LEADERSHIP
IN
MID-LEVEL
MANAGEMENT
RICK S. MCALLISTER
APRIL 22, 2015
GROUND RULES
WHY DID YOU COME
HERE TODAY?
OBJECTIVE
COMPARE LEADERSHIP AND
MANAGEMENT PERSPECTIVES TO
EXPLORE OUR INDIVIDUAL
OPPORTUNITIES FOR DEVELOPMENT
DEFINITION
lead·er·ship
ˈlēdərˌSHip/
Noun
the action of leading a group of
people or an organization
HUMAN CONDITION
We are all tremendously
inconsistent and wonderfully
human, that makes change a
very challenging endeavor
It is OK to be flawed… we
are a work in progress
COLLABORATIVE
LEADERSHIP
THE CHALLENGES OF TODAY'S
ENVIRONMENT REQUIRE EFFECTIVE
COLLABORATIVE LEADERSHIP
SKILLS MORE NOW THAN EVER
BEFORE
DEFINITION
COLLABORATIVE LEADERSHIP IS
THE INTENTIONAL AND SKILLFUL
MANAGEMENT OF RELATIONSHIPS
THAT ENABLES OTHERS TO
SUCCEED INDIVIDUALLY WHILE
ACCOMPLISHING A COLLECTIVE
OUTCOME
COLLABORATION IS NOT THE
OUTCOME OR GOAL
HOW WE USE THE
INFORMATION
THOUGHTS
“Most managers (and most
methods) fail to understand
something important: people
aren’t merely a component in the
complicated business machine,
they are the very engine of it.”
Bringing Out the Best in
People
by Aubrey Daniels
HIGH PERFORMANCE
LEADERSHIP
GROWING A LEARNING ORGANIZATION?
In a rapidly changing environment, an
organization that gains knowledge and applies it
quickly to survive and thrive. Such entities:
(1) build a culture encouraging and supporting
continuous employee training, use of critical
thinking, and risk taking with new ideas;
(2) allow mistakes, and value employee
contributions;
(3) improve with experience and experiment; and
(4) spread new knowledge over the organization
for use in daily operations.
(Black's Law Dictionary)
MANAGEMENT VS. LEADERSHIP
(Structural)
(Directional)
A Function
A Relationship
Assigning Tasks
Building Talent
Resourcing
Motivating
Evaluating
Coaching
Facilitating
Building Trust
OBLIGATORY
PERCEPTIONS
and Considerations
EMOTIONAL CAPITAL
A COMPLICATED MIX
ACCURATE SELF ASSESSMENT
HIGH RISK TO ONE’S SELF ESTEEM,
TRUE SELF ASSESSMENT IS NOT
VALIDATION OF ONE’S SELF IMAGE
THE INTENT IS TO SEEK
OPPORTUNITIES FOR SELF
IMPROVEMENT RELATIVE TO A SET
OF SKILLS OR COMPETENCIES
SELF CONFIDENCE
THE CONFINDENCE TO USE THE
SELF ASSESMENT TO MAKE
CHANGE
EMOTIONAL
SELF AWARENESS
RECOGNIZE OUR EMOTIONS AND
HOW THEY AFFECT OUR THOUGHTS
AND BEHAVIORS
EMOTIONAL
SELF CONTROL
CONTROL IMPULSIVE FEELINGS AND
BEHAVIORS, MANAGE YOUR
EMOTIONS IN HEALTHY WAYS, TAKE
INITIATIVE, FOLLOW THROUGH ON
COMMITMENTS, AND ADAPT TO
CHANGING CIRCUMSTANCES
EMPATHY
SOME TIMES CALLED “PERSPECTIVE
TAKING,” REFERS TO OUR ABILITY
TO IDENTIFY AND UNDERSTAND
OTHER PEOPLES’ EMOTIONS
INFLUENCE
THE ABILITY TO POSITIVELY
INFLUENCE PEOPLE IN SUCH A WAY
THAT OTHERS FOLLOW AND ACT
WILLINGLY —AS OPPOSED TO
COMPLYING BECAUSE OF AN
AUTHORITY FACTOR
CONTINUUM
LET’S EXPLORE
OURSELVES:
ACCOMPLISHING THE TASK
ME
I am more
concerned
about what
gets done
I am more
concerned
with how it
gets done
LET’S EXPLORE
OURSELVES:
BEING LIKED
ME
I want to
be liked
I want to
earn
respect
LET’S EXPLORE
OURSELVES:
MEETING NEW COLLEAGUES
ME
When I meet
a colleague I
want to
know their
title
When I meet
a colleague I
want to
know their
vision
LET’S EXPLORE
OURSELVES:
SHARING INFORMATION
ME
I think very
carefully
about the
information
that I share
I share
information
freely and
unconditionally
LET’S EXPLORE
OURSELVES:
STAYING FOCUSED
I focus on
connecting
each task to
the bigger
picture
ME
I focus on
the shortterm task
at hand
LET’S EXPLORE
OURSELVES:
WINS BY COLLEAGUES
I am
secretly
jealous of
colleague’s
successes
ME
I focus on
making
others
successful
LET’S EXPLORE
OURSELVES:
FAILURE BY THE TEAM
ME
When the
team fails
it is “on”
the team
When the
team fails
it is “on”
me
CONTINUUM
THE JOURNEY
STOP WISHING FOR
CONTROL
NICK THE LOGS AND PREVENT THE
DYNAMITE
COMPLIANT RESPONSE
IS NOT THE GOAL
WHAT IS IN FOR THE PERSON?
WHY WOULD THEY WANT TO DO IT?
HOW DOES IT MESH WITH THEIR
NEEDS?
SINCERELY CARE
ABOUT THE PERSON
DO THEY BENEFIT FROM THE
EXCHANGE?
WHAT CAN YOU
DO FOR THEM
WHAT AM I GIVING IN THE
EXCHANGE THAT THEY NEED/WANT?
COMMUNICATE
EXPECTATIONS
WHAT IS THE DEAL?
YOU GET WHAT?
I GET WHAT?
NO
SMAL PRINT
ADDITIONAL TOOLS
WHAT I WANT TO
CHANGE
January'1,'2015!
Supervision'and'Leadership'!
'''''''''''''''''Goals'''''''''''''''''''''''''Learning'Objectives''''''''''''''''''''''''''''''Date'Completed''Assessment!!!!
Plan and Manage
Change
1'
!
Develop a powerful, clear focus for and
approach to operational planning
Demonstrated
proficiency
Develop a thorough understanding of the
correlation between process improvement and
the level of change produced
Demonstrated
proficiency
Increase the understand of how people are
impacted by and respond to the change
Demonstrated
proficiency
Develop an approach that increases success in
implementing change action plans because they
encompass both facts and feelings about the
change
Demonstrated
proficiency
Improve communications about the change
through the use of clear, powerful change
models that can be shared with all those
involved in the change
Demonstrated
proficiency
Develop skills to confidently to lead a team
experiencing change
Demonstrated
proficiency
Develop smoother, more effective change
initiatives by engaging team members
Demonstrated
proficiency
Grow a culture that actively aligns team
member strengths with work deliverables
Demonstrated
proficiency
Establish a clear process to guide
communication with team members through the
performance management cycle
Demonstrated
proficiency
Develop confidence in the ability to have
meaningful and fact based performance
discussions
Demonstrated
proficiency
©Management!Analytics!resource!collaborative,!LLC!2015!
January'1,'2015!
Supervision'and'Leadership'!
'''''''''''''''''Goals'''''''''''''''''''''''''Learning'Objectives''''''''''''''''''''''''''''''Date'Completed''Assessment!!!!
Team Member
Development
2'
!
Build a culture that has fewer discrepancies
between supervisors and team members
Demonstrated
proficiency
Improved skills in using measurable outcomes
as the basis for reward and recognition through
monthly and annual performance appraisals
Demonstrated
proficiency
Build a culture that increases confidence and
satisfaction with personal contributions and
team results
Demonstrated
proficiency
Develop skills that facilitate faster performance
transition from individual to team-oriented
behaviors
Demonstrated
proficiency
Build a culture that improves team members
individual commitment and personal
engagement to accomplish organizational
objectives
Demonstrated
proficiency
Increase leadership effectiveness in assigning
goals, reviewing progress and providing
meaningful feedback to team members
Demonstrated
proficiency
Provides a consistent coaching and
development model that can be used with team
members in any situation
Demonstrated
proficiency
Understand and differentiate the levels and
types of coaching required for all team
members to be successful in their
responsibilities
Demonstrated
proficiency
Improve knowledge and skills for effectively
developing, coaching, empowering and leading
others to getting results and advancing their
career
Demonstrated
proficiency
©Management!Analytics!resource!collaborative,!LLC!2015!
January'1,'2015!
Supervision'and'Leadership'!
'''''''''''''''''Goals'''''''''''''''''''''''''Learning'Objectives''''''''''''''''''''''''''''''Date'Completed''Assessment!!!!
Coaching
Establish an efficient method for convening a
Demonstrated
compelling direction for the team members
proficiency
3'
!
Learn to communicate a common point of
reference for goals & objectives, action plans,
results and rewards
Demonstrated
proficiency
Build an environment that establishes a
common ownership of a clearly articulated
statement of the path forward
Demonstrated
proficiency
Develop increased confidence and capability
for handling difficult and challenging situations
Demonstrated
proficiency
Establish clear, practical, and useful
touchstones for making decisions
Demonstrated
proficiency
©Management!Analytics!resource!collaborative,!LLC!2015!
CONTACT INFORMATION
Email: Rick@marcollaborative.com