Foundations of Leadership
SELFUNDERSTANDING
Discussion Session #78
What is Leadership?
Self-Understanding
Resiliency
Self-Alignment
Customer Orientation
Business Acumen
Project Leadership
Managing Change
Integration
Relationship Skills
LEADERSHIP
IN THE MIDDLE
Communication
Coaching/Mentoring
Actualizing Vision
Working with others
2
Overview:
Why is Leadership so Critical Now?
1. Companies are very sick
2. What is Management? Leadership?
“In the Land of the Blind, One-Eyed Men Are Kings.” – French Proverb
3
Why is Leadership so Critical Now?
Business Is Very Sick
•
A man was let go from his position through a text message on his beeper
while attending a conference in the same city as his office.
•
A woman was abruptly given the job of her boss, who had just committed
suicide. She was not given any directions, training, or coaching.
•
A five-year SAP project for a global company has logged two deaths from
heart attacks, as well as large turnover rates and illnesses.
•
A woman hired by a software firm discovered that she could no longer work
with the technical people on her team, because they refused to
communicate with her. Ironically, she was hired so that her communication
skills would rub off on them. Her comment: "Is there any place that I'll be
able to work my technical and people skills?"
Why Is Leadership the Solution to
the Economic Problems?
•
Market share is driven by speed to market,
customer service, and/or efficiencies that drive
out cost. These cannot be done without
leadership.
•
Security, stability and safety start through the
gateway of leadership. (see “Byte Wars” by Ed Yourdon)
What is Management? Leadership?
LEAD
MANAGE
6
How is Leadership Unique?
•
The “why” of a business, organization
or team is critical for project / resource
prioritization but generally unknown.
•
Leadership development is a paradox.
It must be practical and immediate.
However, to be able to “do,” leaders
must find quiet time to develop selfunderstanding. There is a strong
tension between the need to act
quickly and the need to stop and
think. Leadership requires both.
A Great Leader
 A great leader needs to know how to leverage
the strengths she already has, and to
surround herself with others to fill in her own
gaps.
 A great leader realizes that each of his people
is unique and coaches them to leverage their
own strengths.
 Therefore, leadership is about releasing the
potential that is already there.
What is Management? Leadership?
Self-Alignment
LEADERSHIP
IN THE MIDDLE
Integration
Working with others
9
Self-Understanding: Goals
• Understand your behavioral tendencies and
develop an understanding of how your
behavior affects others
• Respect, appreciate, understand, and value
individual differences
• Enhance strategies for working together to
increase productivity
• Increase your effectiveness by improving
relationships with others
Self Understanding: Self Assessment
1. Definition of the Competency
2. Self-Assessment
3. 360-Degree Assessment
4. Identification of Strengths and Weaknesses
“To climb a tree, grab the branches not the blossoms.” – Unknown
11
The DISC & PIAV
MOTIVATORS
 No Right or Wrong Profile
Why and Where you
walk
 No Good or Bad Profile
BEHAVIOR
How you are walking?
 Does not measure
- Intelligence
- Ethics
- Skill or ability
Behavior is….
•
•
•
•
•
Observable
Situationally-based
Flexible
Dynamic
Based on thoughts and beliefs
®
Extended DISC Background
• The DISC-theory is based on theories developed
by early 20th century behavioral scientists. The
theories identify four behavioral dimensions
• Most behavioral analysis today builds on the
results of Carl Gustav Jung, one of the original
behavioral scientists
• In the 1940’s and 1950’s the DISC theory was
refined from the original Jungian theory
®
• The Extended DISC theory consists of 160
different behavioral styles and shows their
relative distance to each other
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
Conscious vs. Unconscious
Behavior
What It Measures:
A
V S
K
CH
UB
CB
E
X
PC
MC
CB - Conscious Behavior
UB - Unconscious Behavior
A
V
S
K
E
-
Attitudes
Values
Skills
Knowledge
Experience
X
MC
PC
CH
-
Expectations
Mental Condition
Physical Condition
Cultural Heritage
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
Four-quadrant Division
of Behavior
Thinking
C
Sensing
S
Precise
Follows rules
Logical, careful
Formal, disciplined
Decisive, tough
Strong-willed
Competitive, demanding
Independent, self-confident
Withdrawn, shy
Does not express opinions
Gets stuck in details
Does not take risks
Aggressive, blunt
Self-centered
Overbearing
Exceeds authority
Calm, steady
Careful, patient
Good listener, modest
Trustworthy
Sociable
Talkative, open
Enthusiastic, energetic
Persuasive
Resists new ideas
Does not express
Stubborn
Does not seek change
Flamboyant, frantic
Careless, indiscreet
Excitable, hasty
Loses sense of time
D
Intuition
I
Feeling
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
Key Words for Different Styles
C
C
Rules
Exactness
D/C
Issues
Logic
S/C
Routines
Carefulness
S
Own Team
Security
S
D
D
Goals
Results
D/I
Influence
Activity
I/S
Helping
Friendliness
I
People
Atmosphere
I
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
Doing and Asking
C WHY?
D/C
Do It
C
Let’s Do It Right
S/C
Let’s Do It How It
Should Be Done
WHAT? D
D
Do It Now
D/I
Let’s Do It
S
Let’s Do It As Agreed
I
Let’s Do It Happily
I/S
Let’s Do It Together
S HOW?
WHO? I
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
I want it done
and I want it
done right now!
D
D - DOMINANCE
Emphasis is on
shaping the environment by overcoming
opposition to accomplish results
High “D” Overview
•
•
•
•
•
Characteristics: High Ego
Orientation: Results
Motivated by: Challenge
Basic Fear: Being taken advantage of
Under Pressure: May show a lack of
concern for others
Common “D” Characteristics
•
•
•
•
•
•
Strong-willed
Causes actions
Challenges status quo
Problem solver
Focuses on immediate results
Needs variety
“D”Communication Style
• Often only to one direction; from him/her
to listeners
• own opinions are communicated as
facts that need no discussion
• may be blunt; says what he/she thinks
• good in discipline situations in which
compromise is not sought
Potential “D”Weaknesses
•
•
•
•
•
oversteps authority
argumentative attitude
fails to weight pros and cons
insensitive to other’s opinions/feelings
over emphasis on winning
Preferred “D” Environment
•
•
•
•
•
•
•
•
Power and authority
prestige and challenge
direct answers
a wide scope of operations
opportunities for individual accomplishment
opportunities for advancement
freedom from controls and supervision
many new and varied activities
Let me tell you
what happened
to me...
i
I = INFLUENCE
Emphasis on
shaping the environment by influencing or
persuading others
High “I” Overview
•
•
•
•
•
Characteristic: Optimistic
Orientation: People oriented
Motivated by: Social recognition
Basic fear: Social rejection
Under pressure: May become
disorganized
Common “I” Characteristics
•
•
•
•
•
•
•
Instinctive communicator
Persuasive/Motivating/Encouraging
Spontaneous/Impulsive
Good leader
Positive sense of humor
Creative
Dramatic/Emotional
“I” Communication Style
•
•
•
•
Selling and inspiring
wants to talk a lot, but avoids details
avoids bringing up difficult subjects
good in giving constructive feedback
Potential “I” Weaknesses
•
•
•
•
•
•
may be careless
undisciplined
forgets rules
not time conscious
may shift responsibility for mistakes
tends to listen when convenient
Preferred “I” Environment
•
•
•
•
•
•
•
Popularity, social recognition
public recognition of ability
freedom of expression
group activities outside job
freedom from control and detail
coaching and counseling
favorable working conditions
There’s no “I” in
“TEAM”!
We’re all in this
together, so let’s
work as a team
S
S = STEADINESS
Emphasis on
cooperating others to carry out the task
High “S” Overview
• Characteristic: Consistent performer
• Orientation: Team oriented
• Motivated by: Maintenance of status
quo
• Basic fear: Loss of stability/change
• Under pressure: Can be overly willing
to give in
Common “S” Characteristics
•
•
•
•
•
•
systematic/predictable
thorough
loyal
listens/understanding
reliable/dependable
consistent
“S” Communication Style
• Often only to one direction; he/she
listens and nods
• answers when asked
• talks calmly and systematically
• prefers to talk about issues he/she
masters
• prefers to talk one-to-one than to a large
group
Potential “S” Weaknesses
•
•
•
•
•
resists sudden change
takes time to adjust to change
pessimistic
needs to learn to say “no”
reluctant to express
thoughts/opinions/feelings
• needs more initiative
Preferred “S” Environment
•
•
•
•
•
•
•
maintenance of status quo
predictable routines
credit for work accomplished
minimal work infringement on home life
sincere appreciation
identification with a group
minimal conflict
Can you
provide
documentation
for your claims?
C
C = CONSCIENTIOUSNESS
Emphasis on
working conscientiously within existing
circumstances to ensure quality and
accuracy
High “C” Overview
• Characteristic: Analytical attention to
details
• Orientation: Task oriented
• Motivated by: Correctness and quality
• Basic fear: Criticism of work
• Under pressure: Can become critical of
self and others
Common “C” Characteristics
•
•
•
•
•
•
Logical/analytical/precise
perfectionist
diplomatically polite
organized
quiet/reserved
self-competitive
“C” Communication Style
• Prefers to communicate in writing
• does not easily express disagreeing
views
• masters the details
• may lose the essentials
• does not like to talk about opinions or
abstract matters
• does not order; refers to rules
Potential “C” Weaknesses
•
•
•
•
•
Not inspiring
avoids risks
analysis paralysis
needs to loosen/lighten up
does not delegate well
Preferred “C” Environment
• Control of those factors that affect their
performance
• clearly defined performance
expectations
• values quality and accuracy
• recognition for specific skills and
accomplishments
Examples of Styles
C
S
D
Spock
Al Gore
Albert Einstein
Jack Nicklaus
Jimmy Carter
Ted Koppel
Bjorn Borg
Richard Nixon
Gen. Patton
Madonna
J.R. Ewing of Dallas
Coach Bob Knight
John McEnroe
Captain Kirk
Hillary Clinton
Charles Barkley
Lyndon Johnson
Gandhi
Princess Diana
George Bush
Michael J. Fox
Tom Brokaw
Mother Teresa
Robin Williams
Bill Clinton
Jay Leno
Dr. McCoy
Dolly Parton
Arnold Schwarzenegger
Jim Carrey
I
© Copyright 1997-2001 - Extended DISC N. A., Inc. - All Rights Reserved - “Extended DISC” is a registered trademark of Extended DISC N. A., Inc.
Determining another’s style
D
i
C
S
Reserved/Shy
People Oriented
Task Oriented
Outgoing/Active
How to identify a “D”
• Often interrupts you
• speaks on telephone at the same time
• is often in a hurry and has many
projects
• does not always appear polite
Communicating with a “D”
Do:
• be brief, direct, and to the
point
• remember they desire
results
• answer “what”not “how”
• focus on task, cut small talk
• identify
opportunities/challenges
Don’t:
• ramble
• repeat yourself
• waste time
• make statements
without support
How to identify an “I”
• Excited, open and friendly
• expresses when agrees with you
• emphasizes the positive side of issues
and things
Communicating with an “i”
Do:
• allow social time
• give them the opportunity
to talk
• show excitement
• involve
brainstorming/creativity
• ask feeling/opinion
questions
• help transfer talk to action
Don’t:
• skip introductions
• do all the talking
• give lots of details
• answer “who”, not
“what” or “how”
How to identify an “S”
• Secure and stable
• proceeds carefully
Communicating with an “S”
Do:
• go slow and easy/be
patient
• earn trust
• show genuine interest
• draw out their opinion
• provide reassurance/show
benefit
• answer all questions
Don’t:
• rush decision
• be pushy, vague,
demanding or
confrontational
• be vague/general
How to identify a “C”
• Things in order
• focuses on details
• polite in diplomatic way
Communicating with a “C”
Do:
• prepare in advance
• use facts/be specific
• address pros and cons
• use logical/organized
approach
• be patient, persistent, and
diplomatic
Don’t:
• answer questions
vaguely/casually
• socialize
• rush
• forget documentation
Rules about others….
Different

Wrong
There is richness in diversity!
Different
=
Different
Motivating Principles
• You cannot motivate other people
• All people are motivated
• People do things for your reasons, not
their reasons
• A person’s strength, when overused,
may become a limitation
What is Leadership?
Self-Understanding
Resiliency
Self-Alignment
Customer Orientation
Business Acumen
Project Leadership
Managing Change
Integration
Relationship Skills
LEADERSHIP
IN THE MIDDLE
Communication
Coaching/Mentoring
Actualizing Vision
Working with others
59
Evaluation Questions
Use:
A
B
C
D
E
Strongly agree
Agree
Disagree
Strongly disagree
Don’t know
 I found the presentation of material easy to understand.
 This Advantage session increased my knowledge on the
subject presented.
 I will be able to use some of the information from this
Advantage session in the future.
 The presenter was well prepared for this Advantage session.

This presentation should be repeated in future semesters.