Leadership and Management Vitality

Transcription

1 VTA Annual Leadership and Management Vitality David H. Harmer Virginia Transit Liability Pool Leadership

2 Do you know what we ask our employees to do each day? ALMOST IMPOSSIBLE L E A D E R S H I P

3 Important Facts Difficult & dangerous 32,000 2,300,000 Responsibility for who? Safety sensitive Public funds Quality of life

4 L e a d e r s h i p Leadership Test Look Behind You... Is Anyone Following?

5 Leadership vs. Management Managers do things right... leaders do the right things. Leaders say this is where we are going' and 'Managers say this is how we are going to get there'

6 Leadership vs. Management Leaders: 1) Have high levels of integrity 2) Are focused on the bigger picture 3) Are not comfortable with "intense detail" 4) Make me (their direct reports) feel part of their vision 5) Do not punish mistakes - but, rather, see mistakes as learning opportunities 6) Challenge the status quo 7) Are not afraid of being unpopular Managers: 1) Are process driven 2) Are comfortable with detail 3) Are more interested in the bottom line than the wider vision 4) Want to measure everything 5) Are not comfortable challenging the corporate view

7 Management Model Heart Of A Charity & Mind Of A Business

8 Leadership s Big Three Mission Vision Values L e a d e r s h i p

9 The Space Mission "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth." Pres. Kennedy, May 25, 1961

10 Where there is no vision the people will perish. Proverbs 29:18

11 L e a d e r s h i p THE UNITED STATES DECLARATION OF INDEPENDENCE We hold these truths to be selfevident, that all men are created equal; that they are endowed by their Creator with inherent and inalienable rights; that among these, are life, liberty, and the pursuit of happiness;...

12 L e a d e r s h i p Ignaz Semmelweis What Was He Obsessed With? What Lesson(s) Can We Learn From Him? What Is Self-Deception? Am I In A Box Of Self-Deception?

13 Seven Habits of Highly Effective People Be proactive life doesn t just happen Begin with the end in mind all things are created twice Put first things first balancing - prioritizing and values Think win-win abundance mentality Seek first to understand, then to be understood Synergize Sharpen the saw Covey

14 Principle Centered Leadership The Law of the Harvest You reap what you sow. The Emotional Bank Account Everybody keeps records. L e a d e r s h i p

15 Personal Mission Every physical creation starts as a mental creation - - as an idea, a plan, an intention and then gains physical shape through action or effort. Stephen Covey A personal mission formulates an overall purpose for our life. What do I want for my life? What do I value? What are my dreams? What am I good at? What is my best possible future? How do I get there? At the end of my life, what do I want to have accomplished? L e a d e r s h i p

16 What is your Mission? Write it down. L e a d e r s h i p

17 What is your Vision? Where do you want to be/do in 5 years? L e a d e r s h i p

18 Principles of Leaders Who Manage Leaders embrace the paradox of management Leaders live balanced lives within life and work. Leaders are students of their chosen profession. Leaders are visionary. Leaders don t give up on people. Leaders put principles at the center of all activities. Leaders see themselves as a resource for others success. Leadership

19 Personal Values Trust - Rebuild a sense of community "If you mistrust people, you make them untrustworthy." Honesty - Communicate openly and honestly "If people don't get the information they need, they make it up!" Special Treatment - Dare to give employees special treatment "You don't have to treat everyone the same." Courage - Be candid and specific "Anger and intimidation are facades we hide behind." James Autrey Love & Profit

20 Teams We win / We lose together We recognize everyone s contribution We have a game plan We are willing to be coached We hold up the team s image We are invested in the team s success

21 Principles Of Coaching **Coaching is the Process of Letting People Know That What They Do Matters to You** Never let good work go unnoticed When You See It, Say It Never let poor work go unnoticed Make it Private & Positive Never let them go down a dead-end road

22 Coaching on the Spot State What You ve Observed Wait for a Response Remind Them of the Goal Ask for a SPECIFIC Solution Agree Together Encourage

23 COACHING PRINCIPLE: What is the most important coaching principle? What gets reinforced gets done!

24 BEHAVIOR Behavior actions that involve physical activity Observable Can measured (how often, length of time, how many times) Behaviors are NOT labels Bad attitude unmotivated

25 CAUSES OF BEHAVIOR: People do what they do because of what happens to them when they are doing it

26 ABC Model: Antecedents prompts to do something Behavior observable action taken Consequences what happens as a result of action taken

27 ABC MODEL: Antecedent: Supervisor tells bus operator pre-trip inspections have been superficial Behavior: Operator raises his voice and says he has been here a long time and always does good pre-trips Consequence: Supervisor walks away What behavior does this consequence Reinforce?

28 ABC MODEL: Over time a repeated behavior reinforced by a repeated consequence becomes a? H A B I T

29 CONSEQUENCES Consequences have the strongest influence on future behavior (People do what they do because of what happens to them as they do it) Any speeders on expressways? Any speeders in school zones?

30 EFFECT ON BEHAVIOR Positive reinforcement get something you want Give you discretionary effort more than you expect Negative reinforcement avoid something you don t want Gets people to meet the standard set nothing more BOTH HAVE A TIME AND PLACE TO BE USED!

31 POSITIVE REINFORCEMENT What impact does positive reinforcement have on Coaching to improve performance Building trust

32 Final Thoughts On Leadership When you see someone doing/not doing what you want, say something SPECIFIC to them Thank you can be an effective positive reinforcement. If you want to change someone s behavior, change the consequences (management rework) People do what they do because of what happens to them when they do it

33 The Cab Ride

34 Thank you for attending The Heart of a Charity The Mind of a Business David H. Harmer Virginia Transit Liability Pool L e a d e r s h i p