MACMLA 2014: R. Kevin Grisby – Knowing and Doing Leadership — Enhancing Your Behavioral Repertoire

  • He’s in AAMC
  • future-oriented leadership: behaviors that will enact a successful future
  • mgmt
    • create a culture and maintain it
  • leadership
    • moving from informational to transformational
    • starts with generous, authentic listening (turning off the inner dialogue)
      • 3 levels of listening
        • listening for me
        • listening for content/information
        • listening for your head and heart for the speaker
      • amygdala hijack – judging or immediate assignment of emotion
    • Tool #1 prepare to lead with power posing
      • power posing: high-power, non-verbal display (the Wonder Woman display)
    • Tool #2 use EASY to engage others (particularly reluctant communicators)
      • Elicit information
      • Ask clarifying, open-ended questions but NOT why.  (“Why” can make people feel defensive.)
      • State the obvious
      • You may be wrong in your interpretation
    • Tool #3 Stop the Whining by Remaining Solution Focused
      • avoid the knowing-doing gap
      • solution-focused approach – particularly explain this to the group (very similar to the action-oriented meeting, but enhanced)
        • criticism should lead to solving problems
        • when criticizing, present a possible solution
        • if no solution comes to mind, admit to not having a solution and offer to continue working with the group to move forward to find a solution
        • be willing to compromise
        • be prepared to accept individual responsibility
    • Tool #4 Critical Comments that Result in Changed Behavior – SOOOOO similar to how to talk to students about writing critiques
      • behavioral protocol: a statement describing a consisten set of actions to be taken in similar situations
      • it starts with you and your response/reaction to another person’s behavior
      • start with “I” instead of “you”
      • do not include “always” or “never”
      • “when” not “because” – when gives you a chance to describe the behavior expliciting
      • next step: offer or suggest an alternative – describe the desired behavior
    • Tool #5 Message mapping
      • Develop a core message (max. 140 characters 😉 )
      • 3 supporting points that are easy to remember (within 15 seconds)
      • Ex: My personal message map (rough sketch)
        • Core (Circle): I am a critical part of the user-centered Rose Library team
          • Point 1: I am a team player
          • Point 2: I develop creative and engaging ideas
          • Point 3: I frequently engage our users to complete academic and professional goals
  • How do new ideas become part of a social system?
  • Help people find meaning
    • self-awareness – know your own meeds and recognize how they effect others
    • self-management – control emotions and act with integrity and authenticity
    • social awareness – empathy and organizational intuition – show you care
    • relationship management – communicate clearly, build strong personal relations
  • In the Middle advantage
    • we are system integrators – we have more power to create collaboration, teamwork, and conscientious use of resources
    • managing from the middle of the mission (not the people but the work)
    • 3 fundamentals
      • self-awareness (mindfulness)
      • collaborate – use trust and accountability to move a project toward its goal; need to bring out the genius in others
      • connection – strategy for influential project management
    • Multipliers book (already added to GoodReads)

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