Transcript Document title

DOWNTOWN DENVER PARTNERSHIP
Leadership Development Program
Shane D. Stowell, Psy.D.
RHR International, LLP
RHR INTERNATIONAL
 Core Services
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Executive Development
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CEO Succession
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Executive Selection and Integration
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Management Due Diligence
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Senior Team Effectiveness
 Ph.D. level psychologists with business and leadership background
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As Management Psychologists, we have a deep understanding of the
complexities of human behavior in business settings. As experienced
business people, we know how to translate that perspective into practical
and strategic value.
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SESSION 1
Session 1
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“COMMON DENOMINATOR” ACTIVITY
Take five (5) minutes to organize yourselves into groups of 5 -7 people
who have something in common.
The catch . . . You can’t speak to each other and
you must all know why you are together as a
group?
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TRUE LEARNING REQUIRES APPLICATION
“Learning is not a spectator sport. We do not learn much
by just sitting and listening, memorizing prepackaged
assignments, and spitting out answers. We must talk
about what we are learning, write about it, relate it to past
experiences, and apply it to our lives. We must make
what we learn part of ourselves.”
“Seven Principles for Good Practice,” AAHE Bulletin, 1987, p.3
A.W. Chickering and Z.F. Gamson
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WHY ARE YOU HERE?
Why did you choose to get involved
with the Leadership Program?
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TABLE ACTIVITY
1. What do you hope to personally get from this Leadership
program?
2. What is one piece of advice you would share with the group
that would enhance the learning here today?
3. What are you afraid others here in this group will discover
about your leadership?
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SESSION 2
Session 2
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FOLLOW-UP
 What stood out to you from the last session?
 Any outstanding questions or lingering
questions?
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ACTIVITY INSTRUCTIONS
1) On each table, you will find some implements to build a crossing.
2) Please take the next 10 minutes to work as a group and build
something that will span the mock river.
3) The goal is to build a crossing that can hold a five pound weight.
4) I will be coming around to watch how you tackle this problem.
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PROBLEM SOLVING MODEL
• Are you using the full
talent range of your
team?
• Are the right people
doing the right tasks?
• Do you have buy-in?
• Are you boxing yourself in
too soon?
• What is the cost benefit?
• Are all scenarios being
identified?
4.
Deciding
and
Mobilizing
1.
Framing
the
Problem
3.
Analyzing
the
Options
2.
Gathering
Multiple
Inputs
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• Are you thinking
broadly enough?
• Are you rushing to
solutions?
• Are you narrowing too
soon?
• Are you listening to all
points of view?
• Are you challenging
your own
assumptions?
• Group Think?
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LEADING VS. MANAGING
“What is it that makes a person a leader? Some would say
it’s charisma, and you either have it or you don’t. Many
leaders . . . couldn’t be described as particularly
charismatic but nevertheless manage to inspire an
enviable trust and loyalty among their followers. Through
their abilities to get people on their side, they make
changes in the culture of their organization and make their
visions of the future real. How do they do it?”
Managing People is Like Herding Cats: Warren Bennis on Leadership
Warren Bennis, 1997, p. 107
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NECESSARY BUT NOT SUFFICIENT!
What words or concepts would you use to describe
the following?
Manager
Leader
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“DEFINING MOMENT” EXERCISE
Think of an experience that has powerfully
contributed to your development as a leader.
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What were the features of the experience that gave it
impact? (who, what, where, when?)
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What were the critical features about yourself that gave
it impact?
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GETTING THE MOST OUT OF YOUR DEVELOPMENT
Possible Questions to Honestly explore?
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What do I want to get out of this program?
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What can I get from others in the program?
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What can I realistically commit to?
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What kind of leader do I want to be?
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Where do I want to be professionally? What does a career path look like
for me?
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How does this program impact my career/professional development?
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Who do I need to involve to help me succeed?
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How can I help develop others?
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LEADERS OFTEN FEEL ALONE, BUT NEED NOT LEAD ALONE.
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LEADERSHIP DEVELOPMENT PLANS
1)
2)
3)
Key Leadership Strengths:
1)
List as many core strengths as you can!
2)
Prioritize the top 5-7.
Personal Development Opportunities:
1)
Identify a few things you need to do differently (Stop, Start, Continue)
2)
Prioritize and only list the top (2-3) based on where you want to be long term.
Critical Next Steps to undertake in order to grow and develop in the
direction you want:
4)
1)
What actions do you need to take?
2)
What experiences do you need in order to practice the skill?
3)
What is the timeline?
Who needs to be involved to help me succeed?
1)
Who should I involve to help me check progress?
2)
Who are the key stakeholders who can help me succeed?
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HOMEWORK
 Please bring your personal Development plan next session?
 You will need to bring it every session for the rest of the program?
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SESSION 3
Session 3
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FOLLOW-UP
 Any thoughts you want to share or discuss from last session?
 Questions about development plans?
 Take 5 minutes now to share your plan with someone next to
you?
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Ask for their feedback about how you could make it more behaviorally
observable?
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In essence, that means asking them if you didn’t know me and came to
my work in 6 months what could you tell I was doing this? If not, what do
I need to do differently to make it so you could see that I was doing this?
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HOW TO START A MOVEMENT
 http://www.youtube.com/watch?v=V74AxCqOTvg
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FEEDBACK
How does what you just saw apply
to giving and receiving Feedback?
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WHAT MAKES FOR GOOD FEEDBACK?
① Feedback should be balanced.
② The intent must be help create behavioral change
targeted toward a strategic organizational need.
③ It must be synthesized and focused on a core issue.
④ Trust has to dominate the experience.
⑤ You have to listen without judging
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FEEDBACK EXERCISE
1) Write down two questions or concerns you have regarding the issues of Millennial’s integrating into your
company specifically or the workplace in general? (5 Minutes)
2) Organize yourself into Triads (5 Minutes)
3) Swap Cards by Passing your questions to the right)
4) Gather Data (20-30 minutes)
1)
Pair-up with someone else in the room. Capture their answers/ideas to the questions?
2)
Rotate and Repeat two times!
5) Synthesize the Data by: (10 Minutes)
1)
Key themes?
2)
Why is it important to the person/organization?
3)
Think about how you will lead the conversation to show respect and build trust?
6) Give Feedback (15 Minutes)
1)
One person giving (Talking only)
2)
One person receiving (Listening only)
3)
One person taking notes (Capturing what is said)
7) Large Group Debrief (15 minutes)
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WHAT DID YOU LEARN?
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WHAT DID YOU LEARN (CONTINUED)?
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SESSION 4
Session 4
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FOLLOW-UP
 Is there anything from last session that you would like to discuss?
 Note to self in session 4 (Do Bush fire Exercise)
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In session 5 do the rope team activity
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LEADERSHIP RESOURCES
www.rhrinternational.com
http://hbr.org/
www.views.washingtonpost.com/leadership
www.jimcollins.com
http://www.smartbrief.com/leadership/
http://www.ccl.org/leadership/index.aspx
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