25
sep
0

How to Become a Remarkable Leader: Q&A with a Leadership Expert

Posted by Leadership, UncategorizedNo Comments

Anyone can call themselves a “leader” but truly being one isn’t so easy. A remarkable leader has important qualities like honesty, integrity, courage, and dedication. They inspire their team and encourage growth and satisfaction. A remarkable leader is someone who people want to follow.

Being a remarkable leader doesn’t come down to just one trait. There are quite a few parts of being a remarkable leader, and some of their common traits include:

Champion organizational change
Build relationships and develop others
Solve problems and make decisions
Demonstrate collaboration and teamwork
Taking responsibility and accountability for the team
Manage projects and processes
Set goals and objectives for the team

The most important thing, however, is that the leader continually learns how to be the best manager they can be. Certain tools and products can help with this necessity.

Q&A with a Leadership Expert

Leadership expert Kevin Eikenberry is the author of the acclaimed book, “Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a Time,” which sets out to challenge participants to be more intentional about what, when, and how they learn. He shared a few thoughts with HRDQ on how to become a remarkable leader:

HRDQ: “How do you describe Remarkable Leadership and how does one become a remarkable leader?”

Eikenberry: “When you think about the word ‘remarkable’ it means that something is worth

talking about. Remarkable leadership is a choice that leaders make to become the best, most effective leader they can be. The goal isn’t to be talked about or to become the center of attention, but rather to be noticed for their skills and effectiveness so that they can make a positive difference for others and the organization. You become a ‘Remarkable Leader’ by making a choice to learn, by making a choice to improve, and by making a choice to make a difference every day.”

HRDQ: “How did you realize the need for a different type of leadership training solution?”

Eikenberry: “By talking to clients, observing the challenges that organizations have in helping

leaders grow. The challenge that organizations face is that training becomes an event. They build a workshop (or identify one to send people to), and then measure performance based on people’s attendance there. This is a fine thing to measure, but it doesn’t measure leadership development! We try to develop tools and solutions that match the way learning really happens. Training is an event, but learning is a process – so our goal is to provide solutions that become an ongoing learning process rather than a training event.”

HRDQ: “What is the advantage of the modular approach to training?”

Eikenberry: “Application! When people leave a general leadership workshop, regardless of how well-designed it is, or how skilled the facilitator is, they are in ‘overwhelmed mode.’ They have a ton of new ideas and a ton of work to do when they return. We like to say that when they get back to work, real life happens. By modularizing the material, people leave a short session with some specific and actionable ideas. While we as designers and trainers can’t guarantee they will go back to work and apply it, we have, through our design and the module approach, improved the likelihood that they can find one or more things to try right away. And success, of course, builds on success, so once people have successes they will be open to more learning and be more excited about the next module.”

HRDQ: “Who should participate in Remarkable Leadership?

Eikenberry: “While leaders at all levels, from new, first line managers to C-level participants, have had great success, the examples and situations are probably best matched to the first-line and mid-manager levels. Having said that, we believe the best success comes when organizations include a vertical slice of leaders in these sessions. While some of the more experienced or senior leaders may know some of the ideas, a refresher is always valuable and the interaction and relationships that can be built with a cross section of leaders involved can be a powerful part of the process.”

HRDQ: “What results can trainers expect to see after facilitating Remarkable Leadership?”

Eikenberry: “They can expect leaders to be better equipped to do the challenging and complex work of leadership. This program will not guarantee that people will try the skills and ideas they learn (nor will any other program). Remarkable Leadership will provide a platform for growth, extended materials to support it, and ideas for the trainers to help them support people outside of the classroom – where the application happens.”

HRDQ: “Are there any specific Remarkable Leadership stories you can share?”

Eikenberry: “We’ve delivered these materials in various forms and formats over the past four years. Because of that we have heard lots of feedback. The most powerful stories are of people who were encouraged and inspired by the ideas in Remarkable Leadership to go back and make a difference in their organizations and for their teams. We’ve heard lots of stories of promotions, improved working relationships, successful change and coaching efforts and much more. More important than my stories are the stories you will create as you use Remarkable Leadership with your leaders.”

Learning More

Attend HRDQ’s webinar “Leadership Development: 12 Ways to Develop Remarkable Leaders” on Oct. 16 at 2 p.m. EDT. Participants will learn the four reasons why many leadership development processes fail, 12 keys to a successful organizational leadership development process, strategies for developing targeted leadership skills in a relatively small period of time, and how to create relevant learning experiences to build leadership skills.

Click here to register: 12 Ways to Develop Remarkable Leaders .

This webinar is based on Remarkable Leadership: A Learning Series, which offers a flexible and practical learning experiences for leaders at all levels.

Click here to learn more: Remarkable Leadership

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25
sep
0

Team Building with ‘Jungle Escape’ Game

Posted by Teamwork GamesNo Comments

 

Successful teamwork isn’t always so easy to come by. It has many factors that go into it, and conflicts frequently arise while performances often decline. It’s not always simple to find the root of the problem.

Experiential learning and team building exercises can help. What at first glance may seem to be an unsolvable problem might have a clear solution in the context of a simulation. Putting everyday habits into a simulation highlights the ways we act as a team. It creates a safe environment where skills can be measured in action without jeopardizing an important team project.

Experiential Learning with Games

“Jungle Escape” is a game that builds and revitalizes teams. It’s an eye-opening diagnostic tool that takes teamwork back to fundamentals. Something as simple as measuring planning time against implementation time can shed light on all aspects of a team’s dynamic.

Experiential learning centers around the participant and their active involvement in the learning process. This is what makes it such a valuable method of instruction. The key characteristics of experiential learning are that it includes full participant involvement, lessons are relevant to the participants, participants develop a sense of responsibility for their own learning, and the learning environment is adaptable to the participants’ needs. Information is thus able to be retained better.

The Game Objective

The following is the plot of the game: Stranded in a jungle after surviving an airplane crash, teams are challenged to build a helicopter to exact specifications using only toy parts, limited access to an assembled model, and teamwork. Starting with a planning phase, they discuss how to execute the project, and then they begin to work.

When the team believes they’ve properly built the aircraft, the facilitator checks the helicopter for accuracy and then records the amount of time dedicated to planning and construction. The winner is usually the team that spends the most time planning, and they are then able to complete the project the fastest. Following the activity, team members take part in a discussion about team dynamics, offer insights, and create an action plan for improvement.

The Three Types of Teams

The scenario gives teams the unfamiliar task of constructing an escape helicopter. After carrying out the simulated task, teams are presented with their planning to implementation ratio, and introduced to three types of teams:

  • Fragmented. A fragmented team is characterized by autocratic leadership or groups that press the group into making quick decisions. This results in insufficient time to considering alternative strategies for accomplishing the project. Very fragmented groups don’t spend enough time planning and may not complete the project in the allotted time. There’s lack of involvement and conflict is suppressed or ignored.
  • Divergent. A divergent group is characterized by passive leadership. Group members are overly cautious in problem solving and decision making. There are too many alternatives considered during the planning phase which creates little time left for implementation. Divergent teams are often unable to reach a consensus and they try to resolve their issues through voting procedures, which may not work.
  • Cohesive. A cohesive team balances planning and implementation to achieve its goals. A cooperative atmosphere develops and everyone on the team is involved in structuring the work. Usually, assembly time only requires half of the planning time because many of the potential problems are avoided in advance. Consequently, the total time is usually less than that required by the fragmented or divergent groups. Cohesive

After learning which type of team behavior they’ve exhibited, the Nine Elements of Effective Teamwork give participants specific reflecting points to guide improvement. They help identify problem areas so that solutions and improvements are possible. They are:

  • Cooperative, Supportive Climate
  • Open Communication
  • Meaningful Involvement
  • Shifting Leadership
  • Clear Goals and Objectives
  • Agreed-upon Problem Solving Method
  • Consensus Decision Making
  • Healthy Conflict
  • Task Satisfaction

Learning More

While “Jungle Escape” is about team dynamics, it also provides a look at individual behaviors and how each individual can take action to improve the function of their group. Participants will be able to put their knowledge to work in any team situation or group interaction. It will instill in them a heightened awareness of what it means to be part of a team, and how each member of a team can be a leader – regardless of their title or rank. Learn more here: Jungle Escape Team Building Game.

Join training expert Gary Turner as he showcases the importance of group-process skills in team building with the webinar “A New Way to do Team Building Training.” This webinar will take place on December 11, 2019 at 2 p.m. Participants will learn how to identify a group as one of three types of teams, nine key indicators of team effectiveness, how to help teams find the balance between planning and implementation, the characteristics of a cohesive team – and how you can help your teams achieve this ideal, and they will learn action planning steps teams can implement immediately. Register here: HRDQ Webinar- A New Way to do Team Building

19
sep
0

What Does Your Coaching Style Say About You?

Posted by Coaching SkillsNo Comments

 

A company’s reputation depends on how well its leaders guide and coach employees to achieve excellence. But only those with well-developed coaching skills can successfully lead employees to greater productivity.

Skilled coaches know that sustained superior employee performance is achieved through regular coaching that recognizes and reinforces good behavior, helps employees recognize problem areas in their own performance, and empowers employees to improve in those areas. A person’s individual coaching style must be known and developed in order to perform the best coaching possible.

What is Coaching?

Many professions have a specific set of skills that a person uses over and over throughout their career. However, coaching itself doesn’t have a specific set of skills that are repeated in every coaching situation.

Each coaching relationship comes with new challenges and presents different opportunities to learn new skills. This is because no two coachees – or coaches – are alike. Each coachee goes to their coach with different needs and aspirations, so no two coaching relationships are the same. Consequently, coaches need to be skilled in a variety of areas in order to achieve positive results. Some of these skills include goal setting, action planning, problem solving, decision-making, listening, and behavioral change techniques.

The Four Coaching Styles

There are different types of coaching styles that leaders tend to have. Everyone is different, and some coaches are more “take charge and direct” while others may be “warm and empathetic.” One style isn’t necessarily better than another, and someone may have a few styles they exhibit. The four coaching styles are:

  1. Direct. People who take charge, in control, competitive, fast-paced, authoritative, leaders.
  2. Spirited. People who are enthusiastic, friendly, motivators, high-profile, decision makers.
  3. Considerate. People who are warm, counseling, cooperative, reliable, caring.
  4. Systematic. People who are accurate, objective, factual, organized, problem solving.

So what does your coaching style say about you? It shows who you really are as a coach. If you are a direct person and your coachee is considerate, for example, you will want to flex your style to meet theirs in order to be a better coach to them. You can make the experience better by being more counseling rather than authoritative.

Improving Your Coaching Skills with a ‘Meeting Model’

A manager’s coaching skills can be improved with a “7-Step Coaching Meeting” model. The steps and skills in this model are all based on behavioral science research and distinguish managers who are effective at conducting coaching meetings from those who are less effective. An effective coaching meeting can be viewed as a process consisting of seven steps:

  • Building a Relationship of Mutual Trust. Mutual trust is the foundation of the coaching process and directly rooted in a manager’s day-to-day relationship with an employee. Build it up so both parties are comfortable.
  • Opening the Meeting. In opening a coaching meeting, it’s important for the manager to set a direction for the discussion and to get the employee involved in the conversation.
  • Getting Agreement. The manager’s goal during the meeting is to get the employee to agree verbally that a performance issue exists.
  • Exploring Alternatives. The manager and employee together explore alternatives that will improve the employee’s performance. The manager should begin by encouraging the employee to identify alternative solutions.
  • Getting a Commitment to Act. The next step is to get the employee to commit to implementing the alternative that will best improve his or her performance situation.
  • Handling Excuses. A manager should avoid arguing with an employee over the validity of an excuse, but rather try to disarm the excuse or turn the excuse into a problem-solving discussion.
  • Closing the Meeting. In closing a coaching meeting it’s important that the manager emphasize the developmental nature of the discussion so that the employee views the meeting as more than a reprimand.

If a manager follows these steps, they will have a successful coaching meeting with their employee, leading to better performance and a more positive relationship.

More Help with Coaching

To learn more about coaching, attend the “What Does Your Coaching Style Say About You?” webinar on December 9, 2019 at 2 p.m. US ET. Participants will learn how to use What’s My Coaching Style? as part of their personality style and coaching training, identify personal preference for one of four behavioral styles, develop an awareness of personal behavior patterns, and see how one is viewed by those he or she coaches. Click here to register: HRDQ Webinar “What Does Your Coaching Style Say About You?”

This webinar is based upon research from What’s My Coaching Style?, a coaching assessment that measures personality style and explores how it relates to coaching and interpersonal relationships. Coaches and managers identify and understand personality traits, learn how to capitalize on personal strengths, and minimize potential weaknesses. Learn more about What’s My Coaching Style? by CLICKING HERE.

20
aug
0

How Knowing Your Leadership Style Makes You a Better Leader

Posted by LeadershipNo Comments

 

What is Leadership Style?

Leadership style is the particular way in which a person leads others. It’s best understood by measuring the extent to which a leader’s preferred behavior demonstrates assertiveness and expressiveness, which are broad categories of behavior dimensions. The combination of high/low on the assertiveness dimension and high/low on the expressiveness dimension results in four possible leadership styles: direct, spirited, systematic, and considerate.

These are the four leadership styles and their assertiveness/expressiveness levels:

  1. Direct – Direct leaders have high assertiveness and low expressiveness. They tend to lead by taking charge.
  2. Spirited – Spirited leaders have high assertiveness and high expressiveness. They usually lead others by inspiring them.
  3. Considerate – Considerate leaders have low assertiveness and high expressiveness. They lead by building group harmony.
  4. Systematic – Systematic leaders have low assertiveness and low expressiveness. They usually lead by planning carefully.

The assertiveness dimension measures the degree to which a person’s behavior is forceful or directive. Highly assertive people like to take control of situations while people with low assertiveness may be more comfortable in less visible roles. The expressiveness dimension measures the degree to which a person’s behavior is emotionally responsive or demonstrative. Highly expressive people like to show their emotions and form interpersonal relationships while less expressive people tend to keep to themselves.

Each Style’s Strengths and Weaknesses

For direct leaders, their take-charge style can pull others through. They like to compete, which may give the organization an edge over others, and they produce quick results. They are energetic, and get people moving. They also take charge no matter how challenging the situation.

The spirited leader can encourage the team when their energy begins to flag. They are big picture, vision-oriented thinkers, who are good at generating enthusiasm and rallying support. They motivate others to develop fresh, new approaches, and they are spontaneous and create a fun atmosphere.

Considerate leaders can grow team harmony with their desire to accommodate everyone. They provide others with a sense of reassurance in difficult or changing times. They are also able to build a loyal following by demonstrating their support for others. Considerate leaders recognize the importance of taking others’ views and feelings into account.

The systematic leader focuses on accuracy and objectivity. Their analytical style can be a real asset. They provide structure for activities, which usually helps tasks or projects stay on track. A systematic leader makes sure that no one overlooks the important details and makes decisions based on facts. They also have a strong orientation toward objectivity and accuracy.

Why is it Helpful to Know About Leadership Styles?

Current research shows that the most effective leaders know that their first reactions to situations may not always prove effective. They know they must make deliberate choices about their way of leading. Effective leaders first evaluate a situation, and then, depending on the specific requirements of the situation, they may deliberately choose to follow their natural inclinations, leading others in their characteristic way. Or they may choose to modify their leadership styles to suit the situation.

One leadership style isn’t necessarily better than the others, and you could have traits of more than one style. The key is to know which one you are most like, and which ones your colleagues are. If you know these things you can use your style to interact with people better.

The benefits of knowing your leadership styles include:

  • Being able to work with others better
  • Predicting people’s actions
  • Knowing why you act the way that you do
  • Seeing the bigger picture better
  • Adapting to fit the situation at hand

The most effective leaders know how to make situational choices when leading, regardless of their dominant style. They may deliberately choose to follow their natural inclinations, leading others in their characteristic way, or they may choose to modify or adapt their dominant style to suit the situation. Making use of a style other than one’s dominant style is called “flexing” and is central to achieving success as a leader.

Learning More

To learn more about the benefits of leadership styles, take a look at our material HERE!

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