The Trainer's Handbook of Leadership Development E-Book

Karen Lawson

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2011

Seitenzahl: 280

Beschreibung

The Trainer's Handbook of Leadership Development offers facilitators, human resource professionals, and consultants a wide-variety of tools and techniques for developing leadership competencies and characteristics. Drawing on research from such giants in the leadership field as Warren Bennis, Ken Blanchard, James Kouzes, and Barry Posner, the book's thought-provoking activities are designed to create real and lasting behavior change. "The Trainer's Handbook of Leadership Development features the proven activities and tools that will involve and inspire participants to develop the skills and characteristics that will equip them to lead us into the future. Karen has brought together a powerful collection of tools, competency models, exercises, and training necessary for developing leaders in today's workplace. I recommend this book for anyone who is implementing a leadership development program within their organization. It could easily be used to build the entire program from scratch."--Louis Carter, CEO, Best Practice Institute "What a gem of a book Karen Lawson has written! Drawing on research by leadership gurus, Karen presents 45 competencies and characteristics critical to leadership excellence. She mines each of these facets for a solid definition and the significance of each. Although many authors shy away from discussing leadership qualities such as authenticity and empathy, Karen deals with them directly. She presents activities that future leaders can use to explore personal leadership qualities. This book is 24kt gold. If you are a leadership development professional, this book is sure to become your gold standard when searching for creative yet practical ways to help develop others into outstanding leaders of the future."--Elaine Biech, editor, The ASTD Leadership Handbook and author, The Business of Consulting "Developing the complex skills of leadership is critical for personal and organizational success. If you are responsible for helping others build these skills, this book deserves a spot on your bookshelf--or maybe your desk--because you will use it often!"--Kevin Eikenberry, author, Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a Time

Leseprobe

CONTENTS

About the Author

Chapter 1: Introduction

Purpose

Intended Audience

How This Book is Organized

Chapter 2: Leadership Competencies and Characteristics

Chapter 3: Designing a Leadership Development Program

Competencies with Related Activities

Activities Related to Competencies

Chapter 4: Increasing Awareness—Self and Others

Chapter 5: Communicating and Influencing

Chapter 6: Motivating and Engaging

Chapter 7: Developing and Managing

Chapter 8: Increasing Leadership Effectiveness

References

Index

About Pfeiffer

Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful.

Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use.

Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in looseleaf or CD-ROM format to facilitate copying and customization of the material.

Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype has often created whizbang solutions in search of a problem, we are dedicated to bringing convenience and enhancements to proven training solutions. All our e-tools comply with rigorous functionality standards. The most appropriate technology wrapped around essential content yields the perfect solution for today’s on-the-go trainers and human resource professionals.

Essential resources for training and HR professionals

Copyright © 2011 by Karen Lawson. All rights reserved.

Published by Pfeiffer

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Library of Congress Cataloging-in-Publication Data

Lawson, Karen.

The trainer’s handbook of leadership development : tools, techniques, and activities / Karen Lawson.

p. cm.

Includes bibliographical references and index.

ISBN 978-0-470-88603-8 (pbk.)

1. Leadership—Study and teaching. I. Title.

HD57.7.L383 2011

658.4’07124—dc23

2011017906

Acquiring Editor: Matt Davis

Marketing Manager: Brian Grimm

Director of Development: Kathleen Dolan Davies

Developmental Editor: Susan Rachmeler

Production Editor: Mark Karmendy

Editor: Francie Jones

Editorial Assistant: Michael Zelenko

Manufacturing Supervisor: Becky Morgan

ABOUT THE AUTHOR

Karen Lawson is an international consultant, speaker, and author. As founder and president of Lawson Consulting Group, Inc., she has built a successful consulting firm specializing in organization and management development as well as executive coaching. She has extensive consulting and seminar experience in the areas of team development, communication, leadership, and quality service across a wide range of industries. Clients include a variety of prominent organizations from the financial services, pharmaceutical, telecommunications, manufacturing, health care, government, and education sectors. In her consulting work with Fortune 500 companies as well as small businesses, she uses her experience and knowledge of human interaction to help leaders at all levels make a difference in their organizations.

Karen is the author of The Trainer’s Handbook, Updated Edition; The Art of Influencing; Improving On-the-Job Training and Coaching; Improving Performance Through Coaching; The Trainer’s Handbook; Train-the-Trainer Facilitator’s Guide; Involving Your Audience—Making It Active; Skill Builders: 50 Communication Activities; New Employee Orientation Training; and Leadership Development Basics, and coauthor of 101 Ways to Make Training Active. She has also written chapters for many edited collections, in addition to numerous articles in professional journals.

She holds a PhD in adult and organizational development from Temple University; an MA in English from the University of Akron; and a BA from Mount Union College. She is also a graduate of the National School of Banking in Fairfield, Connecticut. She is one of only four hundred people worldwide to have earned the Certified Speaking Professional designation from the four-thousand-member National Speakers Association. She has received numerous awards for her outstanding contributions to the training and speaking professions, and was named one of Pennsylvania’s “Best 50 Women in Business” as well as one of the Philadelphia region’s “Women of Distinction.”

She has been actively involved in such professional organizations as the National Speakers Association and the American Society for Training and Development, holding leadership positions at both the local and national levels. She is also an active member of the Union League of Philadelphia.

Karen is currently an adjunct professor at Arcadia University in its International MBA program, and she has taught at several colleges and universities at the graduate and undergraduate levels. She has presented at several professional conferences in the United States, Asia, and Europe.

CHAPTER ONE

INTRODUCTION

In this fast-paced global environment of the twenty-first century, the need for effective leaders has never been greater. There is no doubt we are experiencing a leadership deficit throughout our society—in corporations, governments, and communities. Almost daily we are bombarded by articles in newspapers, professional publications, blogs, and other various media bemoaning the lack of qualified leaders to meet the challenges of a diverse workforce, global competition, and an uncertain economy. As a result, organizations are experiencing increased pressure to develop their leaders from within.

The first step in leadership development is to identify organization-specific leadership competencies and characteristics. The next step is to equip the organization’s leaders with the behaviors, knowledge, and skills to meet the needs and expectations of their employees, customers, communities, and other stakeholders. The biggest challenge you may face in developing leaders is to create learning experiences and tools that enable the organization’s potential and current leaders to internalize and demonstrate necessary leadership traits and behaviors that will ensure the organization’s success.

PURPOSE

This activity-based book is designed to provide leaders and those responsible for training leaders with a variety of tools and techniques for developing leadership competencies and characteristics. In addition to emphasizing basic core management skills, this work is influenced by current research on leadership practices and addresses less “tangible” characteristics and traits, such as empathy, agility, authenticity, resilience, and congruence, just to name a few.

The book draws on research by such thought leaders as Warren Bennis, Ken Blanchard, James Kouzes, and Barry Posner, as well as organizations including the Society for Human Resource Management, the Corporate Leadership Council, the Center for Creative Leadership, Right Management Consultants, and others.

INTENDED AUDIENCE

This is a “must have” for busy professionals who are charged with developing leadership competencies and characteristics. Readers who will benefit from this book include

Chief learning officers and other learning leadersOrganization development professionalsHuman resource professionalsSenior managers and other leadersConsultants

The book presents a practical, easy-to-use leadership development toolkit that is readily adaptable for both group and individual application. It includes thought-provoking activities designed to create real behavior change. Several of the activities can be used for self-study as part of a structured leadership development program. The book also provides resources and methods for addressing “difficult-to-teach” leadership traits.

HOW THIS BOOK IS ORGANIZED

The Trainer’s Handbook of Leadership Development reflects the active-training techniques described in The Trainer’s Handbook, Updated Edition (Lawson, 2009). The activities are based on adult learning theory, follow the experiential learning cycle, and address all three learning domains: cognitive, affective, and behavioral. Incorporated in the activities are self-assessments, checklists, models, and other valuable handouts and resources.

Chapter Two identifies the forty-five leadership competencies and characteristics addressed in the activities. Each competency or characteristic includes a definition, one or more relevant quotations, and a brief description of the importance of that skill or trait to leadership effectiveness. You can use this information to enhance the process and discussion described for each activity.

Chapter Three helps you begin a leadership development seminar or workshop series by providing four activities to help create the context and prompt participants to begin thinking about and exploring the concept of effective leadership. You may elect to use any or all four of the activities—and in any order—depending on the intent and the time available for the introductory portion of the training design. You can use the two matrices in Chapter Three to determine the activities you want to use to address a particular competency or characteristic.

Chapters Four through Eight are the heart of the book. These chapters include all the activities related to the leadership competencies and characteristics described in Chapter Two. Each activity is arranged as follows:

Identification of the competency or competencies addressed in the activityBrief description of the activityThe activity’s goal or goals—that is, what participants will be able to do as a result of experiencing the activityAmount of time requiredMaterials and preparationStep-by-step process for introducing and conducting the activitySuggested discussion questions to debrief the activityOne or more suggested variations for modifying the activityAccompanying handouts, such as checklists, assessments, models, case studies, role-play instructions, and so on

You can use the activities to design a leadership development program “from scratch,” or as enhancements to existing modules. However you choose to use them, you will find them to be engaging, energizing, enlightening ways to involve, inspire, and influence the participants in your leadership development programs.

CHAPTER TWO

LEADERSHIP COMPETENCIES AND CHARACTERISTICS

The line between leadership competencies and characteristics is sometimes blurred. People often disagree as to the definitions of the terms. For our purposes, characteristics refer, on the one hand, to attributes, traits, or distinguishing qualities. On the other hand, competencies are behaviors, skills, or knowledge identified as performance standards for a particular job or responsibility. Taken together, characteristics and competencies create a set of behaviors critical to leadership success. Although there is a distinction between the two terms, we will be using them interchangeably to avoid confusion.

This chapter identifies leadership competencies and characteristics essential for leadership success. It also provides the definition, a relevant quotation or quotations, and a brief discussion of the importance or significance of each attribute.

Although the competencies and characteristics identified in this chapter are based on current popular research (including surveys and studies), the list is by no means exhaustive. By the same token, you should not try to address all of them. Begin by identifying the required and desired leadership competencies and characteristics specific to your organization—or those that would have universal application.

As you review the list and the definitions, please note that many are interrelated. For example, ethics relates to trust and congruence. Communicating can incorporate listening, observing, and giving feedback. For the purpose of designing your topical modules, you may choose to select activities that you can “cluster.”

Accountability

Definition: The willingness to follow through on commitments and accept responsibility for one’s own actions and decisions.

Quotation: “You must take personal responsibility. You cannot change the circumstances, the seasons, or the wind, but you can change yourself.” Jim Rohn

Importance: Placing blame, pointing fingers, and complaining about others have no place in leadership. People expect their leaders to take ownership of decisions, policies, and actions. Real leaders take charge of a problem and start working toward a solution instead of finding someone or something to blame. When leaders create a culture of individual and organizational accountability, overall performance improves.

Adaptability/Flexibility/Agility

Definition: The ability to adjust quickly and easily to different conditions, and to adapt to rapidly changing conditions, challenging circumstances, and external pressures.

Quotation: “The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.” William Arthur Ward

Importance: In today’s rapidly changing environment, leaders must be able to “adjust the sails” on a moment’s notice or be left behind. They have to be able to adapt their attitudes and behaviors to work effectively with different people and situations.

Authenticity

Definition: The demonstration of genuineness; the quality of being real, not “phony.”

Quotation: “Nothing is more effective than sincere, concrete praise, and nothing is more lame than a cookie-cutter compliment.” Bill Walsh, NFL coach

Importance: We’ve all heard that actions speak louder than words. This is particularly true as it applies to leadership. People are more likely to believe what you do rather than what you say. When you say one thing and do something else, you risk alienating followers, colleagues, and customers. It is important to demonstrate consistent, congruent behavior on a daily basis.

Balancing Personal and Professional

Definition: Properly prioritizing between career and job responsibilities and other parts of your life (for example, family, leisure, pleasure, spirituality, and so on), resulting in a sense of enjoyment and achievement.

Quotation: “Just as your car runs more smoothly and requires less energy to go faster and farther when the wheels are in perfect alignment, you perform better when your thoughts, feelings, emotions, goals, and values are in balance.” Brian Tracy

Importance: The lack of a healthy work-life balance can have a serious, negative impact on a leader’s effectiveness and sustainability. A true leader understands that a work-life balance does not mean an equal balance. On the one hand, circumstances will cause your work-life balance to vary. On the other hand, your value system should be the compass that helps you determine the right balance at any given time. The example you set is critical because people will assume what you do is what you value, and they will emulate your behavior.

Clarifying Expectations

Definition: Communicating clearly what we expect, including standards of performance; communicating our faith that the individual will meet or exceed those expectations.

Quotations: “If we treat people as though they are what they should be, we help them become what they are capable of becoming.” Johann Wolfgang von Goethe

“High expectations are the key to everything.” Sam Walton

Importance: The power of expectation alone can influence the behavior of others. When we communicate to others our high expectations of them, their self-confidence will grow, their capabilities will develop, and their accomplishments will be many. A manager’s high expectations lead to high productivity, and low expectations result in low productivity. Studies show that when leaders create a supportive, nurturing culture, people do what they believe is expected of them.

Clarifying Values

Definition: Discovering one’s own and others’ values by assessing, exploring, and determining what those values are and how they affect personal decision making and behavior.

Quotation: “Nothing can bring you peace but yourself. Nothing can bring you peace but the triumph of principles.” Ralph Waldo Emerson

Importance: Values are the collective set of deeply ingrained beliefs, ethics, principles, and priorities that guide organizational and individual behavior. Our values provide the basis for our decisions and actions. Values help us set priorities, and they influence the choices and decisions we make every day.

It is important to understand our own values and become more aware of the values of others. Understanding our own value system can help us work and live more effectively in today’s world. Many problems of communication, productivity, and interpersonal relations, and their resulting conflicts, lie primarily in significantly different value systems. If we can better understand what motivates others’ behavior as well as our own, we can improve our personal and professional relationships.

Coaching

Definition: Giving feedback and support to employees to overcome a performance problem or to gain greater competence; encouraging people to do more than they ever imagined they could.

Quotation: “I never cease to be amazed at the power of the coaching process to draw out the skills or talent that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought unsolvable.” John Russell

Importance: Coaching is one of the most critical skills to be mastered by today’s leader. Why is coaching so important? Today’s environment has created more pressure to do more with less. The key to reducing pressure and get better results is to make the most of an organization’s most valuable resource—people.

Successful coaches in business, as in sports, are great influencers. They know how to bring out the best in others. They also know that coaching is an ongoing process and a primary responsibility.

Communicating

Definition: Delivering your message with clarity so that the receiver of your message understands exactly what you want or what you want to convey; soliciting input from others.

Quotation: “If you just communicate you can get by. But if you skillfully communicate, you can work miracles.” Jim Rohn

Importance: The ability to create an atmosphere of trust and openness that will improve all channels of communication throughout the organization is critical to a leader’s success. The effective leader will actively solicit and listen to input from employees and customers as well as openly share information.

Confidence

Definition: The self-assurance and faith that you will act in a right, proper, or effective way.

Quotation: “Belief in oneself is one of the most important bricks in building any successful venture.” Lydia Child

Importance: If you don’t have confidence in yourself, how can you expect others to have confidence in you? True leaders are successful because they are confident in their abilities. They believe that they are capable, and they trust their own judgment. They also project confidence by making decisions, following through, seeking advice from others when appropriate, and not being afraid to admit mistakes.

Congruence

Definition: The demonstration of behavior that is in alignment with one’s own values and beliefs; the state of consistency between word and deed—that is, “walking the talk.”

Quotation: “People may doubt what you say, but they will believe what you do.” Lewis Cass, American military officer and politician

Importance: Congruence is related directly to authenticity. Effective leaders are clear about their values, and their behavior is consistent with those values; they do not compromise those values in order to get ahead.

Courage

Definition: The ability to use mental or moral strength to face difficulty without fear.

Quotation: “Courage is the most important of all the virtues because without courage you can’t practice any other virtue with consistency.” Maya Angelou

Importance: A true leader is willing to stand up for what he or she believes, make tough decisions, and take risks. It takes courage to do the right thing, not just that which is easier or more popular. An effective leader will not follow the path of least resistance, but rather will use the power of integrity and conviction to stay the course in spite of barriers, setbacks, and challenges. When leaders display courage, people are more willing to trust them and follow them.

Cross-Cultural Awareness and Sensitivity

Definition: The ability to interact effectively with people from different cultural backgrounds; cultural intelligence.

Quotation: “Each individual must acknowledge not only otherness in all its forms but also the plurality of his or her own identity, within societies that are themselves plural. Only in this way can cultural diversity be preserved as an adaptive process and as a capacity for expression, creation and innovation.” Koichiro Matsuura, UNESCO director-general

Importance: In our rapidly globalizing world, the effective leader must have an appreciation for and sensitivity to other cultures. Cultural intelligence involves one’s ability to interact effectively with people from other cultures and adapt to situations involving different cultural backgrounds. Heightened cultural awareness and sensitivity will enhance a leader’s personal effectiveness and provide a competitive edge in multicultural and global contexts.

Decision Making

Definition: Being able and willing to make sound and appropriate choices among available options.

Quotation: “Be willing to make decisions. That’s the most important quality in a good leader. Don’t fall victim to what I call the ready-aim-aim-aim-aim syndrome. You must be willing to fire.” T. Boone Pickens

Importance: Like it or not, a leader’s ability to make decisions is a critical part of his or her responsibility. Effective leaders draw on their critical thinking skills and use a systematic process to make informed decisions. They also know when it is appropriate to ask others for input or allow others to make decisions themselves. Leaders who stall, seem unable to make a decision, procrastinate, or second-guess themselves are not respected or regarded as leaders.

Delegating

Definition: Willingly giving people the responsibility and authority to do something that is normally part of your job as a manager, and then holding them accountable for their performance.

Quotation: “No man will make a great leader who wants to do it all himself or get all the credit for doing it.” Andrew Carnegie

Importance: Managers frequently complain that they have too much to do and too little time in which to do it. Unchecked, this feeling leads to stress and managerial ineffectiveness. The inability to delegate frequently has led to the downfall of many leaders—from presidents to first-line supervisors. Mastering the art of delegation makes a leader more effective and provides a means to develop employees.

Empathy

Definition: The ability to identify with the feelings, thoughts, or attitudes of others and to communicate that awareness and understanding.

Quotations: “You can never understand someone unless you understand their point-of-view, climb in that person’s skin or stand and walk in that person’s shoes.” Atticus Finch, character in Harper Lee’s To Kill a Mockingbird

“If there is any one secret of success, it lies in the ability to get the other’s point of view and see things from his angle as well as your own.” Henry Ford

Importance: The ability to look beyond ourselves into the hearts and souls of others and to identify the common bond of humanity is what empathy is all about. Empathy helps us to identify with the things and people around us—to recognize ourselves in others, and others in us. Empathy skills are critical to your success as a leader because empathy is the foundation of the helping process. Leaders who demonstrate more empathy have better relationships with their employees and are viewed as better performers by their bosses.

Empowering

Definition: Enabling others to think, behave, take action, and control their work and decision making.

Quotation: “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” George S. Patton

Importance: Fostering empowerment means making people feel valued by involving them in decisions, incorporating their ideas, asking them to participate in the planning process, praising them, and recognizing and rewarding them for their achievements and efforts. Empowered employees are engaged employees, and engaged employees are more committed and involved in their organization and less likely to leave.

Enthusiasm and Passion

Definition: The excitement, exuberance, and enjoyment you have for whatever you are involved in.

Quotations: “Enthusiasm is one of the most powerful engines of success. When you do a thing, do it with all your might. Put your whole soul into it. Stamp it with your own personality. Be active, be energetic and faithful, and you will accomplish your objective. Nothing great was ever achieved without enthusiasm.” Ralph Waldo Emerson

“Enthusiasm spells the difference between mediocrity and accomplishment.” Norman Vincent Peale

Importance: Passion and enthusiasm are contagious. People who are passionate about what they do and believe in can have a tremendous influence on others. When you are excited or enthusiastic about a cause, task, or project, that enthusiasm spreads to others. As a leader, you can’t ignite a fire in others unless there is first one burning inside you.

Ethics

Definition: The standards of conduct that guide our behavior; a set of high moral principles and behaviors.

Quotation: “Ethical behavior is related to self-esteem. . . . [P]eople who feel good about themselves have what it takes to withstand outside pressure and to do what is right rather than do what is merely expedient, popular, or lucrative. . . . [A] strong code or morality in any business is the first step toward its success.” Ken Blanchard and Norman Vincent Peale

Importance: Ethics are based on our value system and define who we are; ethics are what we do. Values help us set priorities; ethics set boundaries for behavior. Thus, ethics are value-driven, behavior-oriented, and situational.

Fairness

Definition: The just and honest treatment of employees, free from bias and prejudice.

Quotation: “Fairness is not an attitude. It’s a professional skill that must be developed and exercised.” Brit Hume

Importance: When people feel they are receiving fair and equitable treatment, they are not only happier in their job but also more likely to trust their leaders, and eager to meet expectations. Effective leaders create a positive work environment characterized by fair and equitable job assignments, reward and recognition systems, and criteria for promoting qualified people.

Focus

Definition: The concentration of effort or attention.

Quotation: “Concentrate all your thoughts upon the work at hand. The sun’s rays do not burn until brought to a focus.” Alexander Graham Bell

Importance: An effective leader maintains focus by concentrating on what is important. Importance is directly related to vision, mission, goals, and values. Clear focus enables the leader to stay on course through turbulent times.

Giving Feedback

Definition: Describing for others our perceptions of and reaction to their actions; giving information to others about their behavior.

Quotation: “Not everything that is faced can be changed, but nothing can be changed until it is faced.” James Baldwin

Importance: The purpose of feedback is not to tear down; it must be constructive, not destructive, intended to inform and enlighten, and delivered with genuine care and concern. Feedback is fundamental to developing and maintaining relationships. Feedback lets a person know how his or her behavior feels to another and how it affects the other person. When we deliver feedback in the form of “I messages,” the receiver generally recognizes it as a positive attempt to communicate our needs, wants, and concerns. As a result, the receiver is much more likely to respond positively rather than becoming defensive, combative, or uncooperative.

Goal Setting

Definition: Making a statement of outcome and specific accountability that you seek to achieve over a specified period of time; striving to attain a goal that meets the following criteria:

Specific: What task will be accomplished if the goal is achieved?

Measurable: What are the performance standards?

Attainable/Achievable: Do you have the ability to do it?

Realistic: Can it be done?

Time-bound: When is this goal to be achieved?

Quotations: “From nowhere a Cheshire cat appeared in the tree and asked Alice, ‘Can I help you?’

“Alice said, ‘Yes, please. I’m lost and need to know which road I should take.’

“The Cheshire cat asked, ‘Where are you going?’

“Alice said, ‘I don’t know!’

“‘Well,’ said the Cheshire cat, ‘then it doesn’t matter which road you take.’” Lewis Carroll, Alice in Wonderland

“Long-range goals keep you from being frustrated by short-term failures.” James Cash Penney

Importance: Setting goals is the first step to achieving excellence—both personally and professionally. Goals are ways to measure results and assess success. Ill-defined goals lead people in different directions. As a leader, it is critical to establish a shared understanding of what the individual or group is to accomplish. When a goal does not specify desired results, people will define their own results. People need to know what is expected of them and have some way to measure how well they are doing relative to the target.

Humor

Definition: The ability to perceive, enjoy, or express what is amusing; the ability to laugh at yourself and not take yourself so seriously.

Quotation: “A sense of humor is part of the art of leadership, of getting along with people, of getting things done.” Dwight D. Eisenhower

Importance: A sense of humor is an important characteristic of an effective leader. A manager who demonstrates a good sense of humor creates an open and relaxed work environment in which people can flourish.

Influencing

Definition: Being a compelling force on the thoughts, opinions, behaviors, and attitudes of others.

Quotation: “Think twice before you speak, because your words and influence will plant the seed of either success or failure in the mind of another.” Napoleon Hill

Importance: In today’s world, lines of authority are blurred as people work cross-functionally in teams. Structurally flat organizations require people to manage processes and projects that involve people over whom they have no formal authority. As a result, leaders must rely more on their ability to influence in order to get things done. People who have little power are capable of exercising tremendous influence on people with whom they interact, regardless of position. The truly powerful individual is one who relates to and interacts well with people at all levels.

Innovation/Creativity

Definition: The ability and willingness to introduce new ideas and ways of doing things (implies changes in thinking, products, processes, or organizations; requires being forward-looking and ahead of current thinking).

Quotations: “Innovation distinguishes between a leader and a follower.” Steve Jobs

“Nothing is more dangerous than an idea when it is the only one you have.” Emile Chartier

Importance: In today’s complex, corporate environment, leaders face significant challenges. Globalization, technology, changing demographics, and outsourcing create pressure for constant innovation. New approaches to work, productivity, and people management require leaders at all levels to engage in “out-of-the-box” thinking and implement groundbreaking business strategies and tactics.

Judgment

Definition: The ability to distinguish among, evaluate, or assess situations, draw sound conclusions, and act accordingly.

Quotation: “With good judgment, little else matters; without it, nothing else matters.” Noel Tichy

Importance: Leaders in government, business, sports, and the military are remembered for their best and worst judgment calls. The quality of a leader’s judgment determines the success or failure of the organization.

Leading Change

Definition: Being able to transition individuals and organizations from a current state to a desired future state.

Quotation: “Only in growth, reform, and change, paradoxically enough, is true security to be found.” Anne Morrow Lindbergh

Importance: The leader is the key to change. The leader’s own attitudes and the way he or she approaches change are critical. How managers implement change is the determining factor in the more successful transitions and transformations.

In a sea of uncertainty, managers themselves can display either positive or negative behaviors. Unproductive behaviors fall into the categories of hide (“I’m pretending the problem will go away”), wait and see (“This could be another passing fad”), or blame (“Senior management is creating this chaos, and there is nothing I can do about it”). Conversely, productive behaviors involve (1) helping employees deal with change and (2) acting as a change agent within an organization. As a change agent, the leader is often expected to facilitate a specific change easily and effectively, with a minimum of disruption and with maximum support from the group.

Listening

Definition: In a two-way process, taking in information from the sender or speaker without judging, clarifying what we think we heard, and responding to the speaker in a way that invites the communication to continue.

Quotation: “Seek first to understand, then to be understood.” Stephen Covey

Importance: Studies show that we spend 80 percent of our waking hours communicating, and according to research at least 45 percent of that time is spent listening. Although listening is a primary activity, most individuals are inefficient listeners. By listening, leaders will discover what motivates their employees to do a good job and their clients to buy a product or service. Listening is the catalyst that fosters mutual understanding and provides us with insight into people’s needs and desires so that we can connect with them.

Managing Conflict

Definition: Identifying and handling conflict within the organization.

Quotation: “A good manager doesn’t try to eliminate conflict; he tries to keep it from wasting the energies of his people.” Robert Townsend

Importance: