Concept Schools Toledo

Putting Together the Pieces of Leadership

Concept Schools

AGENDA

 Win as much as you can
 Mastering both listening and speaking
 Giving feedback
 Developing tomorrow’s leaders
 Changing bad behavior

fortyninepercent

Less than half of all
employees understand the
steps their organizations
are taking to reach new
business goals.

Source: Watson Wyatt

Sixty percent of surveyed managers

listed getting people to work together as
the biggest hurdle they currently face.
American Management Association

Retraction in the Dallas Morning News:

“Norma Adams-Wadeʼs
June 15 column incorrectly
called Mary Ann Thompson-
Frenk a socialist. She is a
socialite.”

The information
your employees
have is only as
good as the
information you
give them.

Give them
information that
is confusing,

and theyʼll likely
misinterpret your
message.

Give them wrong information,

and they’ll spread it.

Fail to give them any information,
and theyʼll make it up, or get it
from somewhere else.

In times of
ambiguity,
people seek
stability, even
if that means
inventing
their own
explanations.

“Communication is the
real work of leadership.
”
Nitin Nohria
Harvard Business School

On average, effective leaders spend
approximately 70 percent of
their time communicating, of which
45 percent is spent listening.

CAUTION:
Contrary to prevailing attitudes,
being a good listener requires a
tremendous amount of mental effort.

Leaders believe that, in every
instance, they understand
Listening Illusions their listening role.

Leaders believe speaking and
listening are separate activities.

Leaders believe they have
uncommon gifts for completing
several other tasks while they listen.

Leaders believe they can expedite the
listening process.

Which role?

Advisor Sounding Board
Expert Good Listener
Diagnose Absorb
Recommend a Solution Attend to Feelings
Best for Technical Problems Best for Relationship Issues
Differences in Knowledge Differences in Philosophy
Emergencies Long-Term Challenges
One Right Answer No Answer Needed
May Cause Over-Dependence Promotes Independence

“Seek First to Understand,
Then to Be Understood”
Stephen Covey

Wait your turn
“Many administrators
have blundered into
trouble by speaking
when they should
have been
listening.”
James T. Scarnati

“Silence and
listening are
the antibodies
that protect us
from the germ
of ignorance.”
James T. Scarnati

instance, they understand their
Listening Illusions listening role.

Leaders believe speaking
and listening are separate
activities.


Leaders believe they can expedite
the listening process.

“Grandmother, what big eyes you have!”

“All the better to hear with, my child.”

The Four Quadrants of “Body Listening”
Opened

Engaged Thoughtful
Leaning forward, body Body open, but
and arms open; leaning back; appears
appears ready and attentive, is nodding or
eager. chewing on pen.

Forward Back

Combative Absent
Body forward, but Staring into space,
closed in defiant doodling, or checking
posture; tapping email; looking to flee.
fingers or toes.

Closed

The Four Quadrants of “Body Listening”
Opened

Engaged Thoughtful
Best time to make No time to force the
your point, assign issue; provide more
tasks, and sell your information and allow
ideas. listener to digest.

Forward Back

Combative Absent
Listener is paying Listener has stopped
attention, but paying attention and is
disagrees; steer trying to escape;
toward thoughtful change the subject.
mode.

Closed

Nonverbals
Words account for only 7
percent of communication
between two people. Body
language and voice tone
comprise the rest.
Source: Fatt, J. P. T. (1998). Nonverbal communication and
business success. Management Research News, 21(4-5), 1-10.

Listening Illusions listening role.

Listeners believe speaking and

several other tasks while they
listen.

Leaders believe they can expedite the
listening process.

“You can
multi-task
with ‘stuff,’
but you need
to ‘be there’
for people.”

Stephen Lundin, John
Christensen, and Harry Paul,
Fish! Tales

listening role.
Listening Illusions
Listeners believe speaking and


Leaders believe they can
expedite the listening
process.

Demonstrate patience. Some people
have more difficulty expressing their
ideas than others.

Without
conversation,
leadership would
give way to
bureaucracy.

The ultimate judge of
your listening behavior is
the person who is doing
the talking.

–James T. Scarnati, “Beyond technical competence: Learning to
listen,” Career Development International, 3(2), 1998.

“The successful
leader will have not the
loudest voice, but the
readiest ear.”

Warren Bennis

Receiving the message is
the easy part. Decoding and
understanding the speaker’s
meaning are the challenges.

Elizabeth Newton

Asked subjects to tap out the rhythm of
a familiar tune for another person and
assess the probability that the listener
would identify the song correctly.

Tappers
predicted that
listeners would
be able to
recognize
the songs
50 percent
of the time.

3
Listeners
were lucky if
they could
identify the
tunes at all.

PERCENT

The difference, of course, is that
the tappers could hear the music
in their heads as they tapped,
whereas listeners heard only a
series of intermittent taps.

When measuring our
expectations for others, we
use ourselves as the yardstick.

“ The biggest problem
with leadership communication is
the that it has occurred.

”
—Boyd Clarke and Ron Crossland, The Leader’s Voice

“Yeah-uhhh! Yo, yo dude.
What’s up dawg? How you
feelin’? You feelin’ alright?
Listen, man. I’ve got to give you
props. You’re doin’ your thing
and it was dope. I ain’t mad.”

“Let’s talk offline after the
lateral-thinking quality circle.”

“At the end of the day, we must
tee up a seamless solution to
our disconnect, per se.”

“Our on-boarding approach is a
linked process that ensures our
high-pots remain at the top
of our talent review.”

“Does that hold water with you?”

JARGON
often includes euphemisms
used to substitute inoffensive
expressions for those
considered offensive.

These actions will
“align our resources
with market needs and
adjust the size of our
infrastructure.”
–Chad Holliday, DuPont CEO
announcing the elimination of 3,500 jobs

why jargon?
Speakers sometimes invoke workplace
jargon to impress others, or to establish
their membership in an elite faction.
Some use jargon to exclude or
confuse others, or to mask their
own inexperience or lack of
knowledge.

“Market-leading provider of
technology-enabled process-
optimization tools seeks position
in which I can apply my
experience reducing cycle time
across supply chains.”

Why Didn’t You Just Say So?
Out of Pocket. We used to just say, “I will be unavailable.”

Escalate. To tell someone more important than you that
something very bad is about to happen.

“I’ll Reach Out to You.” I’ll telephone, e-mail, text, or
otherwise communicate with you later.

“You Loop Back to Me.” You telephone, e-mail, text, or
otherwise communicate with me later.

Taking a bottomless sabbatical. Getting laid off.

Opening the Kimono. Exposing the truth—revealing what
you’ve been hiding all this time.

of employees are regularly confused about what their
20 percent colleagues are saying, but are too embarrassed to ask for
clarification

admitted using jargon deliberately—as a means
More than a third of either demonstrating control or gaining
credibility

found the use of jargon in office meetings both
40 percent
irritating and distracting

One
out of dismissed speakers using jargon as both pretentious and untrustworthy
ten

Source: Office Angels

A single voice.
A candid voice.
A genuine voice.

Your voice.

Communication and intellectual
is most effective areas of your
when you speak listeners’
to both the minds.
emotional

Stories
create the emotional
perspective listeners need
to connect with your
message.

“It is impossible even
to think without a
mental picture.”

Aristotle
On Memory and Recollection
358 B.C.

Good leaders
have a vision.
They hold in Have a
their minds
pictures of Vision
what is
possible.

Great leaders
convince
others to share
Convince
their vision by
Others to articulating it
Share It in memorable
and
inspirational
ways.

“I have a dream
that onea dream that rise
“I have day one

this nationout the true
up and live will
day this nation will

rise up hold theseliveto
‘We and truths
meaning of its creed:

out the are created equal.’”
men true
be self-evident: that all

meaning of its Martin Luther King, Jr.
Delivered on the steps of the Lincoln Memorial in

creed: ‘We hold
Washington D.C. on August 28, 1963

If you think that conveying ideas
effectively is an innate ability—a talent
reserved for naturally gifted orators—
then you are probably neglecting your
role as a communicator.

“If you want to build a ship,
don’t drum up people to collect
wood and don’t assign them
tasks and work, but rather…”

“…teach them to long for the
endless immensity of the sea.”

“quote”
IF YOU CAN ARTICULATE
A VISION THAT MAKES
PEOPLE PASSIONATE,
THERE ARE SO MANY
AMAZING THINGS YOU
CAN DO. Sophie Vandebrock
Xerox Corporation

“The times they are a-changin’.”
Bob Dylan

Four Generations at Work
Silent Generation 1925 - 1945

Baby Boomers 1946 - 1964

Generation X 1965 - 1980

Generation Y 1981 - 2000

thx for the iview!
i wud to work 4 u!! :)

How people share
information has changed.

2002
The last time I sent a fax.

The popularity of
e-mail has increased
the chances that
messages will be
misunderstood.

–Nicholas Epley, PhD,
University of Chicago

overrate
Senders are not always to blame. We tend to

our ability to interpret the messages we receive.

Social Media
Other things
to consider: Blogs

Podcasts

Forums

Text Messaging

Intranet Chats

74 percent
Managers who say their organizations persuade
workers to report bad news upward.
Source: Sirota Survey Intelligence

One in three employees believes that senior
management actually discourages workers from
passing information up the chain of command,
even—or especially—when it’s bad news.
Source: Sirota Survey Intelligence

“
In some companies,
a fear of retribution
may be at work.
”
Jeffrey Saltzman, Sirota CEO

“Employees who learned about improper corporate
feared senior
adjustments appear to have

management’s criticism or even
the loss of their jobs. It was
common for employees to be denigrated
in public about their work.”

Source: “Report of Investigation by the Special Investigative
Committee of the Board of Directors of WorldCom”

Improving
communication
requires creating
an environment
that encourages
straight talk.

TROPHIC LEVELS

Along a food chain, there is a sequential order
in which organisms consume each other.

Only 10 percent of
available energy passes from
one trophic level to the next; the
remainder is lost as heat.

Too often, our
messages lose
their meanings as
each level of the
corporate chain
consumes the
information.

It’s likely that
only 10 percent of
a message makes it
through each level of
communication.

The rest, like
forgone energy,
is just hot air.

Endeavor for
humility, not
perfection.

FEEDBACK FOCUSES ON
THE PAST
Reinforces personal stereotyping based
on giver’s history with recipient (“Do you
know what your problem is?”).

 Future-oriented

 Seen as positive because
“feed-forward” it focuses on solutions

 Can come from anyone
who knows about the
topic

 Cannot be taken
personally, since it
focuses on things that
have yet to happen

 Less confrontational way
of offering advice

QUESTION:

Are leaders born or made?

the top

10 skills
Future Leaders (Your
Current Students) Will
Need To Possess

Robert Galvin

“Leadership is going first in a new
direction—and being followed.”

“Why won’t my
employees take
any initiative?”

Individuals who take
failures personally
have an exaggerated
sense of their own
incompetence. They view
taking initiative as futile
since they expect to fail.

Sol√ e f∅r why

In 1968, 18 percent of American college freshman
had achieved an A average in high school.

By 2004, that figure was 48 percent.

During that same period, SAT scores decreased.

SOURCE: Twenge, J. M. (2006). Generation me: Why today’s
young Americans are more confident, assertive, entitled—and
more miserable than ever before. New York: Free Press.

Self-Esteem First.

Learning Second.

Celebrations provide people
with a safe forum for them to
acknowledge their failures,
making the analysis of what
went wrong less threatening.

Stress is not a state of mind.
It’s a physical state.

Our survival requires
avoiding deadly outcomes;
ignoring a potential danger
could be fatal.

“fight or flee”

psychological
hardiness
“Hardy” individuals are more likely
to approach stressful events as
opportunities from which to learn,
rather than as threats to
fear or avoid.

the three attitudes of hardiness
Commitment: the Control: the Challenge: the
belief that stressful conviction that perception that
events are not individuals can change is both
threatening, but actively influence expected and
interesting and life’s events. stimulating.
meaningful.

Source: Suzanne Kobasa and Salvatore Maddi, The Hardy Executive: Health Under Stress

Commitment
People who are committed to and
involved in their work are more apt to
perceive chaos as interesting.

Control
People adapt to change best when
they understand the control they
have over their environments.

Challenge
When chaos is welcomed, we can
perceive it as stimulating, if not a
hidden opportunity for personal
development.

The average length of time

11min. 4 sec.
we work on a task before being interrupted

SOURCE: Gloria Mark, Victor M. Gonzalez, & Justin Harris
“No Task Left Behind? Examining the Nature of Fragmented Work”

On average, it takes
more than 25 minutes
to resume what we
were doing before
being interrupted.

SOURCE: Gloria Mark, Victor M. Gonzalez, & Justin Harris
“No Task Left Behind? Examining the Nature of Fragmented Work”

“Engaging in multiple
activities appears to be
related to the scope of work;
as the scope increases so
does multi-tasking.”

Mark, Gonzalez, and Harris

Managers experience
50 percent more external
interruptions than their
employees do.

Mark, Gonzalez, and Harris

Giving away our authority is a
personal challenge. It involves
sharing influence, prestige,
and applause, while forcing
us to deal with our personal
insecurities.

“ A basic function of
leadership is to produce
more leaders, not more
”
followers.

Ralph Nader

“The class of 2007 is the first in Ohio which must pass
all five Ohio Graduation Test sections to receive a diploma.”
The Blade, May 22, 2007

When we force people
to strive for proficiency in
everything, we miss the
opportunity for them to
achieve greatness in the
one area where they may,
indeed, achieve just that.

strivingforimprovement,
most of us do the same thing:
we take our strengths for granted,
and concentrate all our efforts on
conquering our weaknesses

Not surprisingly,

the vast majority of organizations
appear to believe that the best
way for individuals to grow is to
eliminate their weaknesses.

Identifying each person’s strongest
talents permits everyone the opportunity
to contribute what they do

BEST.

The origins of

TEAMWORK
(blame Norman Triplett)

Social facilitation is the tendency for people
to be aroused into performing better in
the presence of others than they perform
when they are alone.

simple tasks

or tasks in which
we are experts

MERE PRESENCE
theory
Just having other people around
increases an individual’s drive
and motivation levels.
Robert Zajonc

So, how’s that
working for you?

distractionconflicttheory

The presence of
others actually
creates a conflict
between attending to
the task at hand and
navigating through
the group process.

Potential Productivity
- Loss Resulting from Group Process
Actual Productivity

“Team after team can be sunk by
‘team destroyers’…people whose
brilliance in individual tasks is
matched by their incapacity for
collaborative work.

Suzy Wetlaufer
”
“The Team That Wasn’t”
Harvard Business Review (Nov/Dec 1994)

“The biggest men and women
with the biggest ideas can be
shot down by the smallest men
and women with the smallest
minds. Think big anyway.”
Dr. Kent M. Keith
Anyway: The Paradoxical Commandments

We often
describe
children as
having wild
or active
imaginations.
The best
leaders never
outgrow their
imaginative gift.

con .flict (kón flikt)
a disagreement in
which those involved
perceive a threat to
their needs, interests,
or happiness.

Eric and Rhonda are in the
kitchen. There is only one
orange left and
both of them
want it.

What’s the
best solution?

“Working with others
and managing conflict
are inseparable.”
Dean Tjosvold

#
1
Proving
credibility.

49
PERCENT
Less than
half of all U.S.
employees trust
their senior
leaders.

Source: Watson Wyatt

“In corporate
America, crime
pays. Handsomely.
Grotesquely, even.”
Arianna Huffington
Pigs at the Trough

“
WHAT WE FOUND IN
OUR INVESTIGATION OF
ADMIRED LEADERSHIP
KOUZES & POSNER
QUALITIES IS THAT MORE
The Leadership Challenge THAN ANYTHING, PEOPLE
WANT TO FOLLOW
LEADERS WHO ARE
CREDIBLE.”

“Credibility is the
foundation on
which leaders and
constituents will
build the grand
dreams of the
future.”
Kouzes & Posner

“A change in behavior
begins with a change
in the heart.”
– Scripture posted on the outside message
board at Smitty’s Automotive Service

Hit the brakes
Which tactic
should you use? Honk the horn

Flash the
headlights

Swerve off the
road

Hope for the best

*Disclaimer: I have never tested this!

We may not be able to change
a person, but we can influence a
person’s behavior by creating the
proper environment.

B=f(PE)
BEHAVIOR is a FUNCTION of PEOPLE
and their ENVIRONMENTS

The behavior you’re
witnessing is behavior
someone (maybe you!) has
taught. Therefore, you might
need to re-teach it.

Why?
(the answer determines my future behavior)

Dictionary: attribute (uh-trib-yoot)

-verb (used with object)

1. to think of something as caused by a particular circumstance.
2. to consider as a quality or characteristic of the person.

Origin: 1350-1400; Latin attribūtus

We have a propensity to
overestimate internal factors—
and underestimate external
factors—when explaining the
bad behavior of others...

…and to underestimate
internal factors and overestimate
external factors when explaining
our own bad behavior.

I’m late because
my alarm clock didn’t
go off.

External I’m in trouble for being
late because my boss
Attributed to outside is a jerk.
agent or force

She only got her
promotion because they
needed to fill a quota.

I’m the type of person
who always likes to
be on time.

I earned my promotion
Internal
by working harder than Attributed to
everyone else did. personality factors

He’s behind in that project
because he’s an idiot.

fundamental
ATTRIBUTION
error

–Steve Booth-Butterfield, Steve’s Primer
of Practical Persuasion

“This is the neatest classroom. You must be very
neat students who really care about their room.”

REINFORCEMENT TRAINING: “I’m proud of
you and pleased with your progress.”

PERSUASION TRAINING: “Try harder. You
should be getting better grades in math.”

ATTRIBUTION TRAINING: “You work hard and
seem to know your math assignments very well.”

Students who received attribution
training scored one to two points
higher (out of twenty) than those
receiving persuasion and reinforcement.

Rewards and punishments
are external factors and, as
such, they prevent workers
from forming the internal
attributions that bring about
those behaviors that you’re
attempting to encourage.

You seem like a
{ hard worker

question asker
team player
}
quality stickler who…

Putting Together the Pieces of Leadership

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