Home About Peak Strategies Our Programs Brochures Articles & Research Dates Contact Us Gwynne N. Dawdy, Ph.D.
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Home About Peak Strategies Our Programs Brochures Articles & Research Dates Contact Us Gwynne N. Dawdy, Ph.D. |
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Leadership Tips: At The End Of This Page
Peak Strategies' focus for our leadership programs is to encourage action and modification towards higher understanding of effective and elite leadership skills. While many workshops and training offer materials and a day or two of education, we know change towards desired objectives does not happen over night. We begin our Executive Leadership Development program with extensive feedback and instrumental portfolios, following the participants from enrollment, through the training itself, and after training with a two month coaching program. It is also recognized that support staff and think tank possibilities are valuable, thus we also incorporate a healthy, confidential, and effective networking system called Mastermind groups.
“The greater the stress an organization is facing, the more important a leader’s soft skills become…” (Survey) respondents identified the greatest challenges for leaders as: motivating staff members as they face uncertainty, communicating clearly and providing a rationale for organizational changes, working in a cross-functional leadership role while meeting demands, & developing and retaining staff (Center for Creative Leadership, 2003)
Expert partners in an international consulting firm were assessed on the EI competencies. Those who scored above average on 9 or more of the 20 competencies presented $1.2 million more profit from their accounts than did the others. This is a 139 percent gain (R.E. Boyatzis, 1999).
"The higher the rank of a person considered to be a star performer, the more emotional intelligence capabilities showed up as the reason for his or her effectiveness….nearly 90 percent of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities." (Harvard Business Review)
Executive Leadership Development for High Potential Personnel
Take ownership of the ways you influence people and your role in the success of your organization. Each participant develops personal and professional goals to increase your ability to be effective. Deepen your awareness of self and team, empower those around you to enhance performance and achieve high potential, and strengthen your ability to positively manage self and others.
Sensis (Australia) reported a ROI of 1,060% or $2.2 million from leadership training on maximizing the performance of employees (DDI, 2005) Mattel, Inc. found an ROI of 350% within one year of leadership development training. They report, after three months of training, that the total return per participant is $3,285.50 (DDI, 2005)
CEO’s from Innovators Alliance reported that several of the Emotional Intelligence competencies are critical with:
Who Should Attend: Project managers and high potential personnel and leaders who want to create a healthy, productive workplace and organizational culture. Entry- or Mid-level managers/leaders who require the ability to lead.
These programs will be given throughout the year, throughout the U.S. For more information, see Our Programs, for registration information visit Registration & FAQ's and to download a brochure. Dates and locations for 2007 are pending. A custom designed, on-site workshop with these tools can also be implemented. For more information, please contact us.
Leadership Tips
1. Find a common ground and meet your team members. Knowing which communication styles suits which team member will help to strengthen a sense of interest and respect. Needless to say, adjusting to meet their style will also aid in decreasing problems due to misunderstandings.
2. Under promise and over deliver. When your team buys into your vision and expectations, and you exceed their expectations of you, they may be apt to exceed your expectations of them. People usually work hard for people who work hard for them.
3. Do as I do, and as I say. Be cautious in what you say and to whom you say it. You want to be a role model to your team. Modeling is an extremely effective method of learning, even when we don't want our actions to be mirrored by others. If you show signs of distrust or frustration in your team, they will show signs of distrust or frustration in you. This makes for a sticky situation in which little will be accomplished. You want to model the same character you hope your team will model.
4. Provide consistent feedback for your team. Many leaders wait until there is a problem or there is a need for training before they offer feedback. These times surely require feedback, but they are not the only times. When your team members are excelling or doing just fine, they still need to know that. Much like in a sporting event, you will find that your players' efforts begin to lack enthusiasm or effectiveness if they have no way of telling how well they are doing. Be sincere, genuine, and very specific with the comments you are providing. "Nice job" may not suffice. What is a much better way of expressing your gratitude? How about: "Hey, Joe, you did a nice job on the Shelby case. Your reports were very thorough, and we needed that for the meeting today. Thanks for the efforts." This is to the point, specific, and genuine. It shows that you care and you appreciate the effort.
5. Encourage and reward a collaborative environment. Collaboration is an important facet in building trust and supporting creativity. Both of these concepts are important for a strong team. When all is well, hey, all IS well. When things fall apart, that is when things FALL apart! A well-built, united, and trusting team is an important piece to quick and effective solutions. This type of team also prevents unnecessary frustration and strife at troublesome times.
6. Communicate, communicate, communicate. When you think you have said enough, ask for understanding from your staff. If they have not paraphrased your message, communicate again. The best way to make sure you are not wasting time in meetings is to adapt your communication style to the style of each of your staff members. I have read that more than 30% of a project manager's time is spent correcting misunderstandings due to communication problems. Just think, if you spent an extra 5% of time and effort in making sure each member heard the message correctly and feels as if they are a working part of the team, then you will have 25% more time to do what you need to do instead of correcting communication problems.
7. Commit to being a strong leader. It is important that your team feels you are confident in your abilities and are committed to leading them through a successful project. When things aren't going as planned, it is important that your team members know you can lead them into a better situation. If you are not committed to going the extra mile for your team, they will not be committed to following you one step.
P.O. Box 7034, Woodland Park, CO 80863 * 719/687-9142 * 1-866-280-5896 * Ó 2005 Peak Strategies |
