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Engaging Your Personal Leadership

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Nicole Schultheis

on 25 October 2017

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Transcript of Engaging Your Personal Leadership

Smart Goals
S
pecific
M
easurable
A
chievable
R
ealistic
T
imetable
GOAL!
Take care of yourself
Eat healthy and exercise
Sleep and rest
Emotional, spiritual, financial, and social wellness
Recognize signs of stress
Make time for yourself
Choose how you spend your time; establish your priorities
Have fun. Enjoy life. Take risks. Stretch outside of your comfort zone.
Phase 1
Phase 2
Phase 3
Engaging Your Personal Leadership
Responsibility. Resilience. Results.
Presented by: Dr. Nicole Schultheis
It's all about me.
Yellowstone National Park, May 2014
Leadership
Transforming a vision into action.
"A process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task" - Wikipedia
"I suppose leadership at one time meant muscles, but today it means getting along with people." - Mahatma Gandhi
Coping with change.
Creating pathways for others to be successful.
Solving problems and thinking of the organization first.
"Leadership is not rank, privileges, titles, or money. It is responsibility." - Peter Drucker
Lead from Where You Are
are the “unsung heroes” who keep the daily operations of the institution running smoothly (White, Webb &Young, 1990, p. 56)
manage people, programs, projects, and information (Mills, 2000)
typically interprets and implements policy (Mills, 2000)
decide to bring your best every day to each opportunity
have the responsibility to provide excellent experiences in each interaction to help your institution achieve its desired results
Guiding Principles
Understand that you don’t have to be
the
leader in order to be
a
leader
Be mindful that you must be able to accomplish goals by working through others (Mills, 2000)
Encourage, empower, and inspire others (Morrill, 2007)
Presence - a leader is always on stage!
Be in the moment
Set aside time for strategic planning
Behavioral Competencies
Be positive
Listen and seek to understand
Solve problems
Take responsibility
Support diversity
Recognize others' achievements
Understand others' perspective
Build trust
Adapt to change
Cooperate within and across units
Emotional Intelligence
Gives and receives feedback well
Feedback
is a Gift!
Stuck on an Escalator
www.aboutleaders.com/harvard-study-smart-goals-and-you/
Peer Coaching
1. Listen
2. Ask open-ended questions
3. Don't give answers
Asking the Right Questions
Ask questions that enable the person to discover the solution for himself/herself.

What do you think about...
Can you tell me more about...
Is there another way to approach that?
Based on your experience, what do you suggest?
What else might you try?
How might this look if you are successful?
What else did you try?
When might you start?
Tell me again what you are committing to?
Balance
Birnbaum, R. (1988). How colleges work. San Francisco: Jossey Bass.

DNews. (2013, December 15). Are You Emotionally Intelligent? . . Retrieved August1, 2014, from <youtu.be/dmz9Yb9dWck>

Drucker, P. F. (2004). What Makes an Effective Executive. (cover story). Harvard Business
Review, 82(6), 59.

Leadership. (n.d.). . Retrieved July 30, 2014, from http://en.wikipedia.org/wiki/Leadership

Mills, D. B. (2000). The role of the middle manager. In M. J. Barr, M. K. Desler, &
Associates, The handbook of student affairs administration (pp. 597‐611). San Francisco:
Jossey Bass Publishers.

Morrill, R. L. (2007). Strategic leadership: Integrating strategy and leadership in colleges
and universities. Westport, CT: American Council on Education.

Stuck On An Escalator - Take Action . (2012, January 1). . Retrieved July 30, 2014, from <www.youtube.com/watch?v=VrSUe_m19FY>

White, Webb, & Young (1990). Press and stress: A comparative study of institutional factors affecting the work of midmanagers. In R. B. Young (Ed.), The invisible leaders student affairs mid-managers (pp. 56). Washington, D.C.: National Association of Student Personnel Administrators, Inc.
References
Relationships are currency.
Nicole Schultheis, Ph.D.

Follow me:
@Schultheis_Nic

linkedin.com/in/nschultheis

Emotional Intelligence (EI)
Are You Emotionally Intelligent?
Giving and Receiving Feedback
Purposes of feedback:

1. shift behavior; make a change
2. positive reinforcement; continue current behavior
The ability to give and receive feedback well is a desirable leadership characteristic.
Considerations:

Be specific, not general

Timing - sooner rather than later
I want to do <insert specific goal>, SO THAT <insert desired outcome>.
Developing EI
1. Observe yourself in action

2. Take note of your reactions

3. Elevate to a cognitive level so you are able to exercise choice

4. Select a strategy (e.g. create a different mindset; anticipate the situation and alter your behavior; receive critical feedback; harness the emotions).
Reflection Questions
What am I feeling?
What is behind my feeling this way?
How do I want to respond?
How will my response help or hinder the situation?
How will my response affect others?
Will this help me in accomplishing my goal?
Building Relationships
Initiate
: take the initiative to approach the other person

Inquire
: express genuine interest in learning about the other person

Invest
: work to build, maintain, or repair the relationship

Influence
: broaden your network and strengthen your connection with others
The Four I's
Full transcript