Life Lessons in Coaching
Leadership Styles
Steven Eldred
Director, Orange County CSS
Agenda
■ Defining Success
■ Types of leadership styles
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Primal Leadership
Situational Leadership
Warrior Leadership
■ Strengths-Based Leadership
■ Act II: When Do I Need to Change?
Defining Success
Goals –
Performance?
Stock value?
Horizon –
Short-term or long-term?
Outcomes / Effects
Employee satisfaction vs. profit/performance
Measurement
Sales? Performance metrics? Sick Days?
Customer Satisfaction?
Leadership Styles
How Do I Get Where I Want To Go?
1948 Army Leadership Principles
1. Know yourself and seek self-improvement
2. Be tactically and technically proficient
3. Seek responsibility and take responsibility for your actions
4. Set the example
5. Know your people and look out for their welfare
6. Keep your people informed
7. Ensure the task is understood, supervised, and accomplished
8. Develop a sense of responsibility among your people
9. Train your people as a team
10. Make sound and timely decisions
11. Employ your unit in accordance with its capabilities
“Primal Leadership”
The Coercive Leader
Positive or negative coercion
Clear demands?
Difficult to change from this?
The Authoritative Leader
Clearly describes expertise-based vision
Reduces confusion, focuses effort
Open to new ideas?
The Affiliative Leader
Establishes positive relationships, seeks feedback
Inclusive environment
Frequent feedback
Tolerates mediocrity?
Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman, Richard Boyatzis and Annie McKee.
“Primal Leadership”
The Democratic Leader
Consensus is primary concern
Trust, commitment are hallmarks
New ground, new programs?
Poor crisis-response model
The Pacesetter
Leads by example – personal excellence
Sets high standards for all
Trouble trusting or delegating
The Coach
Recognizes talent, develops people
Offers personal development, challenging assignments
Sees the future, brings out the best in individuals
Takes a serious time, resource investment for the long-view benefit
Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman, Richard Boyatzis and Annie McKee.
Warrior Leadership
Tom Magness, Colonel, U.S. Army (Ret)
■ Mission First – but know your mission
■ Leader Development – 40% of your time.
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Build a Culture
Big Ideas
Learn
Communicate
Situational Leadership
Directing
Low willingness or low ability
Coaching
High willingness, low ability
Supporting
Low willingness, high ability
Delegating
High willingness, high ability
Ken Blanchard and Paul Hersey 1972-96
Strengths-Based Leadership
Clifton Strengths Finder (Gallup Press)
Employees and Leaders take the Online test
System reveals 5 top Strengths out of the 34
possible – and that information is shared among
workgroups.
Insight into one’s top strengths, clues on what drives
individual success.
Strengths-Based Leadership
Achiever
Activator
Adaptability Arranger
Belief
Command
Communication Competition Connectedness
Consistency Context Deliberative
Developer Discipline Empathy Focus Futuristic
Harmony Ideation
Includer Individualization Input Intellection
Learner Maximizer
Positivity
Relator Responsibility
Restorative Self-Assurance Significance
Strategic Woo
Strengths-Based Leadership
2 years to implement to 650 employees
Books, videos, staff time to participate in learning sessions
About $125/employee
Constant reinforcement – awards, evaluations, etc.
Major buy-in from employees – they get to capitalize on
what makes them stronger
Act II – Making Changes
Act II – Making Changes
Leaders succeed when they bring their strengths to bear – and
excel when the agency’s needs match their strengths and abilities.
What happens when the match doesn’t match anymore?
What does a firefighter do when the fire is out?
Sometimes, the very skills that made them successful in Act I may
be the very opposite of what is needed in Act II.
The approaches that worked so brilliantly for a CEO in Act I may
be the very opposite of what is needed to bring Act II to a happy
resolution.
The CEO’s Second Act David A. Nadler, Harvard Business Review, 2007
Four Steps to Renewal
Recognition
Lower response to initiatives?
Less growth or interest? Recruitment, retention rates?
Acceptance
Self-analysis: what part do I play in this?
Analysis and understanding.
Outside, objective evaluation
Where is the agency now?
Where should it go? (External view)
Decision and action
Personal change
Possible? Desirable?
Structural change
Align leader’s strengths to needs elsewhere
Change the organization to use resources differently
Accelerated succession
Act II – Making Changes
Choices:
Refuse to Change (and be replaced?)
Realize new skills are required, and learn them!
Change role to adapt to changing needs
Find or train a successor to take the agency to the next
development phase.
The CEO’s Second Act David A. Nadler, Harvard Business Review, 2007
Act II’s Four Variations
1. Remake your company into one that has no place for you.
2. Remake your company—then yourself.
3. Respect your limitations while growing your company.
4. Remake your company, then move on.
The CEO’s Second Act David A. Nadler
Steven Eldred
seldred@css.ocgov.com
714-347-8115