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					    The “Real Deal” on
Leadership and Management

         Scotty
      October 2008
Everyone’s Favorite Topic




           YOU
Leadership and Management
   REACHING OUT TO YOUR “PUBLIC”


      REACHING OUT TO NEW VOLUNTEERS


          THE MANAGEMENT PROCESS


               AVOIDING “GROUP WHOOPSIES”




                    PERSONALITY TYPES
Leadership and Management




          PERSONALITY TYPES
Personality Types
THINKER           LEADER




SUPPORTER     ENTERTAINER
Personality Types
THINKER                     LEADER

   “Cogito, ergo sum”
   Y




                X




SUPPORTER               ENTERTAINER
Personality Types
THINKER           LEADER




SUPPORTER     ENTERTAINER
Thinker
THINKER



   COMFORT ZONE:   WORKING ALONE

   PRECISE. CLEVER. BRILLIANT.

   WORKS AND WORKS AND WORKS

   ENJOYS “PUBLISHING” BUT
    REQUIRES FULL DATA FIRST

   TREASURER, ASTRONOMER, BLOGGER,
    DIARIST, MATHEMATICIAN, PhD.
Thinker
THINKER
Thinker
THINKER
Thinker
THINKER




          ENTERTAINER
Thinker
THINKER




          ENTERTAINER
Thinker
THINKER               LEADER




          SERIOUS ENTERTAINER
Thinker
THINKER       LEADER




          ENTERTAINER
Thinker
THINKER       LEADER




          ENTERTAINER
Entertainer


     COMFORT ZONE: “ON   STAGE”

     TALENTED

     PEOPLE LISTEN

     CAN “PRESENT” AT A MOMENT’S
     NOTICE, EVEN WHEN UNPREPARED

     SINGERS, SKILLS-COACHES,
     TEACHERS AND TRAINERS

     REALLY ADD TO QUALITY OF LIFE



                            ENTERTAINER
Entertainer




              ENTERTAINER
Entertainer




              ENTERTAINER
Entertainer




              PRESENTER
Entertainer




              COACH
Supporter


  COMFORT ZONE:
   IN HARMONY WITH THE LEADER

  SKILLED, KNOWLEGEABLE

  LOYAL, ACCEPTS TASKS, PRODUCTIVE

   NATURAL ALLY OF THE LEADER,
   YOUR BEST ASSET




SUPPORTER
Supporter




SUPPORTER
Supporter




SUPPORTER
Supporter
            38th PRESIDENT




SUPPORTER
Supporter
            LEADER




SUPPORTER
Leader
                                 LEADER

    MANDATE: GETTING THINGS DONE
     THROUGH THE EFFORTS OF OTHERS

    COMFORT ZONE:
     GIVING TASKS TO OTHERS

    PEOPLE GENERALLY FOLLOW, NATURALLY

    EMBRACES NEW SITUATIONS

    COORDINATES COOPERATION
     AMONG OTHERS

    SPENDS TIME RESOLVING CONFLICTS
Leader
                                    LEADER

    “KNOWLEDGE” ITEMS:
     RESEARCHING, RECRUITING, PLANNING,
       PRESENTING, DELEGATING,
       REWARDS / PUNISHMENTS, ETC ETC

    “INTERNAL” TALENTS:
     CAN EXPRESS PLEASURE
      AND DISPLEASURE TO
      GENERATE BETTER PERFORMANCES

     CAN “SEE” INTO THE FUTURE

     CAN MAKE DECISIONS BASED ON
      INCOMPLETE DATA
Leader
         LEADER
Leader
                                       LEADER




“SORRY OLD CHAP, SIMPLY WON’T DO, YOU KNOW.”
Leader
                                        LEADER




“SOLDATS D’EGLISE? JE NE REIN PAS, MONSIEUR!”
Leader
                                           LEADER




“WHAT THE @!*## DO YOU MEAN, I’M FIRED?”
Leader
         LEADER
Leader
         LEADER
Leader
         LEADER
Personality Types
THINKER           LEADER




SUPPORTER     ENTERTAINER
Personality Types
THINKER           LEADER




              ENTERTAINER
Personality Types
THINKER           LEADER




SUPPORTER     ENTERTAINER
Extreme types, gone bad
THINKER           LEADER




SUPPORTER     ENTERTAINER
Exercise
THINKER         LEADER




SUPPORTER   ENTERTAINER
Extreme types, gone bad
THINKER           LEADER




SUPPORTER     ENTERTAINER
Thinker warnings
THINKER

    CAN BE “LATE” WITH PRODUCT
    BECAUSE IT IS NOT YET “PERFECT”

    INTOLERANT OF LESSER MORTALS

    BECAUSE A LITTLE “OUT-OF-TOUCH,”
    MAY OVER-COMMUNICATE OR
    BE OVERLY SECRETIVE. OR GOOFY.

    MIGHT RE-SUBMIT A “DONE-DEAL”

    CAN BE A “PARLIAMENTARY
    OBSTRUCTIONIST”

    ANSWERS: COMFORTABLE CONTACT;
             EARLY DUE-DATES
Entertainer warnings


     SOMETIMES CHARISMATIC WITHOUT
      VALID MESSAGE CONTENT

     CAN HAVE TENDENCY TO “WING IT”
      WHEN UNPREPARED

     SOMETIMES THE MESSAGE CAN
     GO TOTALLY BAD

     ANSWERS: REHEARSALS
              PEER-REVIEWS
              PUBLISHED WORK-BOOKS



                            ENTERTAINER
Supporter warnings

  REQUIRES APPROVAL FROM LEADER

  REALLY DISLIKES CONFLICT,
  HESITANT TO MAKE DECISIONS
  WITHOUT THE LEADER’S “OKAY,”
  TAKES LEAST-CONTROVERSIAL PATH

  MIGHT BETRAY “FRIENDS”
  TO PLEASE THE LEADER

  MIGHT SHIFT LOYALTY TO ANOTHER
  LEADER WITH MORE CHARISMA
  OR KNOWLEDGE

  ANSWERS: CONSTANT, LOW-STRESS
  CONTACT AND APPROVAL

SUPPORTER
Too much Leader
                                  LEADER


    PRESENCE OF A RIVAL ELDER OR
    COMPETITIVE OTHER-BOSS CAN LEAD
    TO DISPUTE AND CONFLICT.

    “ELDER” MIGHT HUNGER FOR APPROVAL:
     SUPERIOR EXPERIENCE
     PAST ACCOMPLISHMENTS
     TRADITIONAL METHODS

    “RIVAL” MIGHT RESENT YOUR POSITION

    ANSWERS: RECOGNITIONS / BANQUET
             USE AS ADVISOR
             ASSIGN A RESPONSIBILITY
Leadership and Management




        AVOIDING “GROUP WHOOPSIES”
Three kinds of Group Whoopsie’s



       PROJECT JUST DIDN’T GET DONE

       PROJECT WENT TOTALLY NANNERS

       GOT AN OUTRIGHT CONFLICT HERE.
When the job just doesn’t get done

        EXCUSES:

        “I JUST GOT TOO BUSY.”

        “I DIDN’T KNOW IT WAS IMPORTANT”

        “YOU NEVER GOT BACK TO ME.”

        (OR, PERSON JUST DISAPPEARS)


        FAILURES OF THIS TYPE SHOULD NEVER
         BE A SURPRISE
When the job just doesn’t get done

              EXERCISE:

            LAME-EXCUSE
              CONTEST
When the job just doesn’t get done

        ROOT CAUSES:

        PERSON DIDN’T SEE THE VALUE

        WOULDN’T ENJOY THAT KIND OF TASK

        PROBABLY NEVER REALLY AGREED TO THE
         JOB IN THE FIRST PLACE.


        LEADER DIDN’T “CLOSE THE DEAL”

        NO PERSONAL OR IN-MEETING FOLLOW-UP by LEADER.


        (DISGUSTED WITH GROUP, or IS JUST A PURE DOOFUS)
When the job just doesn’t get done

        PREVENTIONS:

        MATCH UP TASK AND TALENT

        FINE-TUNE YOUR APPROACH

        SHOW VALUE AND IMPORTANCE

        ASSIGN TASKS “IN THE FORM OF A QUESTION”

        SHOW REPEATED PERSONAL INTEREST;
         MAKE SUCCESS BE A MUTUAL SUCCESS.

        USE YOUR AGENDA AND SECRETARY. TWICE.

        (AND DON’ T DEAL WITH DOOFI)
When the job goes totally wrong

     EXCUSES:

     “NOBODY GOT BACK TO ME.”

     “LOOK, I KNOW WHAT I AM DOING.”

     “IF YOU WANTED IT DONE SOME OTHER WAY, YOU
       SHOULD HAVE TOLD ME.”
When the job goes totally wrong

     ROOT CAUSES:

     SOMETHING GOT DONE, SO THE PERSON PROBABLY
     HAD THE TALENT AND THE INCLINATION AND
     THE DESIRE TO WORK.

     THE PERSON WORKED ALONE IN TOTAL ISOLATION.


     DEAL NOT “CLOSED:” REQUIREMENTS NOT CLEAR.

     NO PERSONAL OR IN-MEETING FOLLOW-UP by LEADER.


     (CONSIDERS SELF TO BE SUPERIOR TO REST OF GROUP)
When you get Conflicts

  ORGANIZATIONAL DUST-UP’S AND CONFLICTS
  MOST OFTEN HAPPEN BECAUSE:

  PEOPLE DO NOT UNDERSTAND THEIR
  RELATIVE ROLES AND RESPONSIBILITIES

  THINKER
  ENTERTAINER
  SUPPORTER
  RIVAL LEADER
 Avoiding Conflicts

TECHNIQUES:

IF “SUSPICIOUS,” DEAL WITH PERSON IN PRIVATE

BE CLEAR AND OPTIMISTIC IN YOUR EXPECTATIONS.
SHOW VALUE AND IMPORTANCE. THEN LISTEN.

SEEK AGREEMENT BY THE FORM OF A QUESTION.
 DETECTS AGREEMENT OR OPPOSITION
 DETECTS OBSTACLES AND RESISTANCE

BE SENSITIVE TO SILENTLY-HOSTILE-BODY LANGUAGE

IT IS LEGITIMATE TO SELECT AND RECRUIT PEOPLE
CONSIDERING HOW WELL THEY GET ALONG WITH YOU.
Whoopsie Prevention

 “EARLY” TECHNIQUES:

 “MATCH-UP” – ASSIGN TASKS TO PEOPLE, IN LINE WITH
  THEIR NATURAL TALENTS AND INCLINATIONS.
  PEOPLE WORK BEST THAT WAY.

 GIVE INSTRUCTIONS IN THE FORM OF A QUESTION.
  FORCES “AGREEMENT”
  DETECTS OBSTACLES AND RESISTANCE

 BE CLEAR AND OPTIMISTIC IN YOUR EXPECTATIONS.
  HIGH EXPECTATIONS ARE USUALLY FULFILLED

 THROW THE TIME-BOMB OUT THE WINDOW.
Whoopsie Prevention

 “DURING” TECHNIQUES:

    AGENDA ITEMS, PUBLISHED
    INTERIM PROGRESS-REPORTS
    REPORTS AND REWARDS DURING MEETINGS
    RETREATS
    POSITION DESCRIPTIONS
    FREQUENT PERSONAL CONTACT
    A FEELING OF JOINT OWNERSHIP AND SUCCESS

 PRAISE IN PUBLIC, PUNISH IN PRIVATE.


 (THESE ARE “VOLUNTEER” TECHNIQUES.
 CORPORATIONS USE SIMILAR TECHNIQUES, BUT
 TEND TO BE MUCH MORE FORMAL AND EXACTING.)
Assign tasks in a package

  THREE THINGS THAT MUST GO TOGETHER:

  RESPONSIBILITY - AN ACCEPTED OBLIGATION TO
   PERFORM A CERTAIN TASK, OR BEHAVE IN
   A CERTAIN WAY

  ACCOUNTABILITY – LIABILITY TO “ANSWER” FOR
   BAD PERFORMANCE

  AUTHORITY – THE “POWER” TO MAKE THINGS HAPPEN
Assign tasks in a package

  THREE THINGS THAT MUST GO TOGETHER:

  RESPONSIBILITY – CAN’T BE DELEGATED. YOU CAN
   ASSIGN TASKS TO YOUR FOLKS, BUT THAT DOES NOT
   ABSOLVE YOU OF YOUR OWN RESPONSIBILITY.

  ACCOUNTABILITY – YOU CAN MAKE FOLKS
   ACCOUNTABLE TO YOU, BUT YOU REMAIN
   ACCOUNTABLE TO YOUR MASTERS.

  AUTHORITY – MIGHT BE DELEGATED; CONSULT
   WITH YOUR MASTERS. A POWERFUL WAY TO
   SHOW YOUR TRUST AND RELIANCE.
Leadership and Management



      THE MANAGEMENT PROCESS
The Management Process

  RESEARCH
  PLAN
  RECRUIT
  ORGANIZE
  LEAD
  CONTROL
  REWARD
  BEQUEATH
The Management Process

  RESEARCH:

  ABSOLUTE REQUIREMENTS
  DUE DATES
  YOUR OWN AUTHORITY
  RESOURCES AVAILABLE TO YOU

  PAST BEST-PRACTICES (AND FAILURES)
  ORGANIZATIONAL STRENGTHS AND WEAKNESSES
  YOUR OWN EXPERIENCES AND TALENTS
  CURRENT AND EMERGING TRENDS
  CUSTOMER REQUIREMENTS

  DON’T DIVE INTO “DOING” STUFF.
  GIVE YOURSELF THIS QUALITY-TIME.
The Management Process

 IDENTIFY YOUR ORGANIZATION’S STYLE
The Management Process

 “YOU JUST CAN’T SAY THAT. WE HAVE TO
 BRING IT UP IN A MEETING.”
The Management Process

 “I DON’T CARE. WHATEVER YOU DECIDE IS
 FINE.”
The Management Process

 BALANCE THE “EXECUTIVE” AND THE “GROUP”
The Management Process

  PLAN:

  FORMALIZE YOUR OVERALL MISSION
   FOR YOURSELF
   FOR YOUR GROUP
  DETERMINE MEASURES OF SUCCESS

  PRIORITIZE
  SET ACHIEVABLE GOALS

  DETERMINE AREA’S OF CONCENTRATION
  ESTABLISH SPECIFIC TASKS, ONE-TIME AND REGULAR

  DON’T DIVE INTO “DOING” STUFF.
  GIVE YOURSELF THIS QUALITY-TIME.
The Management Process

  WHAT’S A PLAN?

  A LIST OF FUTURE SITUATIONS WHICH HAVE TO OCCUR,
  IN ORDER FOR AN END RESULT TO BE ACHIEVED.

  NOT AN “INTENTION.” AN INTENTION IS A THOUGHT OR
  AN EMOTION. OR A HOPE.

  PLANS NEED TO BE:
   REALISTIC AND ACHIEVABLE
   WRITTEN AND PUBLISHED
   MEASURABLE
   ADAPTABLE
   AGREEABLE AND FAIR
   ACCEPTED
The Management Process

 RECRUIT AND PUBLISH:

 CONSULT AND WIN THE HEARTS OF KEY PEOPLE

 DON’T PRESENT CONTROVERSIAL IDEA’S
  FOR THE FIRST TIME IN FRONT OF A LARGE GROUP

 SET CLEAR EXPECTATIONS FOR INDIVIDUALS
  AND FOR THE GROUP

 ESTABLISH YOUR LEGITIMACY. THE BEST WAY TO BE
 ACCEPTED AS A LEADER IS TO HAVE A LONG RECORD
 OF GOOD DECISIONS.
The Management Process

 ORGANIZE: THE ASSIGNMENT of TASKS

 TASK-AND-TALENT

 UNDERSTANDING-AND-AGREEMENT

 MEASURABLE EXPECTATIONS

 FOUR STEPS OF PERSUASION:
  INTEREST
  ATTENTION
  BELIEF
  ACTION
The Management Process

  LEAD:

  TAKING THE ACTIONS THAT MAKE OTHER
    PEOPLE TAKE ACTION
The Management Process

  CONTROL:

  KEEPING THINGS “ON COURSE”

  EVALUATING PROGRESS

  SEEING HOW PEOPLE ARE DOING AT THEIR TASKS

  CHANGING THE PLANS (AND MAYBE ASSIGNMENTS)
   AS SITUATIONS CHANGE

  MAYBE, STOPPING A PROJECT ENTIRELY
The Management Process

  REWARD:

  LETTING FOLKS KNOW THEIR EFFORTS ARE
   APPRECIATED

  BEST FORMAT DEPENDS UPON THE PERSON

  DO A LOT OF THIS
The Management Process

  BEQUEATH:

  LEAVING GOOD RECORDS FOR THE NEXT PERSON
   IN OUR POSITION

  THIS WILL YOUR “LEGACY” AND YOU OWE IT
   TO THE NEXT PERSON
Leadership and Management

   REACHING OUT TO NEW VOLUNTEERS
Reaching out to new Volunteers




               POTENTIAL
               ADDITIONAL
              VOLUNTEERS
What Volunteers Need

    A Position-Paper by the ASME
  Volunteer and Retention Task Force

   1. Specific Manageable Task
   2. Task Matches Interests
   3. Good Reason
   4. Written Instructions
   5. Reasonable Deadlines
   6. Freedom - When and Where
   7. Everything Necessary Up Front
What Volunteers Need

    A Position-Paper by the ASME
  Volunteer and Retention Task Force

   8. Adequate Training
   9. Safe Comfortable Work Environment
   10. Contact and Advice from Leaders
   11. Post-task Feedback
   12. Appreciation
   13. Useful Skill Development
What Volunteers Need


 TOTEM-POLE EXERCISE

       BY IMPORTANCE,
      NOT BY SEQUENCE
Leadership and Management
 REACHING OUT TO YOUR “PUBLIC”
Reaching out to your public



          YOUR VOLUNTEERS




           YOUR “PUBLIC”

        YOUR “TARGET” GROUPS

         YOUR “KEY CLIENTS”
Where are these people?

 YOU WILL ALWAYS HAVE PEOPLE WHOSE
 ONLY PARTICIPATION IN YOUR GROUP
 IS TO ATTEND YOUR EVENTS.

 AND PAY DUES. AND THAT IS ALL.

 AND THAT IS FINE. IT IS PART OF YOUR
 MANDATE, TO SERVE AND SPREAD
 GOOD-WORKS TO THESE FOLKS.

 AND THESE DAYS, FOLKS FEEL ENTITLED
 TO DEMAND SATISFACTION.
Where are these people?

 DEMANDS ON PEOPLE’S TIME
  SCHOOL
  WORK
  SWEETHEARTS
  FAMILY
  FITNESS AND HEALTH
  “SACRED CAUSES”
 “FOR HIRE” AMUSEMENT
  NIGHT CLUB, RAVE DANCES
 OTHER SCHOOL ACTIVITIES and CLUBS
 SOLITARY ELECTRONIC AMUSEMENT
  CHATS, GAMES, e-GROUPS
What Your Public Demands


  THINGS TO SATISFY IMMEDIATE NEEDS

  EASY TO JOIN (& EASY TO DISENGAGE)

  SHORT-TERM, LOW OR NO-STRESS,
   NO BIG LONG COMMITMENTS

  SOCIALLY COMFORTABLE

  CONVENIENT TO THEIR OWN SCHEDULES
What Your Public Demands


  THINGS TO SATISFY IMMEDIATE NEEDS

  CONVENIENT TO THEIR OWN SCHEDULES
I promised you the “Real Deal”


      YOU DON’T HAVE TO BE A LEADER IF YOU
       DON’T WANT TO. DO WHAT YOU ARE
       GOOD AT.
      BE SUPPORTIVE.

      IF YOU BECOME A LEADER, YOU WILL
       SPEND MORE TIME WITH PEOPLE THAN
       WITH PLANS AND PROJECTS.
      YOU WILL BE A PEOPLE MANAGER,
       NOT A PROJECTS- MANAGER.

      BEST OF GOOD FORTUNE TO YOU.
Leadership and Management
   REACHING OUT TO YOUR “PUBLIC”


      REACHING OUT TO NEW VOLUNTEERS


          THE MANAGEMENT PROCESS


               AVOIDING “GROUP WHOOPSIES”




                    PERSONALITY TYPES

				
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