Transcript Slide 1

Influential Leadership
Becoming a Difference Maker
Michael E. Frisina
THE FRISINA GROUP, LLC
Improving the performance of your leaders, your
people, and your organization
Ready to Learn
 Why are you here?
 What will you learn?
 How will you change?
Making Sure We Understand the Real
Problem
“Medicine used to be simple,
ineffective and relatively
safe.
“Now it is complex, effective,
and potentially dangerous.”
Sir Cyril Chantler
Call for Collaborative Leadership
Can we learn from history?
 Medicine today has entered its B-17 phase.
Substantial parts of what hospitals do—most
notably, intensive care—are now too complex for
clinicians to carry them out reliably from memory
alone. I.C.U. life support has become too much
medicine for one person to fly.

Read more
http://www.newyorker.com/reporting/2007/12/10
/071210fa_fact_gawande#ixzz1XxTedRij
HOW DO YOU FEEL ABOUT THE
WORK YOU ARE DOING?
WHAT WOULD YOU SAY IF YOU COULD LOOK YOUR
BOSS IN THE FACE AND GIVE HER ONE PIECE OF
ADVICE TO BE A MORE EFFECTIVE LEADER?
Sisyphys (1548-1549) by Titian, Prado Museum, Madrid
Neuroleadership – Thinking and Behaving
 A fundamental duty of any leader is the
attraction and development of
organizational talent.
 Leaders have the task of identifying talent,
aligning it with their requirements, and
nurturing it to achieve optimal results.
 Influential leadership is about
understanding why people are doing what
they are doing and whether that behavior
can be made more effective to drive
performance.
KEY DISCUSSION POINTS
“The hardest thing is not to get people to accept new ideas;
it is to get them to forget old ones.” John Maynard Keynes
Driving performance through influential
leadership
Understanding the three essential
domains of influential leadership
Identify the four behavior style
necessary to applying the principles of
influential leadership in daily behavior
Point One
What is the key driver for
organizational performance?
Performance Driver Model
People
Experience
Customers
Needs
Priorities
Expectations
Loyalty
Relationship
+
Results
Selection, Development, Retention
Strategy
Process
Structure
Vision
Products/Solutions
Sales/Marketing
Customer Service
Work Flow
Efficiency
Quality
Technology
Roles
Relationships
Rewards
Leadership
Individual
Leader
Behavior
Culture
Clarity, Consistency, Connection
Google – Frisina – “Myth of Best Practice” H&HN Magazine, January 25, 2010
Performance = fx (tech skill)(behavior skill)
Technical Skills
Behavioral
Skills
Performance = fx (tech skill)(behavior skill)
The link between behavior and performance
Relationship Builder
Influential Leader
Manager
Expert
Leadership – Performance Connection
“Leadership is not something you do to people
– rather it is something you do with people.”
Ken Blanchard, The Heart of a Leader
“Believe me, fellows, everyone from the CEO on down
is an equally valued member of the team.”
Exercise
 Describe what the ideal
leader “looks” like using one
word attributes or adjectives.
 What does this list tells us
about what people want from
their leaders?
Part of the Problem
Highly successful people are protective of the
behavior they believe is the source of their
success. Many leaders do not see and are not
aware of their negative behavior. You cannot
change what you do not manage. You cannot
manage what you are blind to in your own
behavior.
Do not forget this – Behavior lapses are painfully
obvious to everyone but the person who commits
them.
Close the Gap in Performance
What you achieve in life and at work
is not the result of what you want.
It is the result of who you are
and what you do.
Take Away for Point One
 Individual leader behavior is the key
predictor to organizational performance.
 The success and effectiveness of
influential leaders are driven by a set of
behaviors that enables them to role
model for followers, guide operational
improvements, and sustain performance
excellence.
Take Away for Point One
 When people are emotionally
disconnected from their leadership, they
are emotionally disconnected from their
work and its accomplishments.
 Would you follow “you” as a leader?
 Who in your organization do you
currently recognize as an influential
leader? Why?
Point Two
What are the three essential domains
of influential leadership?
The Distinguishing Characteristic of
Truly Great Organizations
 Organizations that blossom and
flourish are blessed with leaders who
have not only the understanding of the
fundamental principles of influential
leadership but also the discipline to
intentionally and purposefully apply the
key behaviors associated with those
principles.
Personal Journey Through Change
Positive Intensity
Change
INTEGRATION AND
UNDERSTANING
LOSS AND DOUBT
Satisfaction, Focused,
Energized, Confident
Rebirth
Looking
Forward
Negative Intensity
Fear, Anger, Resentment
Cautious , Skeptical, Resisting
Slow Death
Learning , Anticipation,
Creative, Productive
DISCOVERY
Looking
Back
Anxiety, Confused,
Unproductive
DISCOMFORT
DANGER ZONE
Nine Change Traits of Influential Leaders
1.
2.
3.
4.
5.
6.
7.
8.
9.
Assesses Organizational Climate
Creates Collaborations
Communicates Urgency
Champions Rewards
Risks Failing Forward
Initiates Action
Endures Criticism
Celebrates Wins
Puts Setbacks in Perspective
The Three Domains of
Influential Leadership
 Self-Awareness
 Collaboration
 Connectivity
 Self – Awareness
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Discover and establish your inner core
Create your personal mission statement
Accept responsibility and ownership of self
Discover your primary behavior domain
 Collaboration
 Change Your Thinking – Change Your Performance
 Behavior Intelligence and Managing Emotions
 Creating and Sustaining Highly Effective Relationships
 Connection
 Dedicate Yourself to Continuous Learning
 Priority Management and Pay-off Events
 Effective Communication Skills
EXERCISE
 Discuss the key elements of self-
awareness.
 How do you become aware of how
your behavior is affecting others?
 How open are you to having someone
share a behavior lapse with you in
constructive feedback?
Look at the list of the ten
Behavioral skills.
Where are your natural strengths?
Where do you need to improve?
 Self – Awareness
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Discover and establish your inner core
Create your personal mission statement
Accept responsibility and ownership of self
Discover your primary behavior domain
 Collaboration
 Change Your Thinking – Change Your Performance
 Behavior Intelligence and Managing Emotions
 Creating and Sustaining Highly Effective Relationships
 Connection
 Dedicate Yourself to Continuous Learning
 Priority Management and Pay-off Events
 Effective Communication Skills
Take Away for Point Two
 Self – awareness is the competency of
influential leadership. Far too many leaders are
unaware of how they are perceived by their
peers and subordinates.
 Collaboration is the duty of influential leaders.
They rely on collaboration knowing that people
not processes strengthens the organization’s
pursuit of performance excellence.
 Connection is the strategy of influential
leaders. They know that when people are
emotionally disconnected from their leaders
that performance suffers. Hence influential
leaders value and welcome an authentic
connection with people.
Point Three
Discover your primary behavior style
to drive collaboration
Self – Awareness
Discover Your Primary Behavior Style
Influential leaders are aware of
their habits and patterns.
They see themselves with
clarity and courage.
Importance of Self-Awareness
Awareness is the first step to gaining mastery
over any area of importance in your life.
To achieve personal breakthroughs,
it is necessary to face the truth about your habits.
Behavior Expectations
COMMUNICATION STYLES
CHARACTERISTICS
Scale 1
Scale 2
Scale 3
Scale 4
DRIVER
EXPRESSIVE
AMIABLE
ANALYTICAL
Indirect/Supporting
Slower/Relaxed
Relationship/
Communication
Sudden Change,
Instability
Indirect/Controlling
Slower/Systematic
Behavioral Patterns Direct/Controlling
Faster/Decisive
Pace
Direct/Supporting
Faster/Spontaneous
Priority
Task/Result
Relationship/Interaction
Fears
Being Taken
Advantage of
Gains Security
Through
Control Leadership
Internal Motivator
and process
"Win"
Loss of Social
Recognition
Playfulness
Others' Approval
Acknowledgements
Applause
Compliments
"Show"
Appearance
Businesslike, Functional
Fashionable, stylish
Workplace
Efficient
Busy
Structured
Interacting
Busy
Personal
Quality or impact of
Measures Person's
Results, tracks records
Worth By
Task/Process
Personal Criticism
of their work
Preparation,
Friendship, Cooperation
Thoroughness
Precision,
Compatibility with others,
Accuracy
depth of contribution
Quality of Results
"Participation"
"Process"
Formal,
Casual, conforming
conservative
Friendly
Formal
Functional
Functional
Personal
Structured 10
Drivers - Summary
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Goal:
Accomplishment
Loves to:
Achieve goals
Hates to:
Listen to others
Phrase:
Now
Backup Behavior: Micro-management
Do…
Don’t…
be direct and to the point
focus on results and objectives
be brief, be bright and be gone
hesitate or waffle
focus on feelings
try to take over
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Expressive - Summary
§
§
§
§
§
Motivation: Applause
Loves to:
Be spontaneous
Hates to:
Deal with details
Phrase :
Big Picture
Backup Behavior: Attack
Do…
be friendly and sociable
be entertaining and stimulating
be open and flexible
Don’t…
bore me with details
tie me down with routine
ask me to work alone
22
Amiable - Summary
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Motivation: Acceptance
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Love to:
Be part of a team
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Hates to:
Experience change
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Phrase:
Harmony
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Backup Behavior: Back stab
Do…
Don’t…
be patient and supportive
slow down and work at my pace
ask my opinion and give me time to
answer
take advantage of my good nature
push me to make quick decisions
spring last minute surprises
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Summary - Analytical
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Motivation: Accuracy
Loves to:
Constantly think
Hates to:
Be rushed
Phrase:
Logical
Backup Behavior: Avoid
Do…
be well prepared and thorough
put things in writing
let me consider all the details
Don’t…
get too close or hug me
be flippant on important issues
change my routine without notice
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The Need for Flexibility
Awareness of your style
tells you when to flex and adapt
your style to be more effective
in response to different people
and different situations.
One style is not effective for all situations.
Style rigidity will get you into trouble;
style flexibility will help you be more effective.
25% of all situations are perfect for your style!
How do you respond the other 75% of the time?
Do you know each other?
 Write your names on a sheet of
paper.
 Pass the paper around the table
and mark a scale I, II, III, IV next to
each name?
 What variation in scales did you
determine?
Bringing People Together in
Mutual, Beneficial, Meaningful Purpose
 Some of the biggest challenges in
relationships come from the fact that
most people enter a relationship in
order to get something: they're trying
to find someone who's going to make
them feel good. In reality, the only way a
relationship will last is if you see your
relationship as a place that you go to
give, and not a place that you go to take.
-- Anthony Robbins
Peak performers apply their
life skills to live and work
effectively with other people.
YOU HAVE TO GIVE UP BLAMING
All blame is a waste of time. No matter how much fault you find with
another, and regardless of how much you blame him, it will not change you.
WAYNE DYER
Coauthor of How to Get What You Really, Really, Really, Really Want
Relationships Build
Collaborations
Not finance. Not strategy. Not technology.
It is teamwork that remains the ultimate
competitive advantage, both because
it is so powerful and so rare.
Patrick Lencioni
The Five Dysfunctions of a Team
Relationships Build
Collaborations
We cannot achieve
excellence in
isolation from
others. One is too
small a number to
achieve greatness.
Relationships Build
Collaborations
Exercise: Think about the kind of person you want to work
with. What are the attributes of a great teammate?
 Integrity – has a strong foundation – Life skill #1
 Knows how to set and achieve goals – Life skill #2
Take initiative – Life skill #3
 Understands the impact of habits – Life skill #4
 Makes wise decisions/problem solver – Life skill #5
 Manages emotion/ displays empathy – Life skill #6
 Is a team oriented player/builds relationships – Life skill #7
 Manages priorities and trustworthy – Life skill #8
 Cares, listens, communicates effectively – Life skill #9
Continuously improving – Life skill #10
Relationship Challenge
When it comes to relationships, the challenge that
continually confronts us is that often we want more
than we are willing to work for. Sometimes our
desire for quality relationships is greater than our
willingness to engage in the hard work necessary to
build them. When that happens, our relationships
fall short of their potential. Worse case, they
become difficult and painful. When it comes to
relationships, be careful of wanting for more than
you are willing to work for. The grass is always
greener where you water it.
--Tim Kight
Relationship Killers
• Lack of integrity
• Self-centeredness
• Poor communication
• Misaligned expectations
•Emotional blackmail
• Unresolved conflict
• Gossip
• Taking more than you give
• Negative attitude
• Not investing enough time and energy
• Failure to change and grow
• Failure to forgive
EXERCISE
1. Choose a relationship, either personal or
professional.
2. List the relationship killers you are
currently exhibiting in this relationship.
3. Take time to share in your group providing
each other feedback from what you know
of each life skill that can help them build a
stronger relationship
4. Keep the name of person anonymous.
Seven Keys to
Productive Relationships
1. Build trust.
2. Clarify goals, roles, and expectations.
3. Take responsibility and initiative. Be accountable
for your attitude and actions.
4. Make communication a priority. Talk to people, not
about them.
5. Help people achieve their best. Commit to the
success of others.
6. Learn to resolve conflict effectively.
7. Recognize, respect, and respond to other styles.
1. Build Trust
Personal trust
Confidence that
you understand
and you care.
Ethical trust
Confidence in
your integrity.
Connection
Technical trust
Trust
Character
Confidence in
your ability.
Competence
Repeated Positive Experience
•
People trust your character when they have repeated
positive experience of consistency between what you
say and what you do.
• People trust your competence when they have
repeated positive experience of your ability to achieve
goals and solve problems.
• People trust you personally and feel connected when
they have repeated positive experience of you
listening, understanding, caring, and acting in their
best interest.
Get Feedback
Share your behavior profile with key people in
your life. Ask each of them to give you feedback
about strengths and weaknesses they observe.
What patterns do you see?
In what areas do you need to improve?
Are you willing to develop an action plan to
change and improve?
Take Away for Point Three
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Take your life off auto-pilot. Slow down and
reflect. Evaluate your habits and life skill patterns.
Recognize your strengths and abilities and use
them with confidence.
You believe what you tell yourself the most.
Beware of the excuse trap! Beware of convenient
stories that defend, distort, or diminish and keep
you trapped in ineffective habits.
Seek feedback. Feedback is the breakfast of
champions!
Be aware of your behavior style – be flexible and
move towards others in your behavior – it builds
trust that drives connection.
Book Availability
http://www.healthforum.com/healthforum/html/books/print/InfluentialLeadership.html
Thank you!
… becoming a difference maker
Dr. Michael E. Frisina, PhD
THE FRISINA GROUP, LLC
www.thefrisinagroup.com
[email protected]