Download LDR-03 Outline - American Academy of Optometry

American Academy of Optometry Meeting Course Outline
Course Title:
Achieving a Higher Level of Leadership --Would YOU Want to Work for YOU™?
Inspire Loyalty, Drive Employee Performance, and Become the Leader You Want to Be
Instructor:
Brenda Bence - MBA, CSP (Certified Speaking Professional), ICF-Certified Executive Coach
Course Description:
If you wouldn’t want to work for you, why should anyone else? That’s the question that Certified
Speaking Professional Brenda Bence asks in this engaging and interactive program. Based on her
practice as a Certified Senior Executive Coach, Brenda will reveal the most damaging behaviors she
regularly sees in the workplace – the same behaviors that consistently hold otherwise successful leaders
back from achieving greater success. They involve mastery of the people side of the equation.
Through this hands-on and practical workshop, you will walk away with simple yet powerful tips, tools,
and techniques that you can apply immediately as an optometry professional to get better results and
achieve greater productivity from the people you lead. You will get clear on how to motivate excellent
performance in others and become the inspiring leader that you, too, would be honored to follow.
Course Learning Objectives:
1. Review the most important characteristics of excellent people leadership, including the single most
important factor to becoming a better leader of others and the #1 reason for regretted employee
turnover.
2. Learn global best practices that have been proven to work effectively when it comes to leading
today’s increasingly complex workforce.
3. Understand and experience the differences between true coach-leadership behaviors and behaviors
of “managers.”
4. Conduct a series of self-assessments to better understand your own individual strengths and
development areas as a leader of others.
Outline
Achieving a Higher Level of Leadership --Would YOU Want to Work for YOU™?
Inspire Loyalty, Drive Employee Performance, and Become the Leader You Want to Be
I.
Introduction – The Most Important Attributes to Being a Successful “Coach-Leader” As an Eye
Care Professional
a. Introduce story that demonstrates the importance of being “coachable” as a leader
b. What does being “coachable” mean, and why is it important in the eye care industry?
c.
How this relates to being a “coach-leader” of others at work
d. Explore the concept of being a “leader-coach” – what it means, and what are the
implications for each participant as an optometry professional
e. Brief “housekeeping” rules
II. Leading Others – Beyond the Fundamentals
a. Introduction to case studies
b. Explain what “shadowing” is and the role it plays in demonstrating leadership concepts
c.
Introduce foundational concept: “Be the leader you wish you had”
i. Most common excuse for poor leadership
d. Top “good-people-leader characteristics” – brief exercise (self-assessment)
e. The #1 cause of unwanted employee turnover: A bad boss
f.
Share story that brings home the importance – and impact – of this #1 cause of unwanted
employee turnover
g. How to prevent good team members from quitting
h. Brand analogy: Starbucks and what it can teach us as leaders
i.
Key question: Would YOU want to work for YOU?
j.
CCS cards exercise: Get clear on the “experience” of working with and for you (exercise
done in pairs)
III. Key Challenges of Leadership Today
a. Leaders have two fundamental but key missions: Build business and build people
b. Discussion around importance of each and how the two intermingle
i. Explore the myth: “They are separate activities” - demonstrate how both can be
achieved at the same time
c.
Case study that demonstrates the importance of both building business and building
people equally (yet how often leaders focus on building business/growing their practices
more than building people)
d. Self-awareness exercise/ratio #1: Building business vs. building people -- time and action
assessment
e. Self-awareness exercise/ratio #2: Tasks versus relationships – time and action
assessment
i. Relate this back to the #1 reason for unwanted employee turnover
ii. Relevancy to leading today’s younger generation workforce – what younger
people value most: relationships at work (not money, not title, etc.)
1. 50% of the workforce will be Generation Y by 2020 (in five years’ time)
f.
Self-awareness exercise/ratio #3: Telling versus asking
i. Case study applied to real life
ii. Why ask? Why not just “tell?” Open discussion of the benefits of asking instead
of telling
iii. Partner exercise – demonstration of the right types of questions to ask as an
effective coach-leader at work
iv. Debrief the exercise – what did you learn?
v. The critical importance of closed versus open questions in developing others
vi. Good questions to use for individual and team development
vii. Five Levels of Focus - model for developing the best questions that can help you
grow and develop your optometry practice
viii. Watch-outs when it comes to questioning:
1. “Hidden telling” - what it is and what it sounds like (examples)
2. The most important question NOT to ask: “Why?”
a. Share related case study
3. When the best questions are actually “statements”
a. “Tell me more…” “Help me understand…”
g. Self-awareness exercise/ratio #4: Talking versus listening
i. What is “listening” and what is “hearing” - definitions and how they are different in
a work context
ii. Challenge: are we really listening or just merely hearing at work?
iii. Why listening is critical as a leader in today’s rapidly changing workplace
IV. Understanding and Using Various Leadership Styles
a. “Zoom” group exercise and demonstration of various leadership styles
b. Debrief observers and participants of the exercise
c.
Discussed key learnings
d. Share and explain the four primary leadership styles:
i. Democratic – explanation and demonstration
ii. Autocratic – explanation and demonstration
iii. Charismatic – explanation and demonstration
iv. Bureaucratic – explanation and demonstration
e. Self-assessment of four leadership styles – as individuals and as a group
i. Current
ii. Desired
V. Understanding and Use of Different Delegation Models
a. Why delegate?
b. Why do we not delegate as much as we should?
c.
Delegation styles explanation:
i. #1: “Meet you at the finish line!”
ii. #2: Metered with milestones
d. Self-assessment preferences:
i. When receiving tasks
ii. When giving tasks
e. Implications in the workplace
VI. The Most Critical Mindset for Leadership
a. Assessment of human communication time – percent spent on judging others versus
helping others
i. Reveal outcomes of global study
b. Four words to being a more effective leader at work: Judge less, help more
c.
Self-awareness exercise/ratio #4: Judging versus helping
d. Leadership mindset change needed
i. Questions to ask to move from “judging” to “helping”
VII. Impact of Communication as a Leader
a. Watching the words we use as leaders
b. Typical pitfalls that leaders should avoid with regard to language
c.
Exercise: The Paperclip Challenge
i. Demonstrate the importance of not using words and phrases such as “shouldn’t,
can’t, … but…” etc.
d. Share technique to create new positive language habits
VIII. Summary & Review - Putting Learning Into Practice
a. Review key learnings
b. Case study outcomes
c.
One truth: This works – it just doesn’t work if you don’t do it
d. Debrief key takeaways – individually, in pairs, and as a group
e. The Secret to Success – reveal outcomes of a study that shows what it takes to make
real leadership changes stick
f.
How to turn learning into reality – Action and Accountability Grid
g. Accountability partner assignment and follow-on
IX. Close and Wrap Up
a. Commitment to next steps