Joe Dan Banker, Executive Director, Office for Academic Affairs Office of Technical Education September Leadership

Transcription

1 Joe Dan Banker, Executive Director, Office for Academic Affairs Office of Technical Education September 2017 Leadership

2 Leadership has been described as: a process of social influence in which one person can enlist the aid and skills of others to accomplish a common task Leadership is an act: organizing a group of people to achieve a common goal 2

3 Traits - Skills 3

4 Traits - Skills Traits Adaptable to situations Alert to social environment Ambitious and achievement orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility Skills Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled Leaders will also use: Integrity, Honesty, Compassion, Humility 4

5 Be Yourself 5

6 The Man In The Arena It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat. Theodore Roosevelt Citizenship in A Republic University of Paris, Sorbonne April 23,

7 Strategic Planning and Goal Setting 7

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9 First Step The Now Where are we? 9

10 Organizational Assessment C o r e Va l u e s 10

11 Second Step Future/Vision Where are we going? Constitution Compliance 11

12 Third Step Implementation How do we get there? Concrete Steps Goals 12

13 Fourth Step Evaluation Are we getting there? Is that still where we need to go? 13

14 Odds N Ends 14

15 Odds N Ends Tendency to skip to second step Then skip to fourth 15

16 You cannot know whether you are going, until you first know where you are ~Abraham Lincoln 16

17 Change Cycle and Leadership Open Unknown Assessment z Innovation Fear z Change Changes Natural Process Defense Fight or Flight Resistance 17

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19 Relationship Building Human Behavior Cheat Sheet 19

20 The Reality Model (Franklin) Human Needs Belief Window Rules Behavior Results Life Love Self Worth Life Variety Self Principles Worth If, then Action Engine Feed Back 20

21 Seven Natural Laws 1. If the results of your behavior do not meet your needs, there is an incorrect principle on your belief window. 2. Results take time to measure. 3. Growth is the process of changing principles on your belief window. 4. Addiction in compulsive behavior with short-term benefits and long-term destruction. Results from deep and unmet needs. 5. If your self-worth is dependent on anything external, you are in big trouble. 6. When the results of your behavior do meet your needs over time, you have inner peace. 7. The mind naturally seeks harmony when presented with opposing principles. 21

22 Time Management 22

23 What Is Management 23

24 What Is Time 24

25 What is Management To direct or control The act, manner, or practice of managing Controlling 25

26 What is Time? A continuum in which events occur in apparently irreversible succession, or sequence, from the past, through the present to the future. 26

27 So, how do we measure time? 27

28 The sun rises in the east crosses overhead and sets in the west... [J. J. McCarthy Story] 28

29 Managing Time NOT! Budgeting Time Prioritize Managing you YES! 29

30 The Man In The Arena It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat. Theodore Roosevelt Citizenship in A Republic University of Paris, Sorbonne April 23,

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