Leading Others Flashcards
(20 cards)
3 P’s
Personalization: Listen, provide choice, relevance
Peers: Support and relationships
- Share success and be accountable
Participation - Get involved
Motivation and Appeal
Understand clients to serve them Appeal to all → appeal to none Reflective practice Why do they care What are their strengths/weaknesses Ways to appeal to them
Co-creation
Crowdsourcing, involvement in decisions, incentives
Social Media Benefits
- Practical service delivery To fill seats/inventory with last minute service deals Information delivery Manage facility waits Reminders Promotions - Building connections Develop deep relationships Prototype program changes Membership privilege Trusted source Co-creation Share clients success/inspire
Social Media Drawbacks
Increased screen time
Target audience must be considered
Considerations for social media:
Age/generation/lifestyle Type of service Ability Program area/type How does the program help? Does it act to solve a problem? Encourage marginalized populations
Framework
Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart
Top-down approach
Lower levels far removed from decision making process - Encourage initiatives Challenge with purpose Intrinsic motivation Innovation and challenge Key outside communication
Lewin’s Leadership Styles
Authoritarian : Clear expectations, less creative Novices, coaching scenarios Participative : Similar to co-creation Some report decreased productivity but increased quality More effective
Blake Mounton Leadership Grid
Concern for people vs concern for production (1 [low]-9 [high])
5 options:
- 1 impoverished management
- 9 country club management
- middle of the road
- 1 task management
- 9 team management
Hersey and Blanchard’s Tridimensional Leader Effectiveness Model
Account for the leader, the follower and the situation
Supportive behaviours vs directive behaviour dependent on followers developmental level (D1 [developing] - D4 [developed])
Directing (high directive, low supportive behaviour)
Coaching (high directive and supportive behaviour)
Supporting (low directive, high supportive)
Delegating (low directive, low supportive)
Charismatic Leader
Self-confidence, a vision, strong conviction, change agent, out of ordinary behaviour
Transactional
Clear chain of command
Rewards/punishment
Carefully monitored
Transformational
Intellectual stimulation
Individual considerations
Inspire motivation
Idealized influence (role model)
Poor decision practices
Casual Benchmarking
Status Quo
Following deeply held but unexamined beliefs/ideologies
Half truths may be hard to disprove
Principles of EBL
Force hard facts and truth telling culture
Fact-based decision making
Encourage experimentation and learning by doing
Risks and drawbacks in recommendations
Avoid decisions based on untested beliefs
Outcomes Based Leadership (OBL)
Strong in non-profit/public sectors (parks and rec)
Similar to systems theory but with an additional focus on outcomes (e.g. benefits from service etc)
What’s in the way?
Ego
No interest in truth
Inefficient information
How to address issues
Sophisticated consumer of ideas, information and research
Develop a set of criteria for evaluating what you read
Be a critical curator and understand context and sources
Guidelines for success
Old ideas are old ideas
Be suspicious of ‘too good’
Celebrate and develop brilliance
Emphasize virtues and drawbacks
Use success and failure stories to illustrate sound practices but not as a research method
Take a neutral approach to ideology and theory
