instead of viewing people as the
problem
View people as the solution
2. 2nd Step: Give up primary focus on technical
Focus on problem solving
3. 3rd Step: Instead of thinking short term
Think long term ….Strategic
Think teamwork
Comparing Leaders and Managers:
Select the Leader:
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Originator…….. …………. or …….. Copier
Accepts the status quo..…or……... Challenges the status
quo
Thinks people…………….. or…..…. Think things
Asks how and when…….. or …..… Asks what and why
Watches the bottom line…or …..… Watches the horizon
Thinks short term………… or……... Thinks long term
Does things right …………or……… Does the right things
See also DK Leadership:
Leading and Managing (p. 7)
What type of Leader are you?
Qualities of Leaders
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Character: Be a piece of the rock
12. Passion: Take this life and love it
st
Charisma: The 1 impresson can seal the deal
13. Positive Attitude: If you believe you can, you can
Commitment : It separates doers from dreamers
Solving: You can’t let your problems be
Communication: Without it, you travel alone 14. Problem
a problem
Competence: If you build it, they will come
15. Relationships: If you get along, they’ll go along
Courage: One person with courage is a majority
Discernment: Put an end to unsolved problems 16. Responsibility: If you won’t carry the ball, you
can’t lead the team
Focus: The sharper it is, the sharper you are
Generosity: Your candle loses nothing when it 17. Security: Competence never compensates for
lights another
10. Initiative: You won’t leave home without it
11. Listening: To connect with their hearts, use your
insecurity
Self-Discipline: The first person to lead is you
19. Servanthood: To get ahead, put others first
ears
20. Teachability: To keep leading, keep learning
Ref: Maxwell, John C., The 21 Indispensable 21. Vision: You can seize only what you see
Qualities of a Leader: Becoming the Person
Others Will Want to Follow
18.
What type of leader are you?
Toxic Leaders*: We should ask
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Do we create toxic leaders?
• Do we tolerate them?
• What should we do about them?
• How many toxic leaders are in
your organization?
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Toxic Leaders, Bullies, Creeps, Jerks, Tyrants, Tormentors,
Despots, Backstabbers, Egomaniacs, Assholes
Ref: George Reed, Toxic Leadership, [email protected]
Results and leader behavior
Positive Leader Behaviors
Poor Results
Good Results
Negative Leader Behaviors
Toxic Leaders: Solutions/Antidotes
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Name the problem (toxic leadership) and talk about it openly.
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Develop and select with an eye to leadership style, not simply short
term effectiveness.
• Implement the “no asshole rule.”
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Hold supervisors responsible for the style of their subordinates.
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Implement climate assessments. Look for the weak signals.
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Evaluate the long term health of the organization as well as
accomplishment of the short term goals.
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Implement 360 degree or multi-faceted evaluations for development,
and eventually as a data point for promotion, selection, and
assignment.
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Have the hard discussions.
Ref: George Reed, [email protected]
What type of leader are you?
Toxic Leaders - Is there a cost that must be paid for
leaders with a destructive leadership style?
Enforcing the No Asshole* Rule:
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Say the rule, write it down
Assholes will hire other assholes
Get rid of assholes fast
Treat certified assholes as incompetent employees
Power breeds nastiness
Embrace the power-performance paradox
Manage moments – not just practices, policies, and
systems
8. Model and teach constructive confrontation
9. Adopt the one asshole rule
10. bottom line: Link big policies to small decencies
*Ref:
Sutton, PhD, Robert, The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t
What type of leader are you?
How do you handle change?
How do you handle change?
Change is a constant
 Faster pace
 Multiple and cross-cutting
 Increasingly threat driven
 Unreliable infrastructure
 Change is a permanent
process
 Inner attitudes and values now
important (unlike past)
 Occurs as surprises
 Usually novel
 Messy “can of worms”
 Costly, impossible to ignore
 Can’t solve with policy
 Going to continue
indefinitely
How do you handle change?
Change is a constant
 Good News: You’re Not Alone
 Bad News: It’s screwed up everywhere!
 Ability to let go of control
 Ability to exercise greater patience
 Leaders rock the boat… not afraid to
change… not afraid to risk failure
How do you handle change?
Transforming your organization
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Establish a sense of urgency
Form a powerful coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create short-term wins
Consolidate improvements and produce still more change
Institutionalize new approaches
Refs: John P. Kotter, Leading Change
Harvard Business Review on Change
What type of leader are you?
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Your ability to create and sell a vision
Your ability to create and manage through
teams
Your ability to fail successfully
Your ability to build trust
See also DK Leadership:
Vision (p. 12, 40, 54, 64)
Teams (p. 48)
What type of leader are you?
Failure: Most Common Causes of Failure
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Poor interpersonal skills
Wrong Fit (environment, value system, co-workers)
Lack of commitment
Bad luck
Self destructive behavior
Too scattered to focus
Sexism, ageism, racism
Over or under delegation
Hanging on
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Doesn’t get help from others
Manage subordinates poorly
Takes on very low risks
Doesn’t work through issues
Ref: Carole Hyatt and Linda Gottlieb, When Smart People Fail
What type of leader are you?
Failure: Your ability to fail successfully
Leaders take risks and are willing to fail.
1. Prevent big failures by getting feedback:
Use scorecard (rate A – F)
2. When fail, reflect and learn:
Exercise:
When did I try and fail?
What did I learn?
What type of leader are you?
OPM releases executive onboarding guide
Oct 17, 2011
According to the guide, since the beginning of 2006, about 16 percent
of Senior Executive Service members “failed to complete their
initial 1-year probationary period successfully, for reasons that
included termination for performance, performance significantly
below expectations, or voluntary resignation from the new
position.”
The most common causes for that failure, the report says, include a
lack of political savvy, failure to establish a cultural fit, uncertainty
about performance expectations, failure to build teamwork, and a
lack of a formal assimilation process for new executives.
Ref:s: http://federaldaily.com/articles/2011/10/17/opm-releases-executive-onboardingguide.aspx?s=FD_181011
OPM Hit the Ground Running:
Establishing A Model Executive Onboarding Program (28 pp)
http://www.opm.gov/WIKI/uploads/docs/Wiki/OPM/training/Hit_the_Ground_Running_Est
ablishing_a_Model_Executive_Onboarding_Framework_2011.pdf
Your ability to build trust
1. Discovering yourself
2. Appreciating constituents
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Affirming shared values
Developing capacity
Serving a purpose
Sustaining hope
Ref: James Kouzes and Barry Posner,
Credibility: How Leaders Gain and
Lose It, Why People Demand It.
1. Reflect - When you made a
difference. Why does org need
me tomorrow? Stop doing
things & sort out the important.
2. Create organization that nurtures
the best (ability to contribute best
& be valued)
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Emphasize what agree on
Stop talking/deciding
Market others. Ask Questions
High hope = high performance
Set goals & Dispute neg. beliefs
Your ability to build trust
DWYSYWD is “Welsh” for
Do What You Say You Will Do
Ref: James Kouzes and Barry Posner, Credibility: How Leaders Gain and Lose
It, Why People Demand It.
Leadership Courses
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ASSE Leadership Symposia http://www.asse.org/leadership/
ASSE Safety Body of Knowledge http://www.safetybok.org/
USDA Graduate School www.grad.usda.gov/leader
Harvard JFK School of Gov’t www.hks.harvard.edu/
OPM Leadership Courses www.leadership.opm.gov
Center for Creative Leadership (Greensboro NC) www.ccl.org/leadership
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“Basic Leadership Development & Leadership at the Peak
Programs” - rated #1 in Wall St. Journal
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Uses tests, video, 2-way mirrors, class opinion, instructor
opinion….look for behavior and results
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Most frequent advice given to attendees :
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Toastmasters International http://www.toastmasters.org/
What type of leader are you?
Integrating Contradictions
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Become more focused on self
Become more focused on others
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Produce actions that are logical
Produce actions that are emotional
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Look at the short term
Look at the long term
Reflections:
What has helped me to increase my ability to focus on
the contradictions above?
What action did I take that was both logical and
emotional?
What other contradictions do I face as a leader?
What type of Leader are you?
Transforming yourself
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Winning too much
Adding too much value
Passing judgment
Making destructive comments
Starting with “No,” “But,” or
“However”
Telling the world how smart we
are
Speaking when angry
Negativity, or “Let me explain
why that won’t work”
Withholding information
Failing to give proper
recognition
Ref: Goldsmith, What Got You
Here Won’t Get You There: How
Successful People Become Even
More Successful
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Claiming credit that we don’t
deserve
Making excuses
Clinging to the past
Playing favorites
Refusing to express regret
Not listening
Failing to express gratitude
Punishing the messenger
Passing the buck
An excessive need to be “me”
See also DK Leadership,
Leadership Transitions,
p.63
What type of leader are you?
21st Century Leader
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Path Finding: Will keep ahead by exploring uncharted
territory & serving as advanced scout; will do this through a
disciplined monitoring of external conditions.
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Aligning: Will be expert at quickly and effectively bringing
together people and resources needed to address issues of
critical importance; will do this through alliances with diverse
industries, organizations, community groups and professions.
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Empowering: Will maintain an environment within which
key constituencies and staff have access to information and
technical assistance necessary to advance their success; will
do this through effective use of internet technology along with
traditional methods of communication which have proven
themselves to be effective.
Ref: Ed Barlow, http://www.creatingthefuture.com
What type of leader are you?
More on alignment
“The key to success in the 21st century is
alignment. Staying in alignment with a
world that I guarantee will be
characterized by complexity, diversity,
and pace of change.”
Ref. Ed Barlow, http://www.creatingthefuture.com
What type of leader are you?
Select 5 areas you want to learn more about to
improve your leadership capabilities:
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What type of leader are you?
Did you pick up a few new ideas to:
 Improve your leadership skills?
 Advance your career ?
 Help the safety profession.?
Did you win a free leadership book?
Did you meet someone new?
Did you enjoy yourself?
Leadership:
What type of leader are you?
safety
American Society of Safety Engineers (ASSE)
National Capital Chapter
January 24, 2013
Joy Erdman, MS, CSP, CIH
[email protected]
[email protected]
W: 703.695.4705