2017 SLI Workshop

1. Sarah Begley
and Laura
Burwash
PERFORMANCE BEYOND
EXPECTATIONS: THE
BONNER BRAND

2. WHAT MAKES A GOOD LEADER?
“Minute Challenge”

3. START WITH THE WHY

4. Name Leadership Role Why are you here?
WHAT’S YOUR WHY?

5. What do you think makes a good leader?
LEADERSHIP

6. Sarah Begley
Director of First Year Experience
Laura Burwash
Director of Career Services
WHO ARE YOUR PRESENTERS/
WHAT IS THEIR WHY?

7. Ask yourself: Why does your personal brand matter?
T2 LEADERSHIP: TRANSACTIONAL &
TRANSFORMATION

8.  Promote compliance by followers through both rewards and
punishments.
TRANSACTIONAL LEADERSHIP

9. Good
 Rewards, incentives
 Structure is clear
 Short term goals
 Control Reward
Bad
 Low expectations
 Minimal
accomplishment
 Low level of
satisfaction
GOOD AND BAD

10.  Helps others take steps in the right direction.
TRANSFORMATIONAL LEADERSHIP

11. Good
 High empathy
 Very creative
 Receptive to listening to
personal problems
 Include human elements
in the decision
 Learn from mistakes
 Trustable
 Protective
 Willing to take blames
Bad
 Dependence on the
leader
 Draining personnel
 Power and
manipulation
 Lack of Check and
Balance
GOOD AND BAD

14. “When placed
in command,
take charge.”
NORMAN
SCHWARZK
OPF

15. “The price of
success is hard
work,
dedication to
the job at
hand, and the
determination
that whether
we win or lose,
we have
applied the
best of
ourselves to
the task at
hand.”
VINCE
LOMBARDI

16. “If you can
dream it, you
can do it.”
WALT
DISNEY

17. “The first rule of
any technology
used in a
business is that
automation
applied to an
efficient
operation will
magnify the
efficiency. The
second is that
automation
applied to an
inefficient
operation will
magnify the
inefficiency.”
BILL
GATES

18. “Starbucks is
not an
advertiser;
people think
we are a great
marketing
company, but
in fact we
spend very
little money on
marketing and
more money on
training our
people than
advertising.”
HOWARD
SCHULTZ

19. “Life’s most
persistent and
urgent question
is, what are
you doing for
others.”
MARTIN
LUTHER
KING, JR

20. “I destroy my
enemies when I
make them my
friends.”
ABRAHAM
LINCOLN

21. “And I can fight
only for
something that
I love, love only
what I respect,
and respect
only what I at
least know.”
ADOLF
HITLER

22. “Success is not
about how
much money
you make, it’s
about the
difference you
make in
people’s lives.”
MICHELLE
OBAMA

23.  Be an Ideal Team Player
 Ideal team players are hungry, smart, and humble.
BRANDING YOURSELF AS A
TRANSFORMATIONAL LEADER

24. Do more than the minimum- take initiative
Have passion for the “mission” of the team
Feel a sense of personal responsibility for the
overall successes of the team
Be willing to do the dirty work
Demonstrate diligence and self-motivation
Don’t practice checklist leadership
BE HUNGRY

25. Be interpersonally appropriate and aware
Demonstrate good judgement and intuition
Show and express empathy to others on the
team
Practice and observe a “No triangulation rule”
Demonstrate a genuine interest in the lives of
teammates
Be an active listener
Be aware of how your words and actions (or
inactions) impact others on the team
BE SMART

26. “Humility isn’t thinking less of yourself,
but thinking of yourself less” C.S. Lewis
 Compliment or praise others without hesitation
 Admit to mistakes/ask for help
 Give one another the benefit of the doubt before arriving at a
negative conclusion
 Be willing to take on lower-level work for the good of the team
 Readily acknowledge weaknesses/appreciate and tap into
another’s skills and experience
 Take risks in offering feedback and assistance
 Offer and accept apologies graciously
 View success collectively rather than individually
BE HUMBLE

27. HOW YOUR PERSONAL BRAND
IMPACTS THE TEAM
When team members are adequately strong in each of these areas
(Strong, Smart, Humble) they enable teamwork by making it relatively
easy for members to avoid or overcome the five dysfunctions of a team.

28. In order to build trust…we must first create it
In order to overcome conflict…we must learn to value it
In order to achieve commitment…we must first encourage it
In order to increase accountability…we must first promote it
In order to pay attention to results…we must first celebrate them
AVOIDING THE
5 DYSFUNCTIONS OF A TEAM

29. “Language of Complaint” “Language of Commitment”
 Complaints don’t transform or accomplish anything
 Where there is passion exists possibilities for transformation
 What commitments or convictions that you hold are actually implied in your
complaints?
 Fill in the blank, “I am committed to the value or the importance of…”
LANGUAGE THAT TRANSFORMS:
STOP COMPLAINING
Language of Complaint Language of Commitment
Easily and reflexively produced Relatively rare unless explicitly intended
States what we can’t stand States what we stand for
Leaves speaker feeling whiny/cynical Leaves speaker feeling filled with hope
Generates frustration Generates vitalizing energy
Sees complaint as a signal of what’s wrong Sees complaint as a signal of what one cares about
Nontransformational- rarely goes anywhere beyond
letting off steam
Transformational- anchors principle-oriented,
purposed directed work

30. “Language of Blame”  “Language of Personal Responsibility”
LANGUAGE THAT TRANSFORMS:
STOP THE BLAME GAME
Language of Blame Language of Personal Responsibility
Easily and reflexively produced, comfortable to express Relatively rare, uncomfortable to express
Holds the other person responsible for gaps between
committed intentions and reality
Expresses specific behaviors we personally engage in
and fail to engage in that contribute to gaps
Frequently generates frustration, alienation Draws on the momentum of our commitments
Frequently generates defensiveness in others Frequently generates productive conversation about both
parties’ contributions to gap
Nontransformational, rarely goes anywhere- deflects our
attention to places where we have little or no direct
influence
Transformational, directs our attention to places where
we have maximum influence
At best, raises questions only for others Raises questions for oneself
Ask yourself “What are you doing, or not doing, that is keeping
your commitment from being more fully realized?”

31. What is your takeaway?
Post It Wrap Up
SO WHAT, NOW WHAT?

32. Kegan, Robert, and Lisa Laskow. Lahey. How the Way We Talk
Can Change the Way We Work: Seven Languages for
Transformation. Chichester: John Wiley and Sons, 2001.
Print.
Lencioni, Patrick. The Ideal Team Player: How to Recognize and
Cultivate the Three Essential Virtues: A Leadership Fable.
Hoboken, NJ: Jossey-Bass, a Wiley Brand, 2016. Print.
“SUMMER READING”
SOURCES

33.  Questions?
Presenters:
Sarah Begley
begleys@lindsey.edu
Laura Burwash
burwashl@lindsey.edu
THANK YOU