Empowering and
Developing Others
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Connecting with Others
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Commitment to Others’ Growth
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Professional and Personal Development
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Growing New Leaders
People Development Principles
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People development takes time
People skills are essential for success
Be a model that others can follow
Lead others by looking through their eyes
Leaders must care for people before they can
develop them
People developers look for opportunities to build up
people
The greatest potential for growth of a company is
growth of its people
Maxwell: Developing the Leader Within You
People Development
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Realize that people are your most valuable asset
Place a priority on developing people
Be a model for others to follow
Pour your leadership efforts into the top 20 percent of
your people
Expose key leaders to growth opportunities
Be able to attract other winners/producers to the
common goal
Surround yourself with an inner core that
complements your leadership
The Law of Priorities
To find your key players, evaluate each person according to the
following criteria:
1.
The influence test
Capable of influencing others
2.
The relationship test
Good relationships with the majority of people
3.
The credibility test
Respected by others
4.
The spiritual test
Similar values
5.
The administrative test
Wise decisions
6.
The attitude test
Willingness to serve others full-time
Connecting with Others
The Gardening Principle
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All relationships need cultivation
Some people come into our lives for a
(specific) reason
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Some people come into our lives for a season
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Doctors, real estate agents, etc.
Few weeks to several years
Some people come into our lives for a lifetime
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Family and close friends
Ways to keep cultivating
important relationships
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Commitment
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Communication
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Shared memories are powerful
Growth
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Sacrifice
Confidentiality
Memories
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Honest
Authentic
Friendship
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Determined to keep it successful
Learning and growing together
Spoiling Each Other
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Unconditional Love
Barriers to Building Relationships
in our Schools
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Determine priorities and steps to
improve relationships in our schools
True Colors and
Servant Leadership
Which True Color supports
servant leadership?
Commitment to Others’ Growth
Empowering Others
To Be an Empowerer, a Leader Needs:
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Position
Relationship
Respect
Commitment
Ten Questions to Ask Yourself about
Empowering Others:
1.
2.
3.
4.
5.
Do I believe in people and feel that they are my
organization’s most appreciable asset?
Do I believe that empowering others can
accomplish more than individual achievement?
Do I actively search for potential leaders to
empower?
Would I be willing to raise others to a level higher
than my own level of leadership?
Would I be willing to invest time developing people
who have leadership potential?
Maxwell: Becoming a Person of Influence
6.
7.
8.
9.
10.
Would I be willing to let others get credit for what I
taught them?
Do I allow others freedom of personality and
process, or do I have to be in control?
Would I be willing to publicly give my authority and
influence to potential leaders?
Would I be willing to let others work me out of a
job?
Would I be willing to hand the leadership baton to
the people I empower and truly root for them?
How to empower others
to their potential
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Evaluate them (their knowledge, skill, and desire)
Model for them
Give them permission to succeed
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Expect it
Verbalize it
Reinforce it
Transfer authority to them
Publicly show your confidence in them
Supply them with feedback
Release them to continue on their own
Soar with Your Strengths
Clifton and Nelson
Nine Principles for Managing Relationships
1.
2.
3.
4.
5.
6.
7.
8.
9.
Think of others in terms of their strengths.
Quality relationships develop one-on-one.
“Doing for” never makes up for “doing with.”
The more people know about each other, the more likely they
are to like each other.
There is no trust without risk.
Relationships are built one commitment at a time.
Being liked is important.
Relationships don’t just happen; be an activator.
Use relationship strengths; manage your weaknesses.
Professional and Personal
Development
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Personal/Staff Development
Activities
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Focus on needs of people in the
organization
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Personal
Professional
Spiritual
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Learning for Continuous Improvement
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What is a PLC (Professional Learning
Community)?
Why PLC’s?
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Teacher Isolation
Professional Development Activities
“The Buffer” and “Isolation”
Schmoker: Results Now: How We Can Achieve Unprecedented Results in
Teaching and Learning
Growing New Leaders
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Choosing people to mentor
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Select people with similar philosophies
Choose people you genuinely believe in
Look for a fit between their potential and
your strengths and experience
Match people to the mountains
Start when the time is right
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Enlarging Process
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See their potential
Cast a vision for their future
Tap into their passion
Address character flaws
Focus on their strengths
Maxwell: Becoming a Person of Influence
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Enlarge them one step at a time
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Attitude
Relationships
Leadership (learning to lead others)
Personal and professional skills
Put resources in their hands
Expose them to enlarging experiences
Teach them to be self-enlargers
Law of Legacy
Leaders who leave a legacy of succession:
 Lead the organization with a “long view”
 Create a leadership culture
 Pay the price today to assure success
tomorrow
 Value team leadership above individual
leadership
 Walk away from the organization with integrity
The Power of Multiplication
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Lead yourself well
Look continually for potential leaders
Put the team first
Commit yourself to developing leaders,
not followers
Delegation
Delegation is the skill most often
identified for improvement when
assessing administrators.
Prioritize and Delegate
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High Importance/High Urgency………….tackle first
High Importance/Low Urgency…………..set
deadlines and work into routine
Low Importance/High Urgency………….delegate
Low Importance/Low Urgency…………..assign task
out or don’t do it at all
Maxwell: Developing the Leader Within You
Steps to Delegation
1.
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3.
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6.
7.
8.
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10.
Describe the task and its objectives
Emphasize the positives of the task
Express high expectations and confidence in abilities
Get the delegatee’s ideas and points of view.
Discuss and clarify for understanding.
Discuss any constraints present; get tentative commitment.
Discuss training needs and agree on training schedule.
Discuss any checkpoints for follow-up and deadlines to be met.
Discuss and establish priority in relation to other tasks.
Agree upon clearly identified first step and confirm commitments
to the task.
DuPont Leadership Training
Monkey Management
The One Minute Manager Meets the Monkey
Blanchard, Oncken, and Burrows
“Why is it that some managers are typically running out of time
while their staffs are typically running out of work?”
If you are trying to do it all, you are
harming your organization.
In attempting to do it all, leaders find themselves:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Working overtime
Spread too thin
Attending unnecessary seminars/meetings
Taking on others’ work
Rescuing others
Neglecting leadership duties
Feeling overwhelmed and burning out
Feeling frustrated and guilty for not getting things done
Neglecting their personal lives
Creating a bottleneck in the organization
How do I collect monkeys?
1.
A person approaches me and tells me of a problem
that needs to be solved. Here is how I accept “the
monkey.” Great boss that I am, I listen to the
problem and eventually say, “Let me think it over
and get back to you.”
2.
I accepted the responsibility for the problem from
that person.
3.
I promised the person a progress report.
We just switched roles: supervisor and worker!
Types of Monkeys
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Sideward-leaping Monkeys
Downward-leaping Monkeys
Upward –leaping Monkeys
“Ricochet” monkeys
“Teflon” Monkeys
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Some monkeys belong to me and should not
be delegated – but the vast majority of
monkeys on my back, on my desk, in my inbox, and in my mind do not belong to me.
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Some leaders are compulsive monkey-pickeruppers. After all, great leaders can solve
anything, right?
So, what do we do about it?
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Great leaders train others to be great leaders. If your staff is not
ready to take on extra responsibilities, then it is your job to get
them ready!
Monkeys can be opportunities for leadership growth…not
problems.
Train workers to care for and feed their own monkeys. Once
they learn to do so, leaders are free to do planning,
coordinating, innovating, staffing, and other key leadership
tasks.
“All monkeys must be handled at the lowest organizational level
consistent with their welfare.”
Rules for Monkey Management
To ensure that the right things get done the right way
at the right time by the right people………
Rule 1 Describe the Monkey
The next moves are specified.
Rule 2 Assign the Monkey
The monkey is assigned to a person.
All monkeys must be handled at the lowest
organizational level consistent with their welfare. A
leader retains only the monkeys that he/she only can
handle.
Rule 3 Insure the Monkey
The leader grants authority and freedom through Monkey
Insurance Policies:
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Level 1 - Recommend, then act
Level 2 - Act, then advise
Appropriate level of delegation is selected based upon
circumstances.
Rule 4 Check on the Monkey
The time and place for follow-up is specified.
Two reasons for check-ups
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Catch people doing something right and praise them
Spot problems and take correction action before it is too late
Apply the rules for
monkey management only
to the monkeys that
deserve to live.
Obstacles to Good Monkey
Management
Leaders’ Attitudes:
1.
Fear that people will think you are not doing anything. “I wouldn’t ask
someone to do something that I wouldn’t do myself, so I am ‘in the
trenches’ with them helping out.” Question: who is taking the time to
appropriately lead the organization while you are in the trenches?
2.
3.
4.
Fear that once people are empowered, you may feel as though you are
not needed.
Rationalization: “I am the highest paid person on this campus, therefore
I should be working the hardest – stay the longest” should be turned
around to “I am the highest paid person on this campus; therefore, I
should do what it takes to be the alpha-leader.
Rationalization: “I am too busy to delegate…it is easier just to do it
myself.” Profound thought: The more you get rid of your people’s
monkeys, the more time you have for your people!
5.
Leaders often enjoy doing the work of their subordinates (more than
taking on management tasks).
6.
Rationalizations: “If you want it done right…”, “This one is too hot for
my staff to handle”, etc.
7.
Live and die by the adage: “Good leaders can solve all problems.”
8.
Hesitation to grant Level 2 freedom to workers based upon worst
case scenarios. “What is the worst thing that could happen?”
9.
Delegating is a sign of laziness.
10.
Checking up on people is snooping.
Obstacles to Good Monkey
Management
Workers’ Attitudes:
1. Reluctance to admit to the boss that they are at their limits in
capacity. They often will take on responsibilities that they know
they cannot handle in effort not to disappoint the boss.
2.
3.
“Teflon monkeys” slide off the backs of those who should be
keeping them. “I shouldn’t have to do this, I can’t handle this, I
am too busy, and it is not my job.”
Fear of consequences of responsibility. Workers can turn Level
2 into Level 1 delegation by constantly seeking feedback –
getting leader’s fingerprints on everything they do.
4.
5.
Desire to solve own problems rather than bring them to the
boss (Workers wait until the monkey is dead before they take
it to the doctor).
“We have a problem.” Don’t let someone say this. It is either
my problem or his problem. If it is mine, I will take it. If it is
his problem, there is no reason to delegate. Let him keep it
and offer advice on how to solve it. When you offer help, say,
“ I will help you with your problem subject to the following
condition: at no time while I’m helping you with your problem
will your problem become my problem, because the minute
your problem becomes my problem, you will no longer have a
problem and I can’t help a person who does not have a
problem!”
Three Kinds of
Organizational Time
Boss-imposed Time
System-imposed Time
Self-imposed time
1.
2.
3.
1.
2.
Discretionary time
Subordinate-imposed time
“The more you get rid of your people’s monkeys,
the more time you have for your people.”
Educational Monkeys
1.
Campus Planning
If the campus plan constantly lists the principal as the one
responsible, a hopelessly-tangled bottleneck has been
created. Can delegation solve this?
2.
Scheduling
Can some of the scheduling of activities be delegated?
3.
4.
5.
6.
Other
Other
Other
Other
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True delegation is not about abdicating
one’s leadership….
It is about empowering and developing
new leaders!