1. Bret L Simmons, Ph.D. Assistant Professor of Management, UNR www.bretlsimmons.com Bret L. Simmons, Ph.D. 1 www.slideshare.net/bretlsimmons

2. What are we going to do today? Turn ALL cell phones OFF Relax! Keep an open mind Ask questions Interact with me and your colleagues Bret L. Simmons, Ph.D. 2

3. Agenda Breaks 1.5 to 2 hours Lunch 11:30 Bret L. Simmons, Ph.D. 3

4. Bret L. Simmons, Ph.D. 4 Creative Tension Goal/Ideal “the way things could be” Current State “the way things are” Gap Delay

5. Topics Today Leadership Purpose Change Followership Assertive Communication Bret L. Simmons, Ph.D. 5

7. What makes a good follower?

8. Is there a crisis in leadership today? If so, what is it?6 Bret L. Simmons, Ph.D.

9. Management vs. Leadership Managers Do things right Masters of existing routines Efficiency 7 Bret L. Simmons, Ph.D.

10. Management vs. Leadership Leaders Do the right thing Vision and judgment Effectiveness 8 Bret L. Simmons, Ph.D.

11. Leadership vs. Management To do the right thing, a leader needs to understand what it takes to do things right (Bob Sutton) 9 Bret L. Simmons, Ph.D.

13. Recognize the opportunities for leadership all around you and act like a leader to influence others and bring about changes for a better future.10 Bret L. Simmons, Ph.D.

14. Leadership An influence relationship among leaders and followers who intend real changes that reflect their shared purpose. (Daft, 2002) 11 Bret L. Simmons, Ph.D.

16. What is your organization’s vision?

17. WHY do you do these things?12 Bret L. Simmons, Ph.D.

19. Vision– where we are going

20. Values– rules of engagement and norms of behavior

21. Purpose – why we do what we do13 Bret L. Simmons, Ph.D.

24. Short and easy for all to remember

25. Serve as a guide for everyone’s daily behavior

26. When reasonable people disagree on the “right thing to do”, purpose should be the guiding principle15 Bret L. Simmons, Ph.D.

27. Purpose Followers and leaders both orbit around thepurpose, followers do not orbit around the leader. But if the purpose is not clear and motivating, leaders and followers can only pursue their perceived self-interest, not their common interest. 16 Bret L. Simmons, Ph.D.

29. Leadership necessitates change

30. Successful leadership requires continuous personal change17 Bret L. Simmons, Ph.D.

32. What are the biggest sacred cows in your organization?

33. What is it that keeps people from leading these sacred cows to pasture? What are the barriers to change in your organization?Bret L. Simmons, Ph.D. 18

35. Understanding: Give people detailed information about why actions, especially actions that upset and harm them, were taken19

37. Compassion: Convey sympathy and concern for the disruption, emotional distress, and financial burdens that people face20

39. Why does the climate of fear exist? What is driving and sustaining fear?

42. Avoid pompous jerks whenever possible. They not only can make you feel bad about yourself, chances are you will eventually start acting like them

43. The best test of a person’s character is how he or she treats those with less power

47. You will probably lead the way that you follow.26

48. Bret L. Simmons, Ph.D. Effective Followers Effective followers are active, responsible, autonomous in their behavior, and critical in thinking without being disrespectful (?) or insubordinate (?). 27

50. Other-centered, committed to the organization and its purpose. Not self-centered or self-aggrandizing.

51. Invest in competence and professionalism (they assume the responsibility to develop themselves)

53. 30 Effective Followers What about loyalty? Bret L. Simmons, Ph.D.

54. Bret L. Simmons, Ph.D. 31 Loyalty Both leaders and followers are entering into a contract to pursue the common purpose within the context of their values. The loyalty of each is to the purpose and to helping each other stay true to that purpose.

55. Bret L. Simmons, Ph.D. 32 At its best, leadership is shared among leaders and followers, with everyone fully engaged and accepting higher levels of responsibility and accountability to each other (Daft, 2002)

56. Courageous Followership Courage: The ability to step forward through fear Accepting responsibility Nonconformity Push beyond your comfort zone Ask for what you want and say what you think Fight for what you believe Whether leading or following, strive to encourage, not discourage those around you Bret L. Simmons, Ph.D. 33

58. Because courage implies risk, you should develop contingency plans

60. To assume responsibility

61. To serve

62. To challenge

63. To participate in transformation

64. To take moral action, and possibly even leave

65. Effective leadership requires the courage to listen to followersBret L. Simmons, Ph.D. 35

67. Do not hold a paternalistic image of the leader or the organization

68. Initiate values-based, purposeful action to improve processes

70. Courage to assume responsibility for yourself Interdependent relationships: when every one assumes responsibility for themselves Dependent relationships: follower does not assumer responsibility for himself or the leader does not acknowledge the follower’s responsible behavior Bret L. Simmons, Ph.D. 39

71. Do your people come to you with complaints or suggestions that they then expect you to resolve? Or do your people come to you with suggestions for improvement that they are willing to take some leadership in implementing? Bret L. Simmons, Ph.D. 40 Courage to assume responsibility for yourself

72. Exercise Is your relationship with your supervisor dependent or interdependent? Why? Are your relationships with your followers mostly dependent or interdependent? Why? What could you do to improve? Bret L. Simmons, Ph.D. 41

74. Risk taker, purpose driven, holds self and others accountable, confronts sensitive issues, peer relations with authority

75. Implementer: high support, low challenge

76. Dependable, supportive, defender, team oriented, compliant, respectful of authority

77. Individualist: low support, high challenge

78. Confrontational, self-assured, independent thinker, self-marginalizing, unintimidated by authority

79. Resource: low support, low challenge

81. “This sucks (and so do you) and YOU need to fix it. What’s wrong with you?”

82. Partner followers challenge the leader, but also try to share responsibility with the leader for correcting the situation

84. Exercise When was the last time your challenged your supervisor’s behavior or policies? Why did you do it? What were the results? Do you have any partner followers? Share a specific example with the group. If you don’t have any partner followers, why not? Discuss the implications with your group If you do have partners, why do they behave like that? Again, what are the implications of having these folks? Bret L. Simmons, Ph.D. 45

85. Improving the Process Stop thinking its not your problem. Realize it is your responsibility. Courageous followers don’t just tell the leader “something should be done about this,” adding to the burden of leadership, but present ideas for improving the process that the leader can consider and they offer to help with the implementation. Bret L. Simmons, Ph.D. 46

86. Eliciting Feedback Focus on performance and behavior – things that you can control and change Bret L. Simmons, Ph.D. 47

87. Courage to Serve the Purposeful Leader (Look outside yourself) Assume new or additional responsibilities to unburden the leader and serve the organization Stand up for the leader and the tough decisions a leader must make for the org. to achieve its purpose Are as passionate as the leader in pursuing the common purpose Stay alert for areas in which their strengths complement the leader’s and assert themselves in these areas. Bret L. Simmons, Ph.D. 48

88. Courage to Serve the Purposeful Leader Show care and concern for the leader. Find ways to meet her expectations and reduce her stress levels. Defending the leader (inside the organization) Encourage yourself and others to be constructive Focus on the leader’s strengths Defending a leader publicly (outside the organization) Don’t expect perfection Expect leaders to live up to their publicly stated values Bret L. Simmons, Ph.D. 49

89. Courage to Serve the Purposeful Leader Avoiding insularity Lose perspective and fresh ideas Takes courage to welcome others, who may dilute our power, into the inner circle Diversity is a primary source of the balance needed to use power wisely. Bret L. Simmons, Ph.D. 50

91. Willing to stand up, stand out, to risk rejection, to initiate conflict in order to examine the actions of the leader and group when appropriate

92. Willing to deal with the emotions their challenge evokes in the leader and group

94. Courage to Challenge Should be willing to challenge a leader’s behavior and policies – behavior is the most difficult Bret L. Simmons, Ph.D. 53

97. Bret L. Simmons, Ph.D. 56 I-statements: Three components A specific and nonblaming description of the behavior exhibited by the other person The concrete effects of that behavior The speaker’s feelings about the behavior

98. Bret L. Simmons, Ph.D. 57 I-statement examples

100. Empathize with the other person’s position in the situation

101. Specify what changes you would like to see in the situation or in another’s behavior, and offer to negotiate those changes with the other person

104. Don’t ask for and don’t expect an immediate action or decision – allow time for the leader to “think about it”

105. Keep the door open for the leader to reflect

106. The duty to obey

107. If we choose to continue being a follower of this leader and if the policies are not morally repugnant to us, we have the responsibility to implement the policies.

110. May say one thing, but behavior and polices encourage other behaviors from followers

111. Acid test: do followers actually come to you with tough issues about corporate issues or your own behavior and policies?

112. What messages are number twos sending?

114. Courage to Listen to Followers If you react defensively when criticized, you are unlikely to hear further about the matter or to hear further from the individual. A requisite of good leadership is to override naturally defensive feelings, statements, and behaviors, and display genuine interest in what sources of critical feedback are telling you. Demonstrate responsiveness to feedback Bret L. Simmons, Ph.D. 65

115. Courage to Listen to Followers Inviting creative challenge Proactive vs. reactive Distinguish between challenge to your authority and challenge to your ideas Bret L. Simmons, Ph.D. 66

117. A culture of communication, not complaints Complaints should be taken to the person or persons who need to be addressed for it to be resolved. Are there complaints about you that you are not hearing? Leaders that listen to complaints are colluding with the dysfunctional culture. If you listen to complaints, you are creating dependent, not interdependent relationships Bret L. Simmons, Ph.D. 68

118. Courage to Listen to Followers Creating protected communication channels Provide your staff with a low-risk way of raising issues that concern them. Discernment: what is the right action? Purpose driven vs. ego driven True motives: better for me, or better for everyone Bret L. Simmons, Ph.D. 69

119. Open Discussion What does your group see as the biggest “gaps” between where you are and where you need to be? How can you help each other “hold creative tension” as you work to close these gaps? Any questions of me? Bret L. Simmons, Ph.D. 70

120. www.slideshare.net/bretlsimmons Thanks! simmonsb@unr.edu Bret L. Simmons, Ph.D. 71