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WELLNESS SUMMIT DECLARING MYSELF

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Kari Lawry

on 21 November 2016

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Transcript of WELLNESS SUMMIT DECLARING MYSELF

Thank You!
Now its
YOUR TURN!





THINGS THAT ARE IMPORTANT TO ME:
My faith
My family
My work
the people
the business
My health/personal well being
My community
The Things I Look For In The People With Whom I Work
Visualize your job in the broadest and most impactful sense.
Be Reliable - no surprises, don't shoot the messenger, execute on commitments; don't over promise and under deliver.
Know your stuff; tell me straight and don't bullshit me and anticipate, period.
Don't just be impactful, be intentional!
Listen...listen, listen, listen. Then communicate, communicate, communicate (different than talking)!!!
Ask "why?" with a "wide-angled lens".
Take charge...don't put the 'monkey' on my back if its really your issue. Own every problem as if you created it.
Be your own toughest critic - I'm a hard grader, you be even harder.
Embrace the suck!
Be realistic, but positive. Attitude is how we win. Optimism is a force multiplier.
Embrace and maximize technology but never email if you should call. Never call if you should talk face to face.
Delegate, elevate and follow through...things should always be done and decisions always made at the lowest possible level.
You are ALWAYS a 'brand ambassador' - have an 'elevator speech' and tell the story well!
Believe that leadership - like respect - is earned and not given...every day.
Recognize great work in others; be grateful (3 people rule) daily.
Instead of work hard/play hard I prefer to work smart/have FUN!
My Purpose and
"People First" Philosophy
VALUES:

Declaring myself...
Wellness Summit
...Need to be hitting on all 5 cylinders regularly to be at peak performance in an enduring way.
Character
Positive, winning attitude
Competence
Teamwork/Collaboration
Continuous Improvement
MY PURPOSE:
To build high performance/high commitment teams that defy the critics and thrive in the face of problem solving, change and adversity.
"PEOPLE FIRST":
Leading/managing your people is the most important and impactful thing you do. LMA every day!
Attracting, developing and retaining talent, team building, and insuring organizational excellence need to be top priority.
I expect to regularly have exposure to our key people.
My Leadership Model
S
E
R
V
E
S
how Respect:
most important part of lean thinking, hardest part of being a leader is to continuously pursue servant leadership, believe NOT that everyone will, but everyone CAN
E
arn Trust:
Trust is earned not given; commit to the flourish of the person; need to show others you are committed to their success; speak truth to power.
R
each for Perfection:
First and foremost align performance and meet or exceed goals; innovation is valued but execution is worshiped; cast a vision of how things can and should be; celebrate and learn from mistakes; have a tenacious belief that I/We can do better.
V
alue Input:
Engage everyone in the process; Covey leadership habit #5 "seek first to understand and then to be understood"; have 'crucial conversations'; remember feedback is a gift, say thank you and do something with it.
E
nergize Others:
Create an environment full of energy; Optimism is a force multiplier; purpose, significance and community all encourage organizations
"Moments That Matter" &
The Power of "TouchPoints"
The action is in the interaction; every moment is pregnant with possibilities.
Keys to success = use your head, heart and hands.
A.S.I.A. for interactions and problem solving:
A - authentic
S - simple or simplified
I - intentional
A - aligned
Continuous improvement mindset: "I/We can do better."
TouchPoints:
How can I help?
TouchPoint Triad
Listen intently
Frame the issue
Advance the agenda
How did it go?
My Meeting Expectations
THE EOS LEVEL 10 MEETING™ AGENDA

The Level 10 Meeting Agenda incorporates the psychology of what makes for great weekly meetings, forcing you to look at and address what is most important - building the team - while developing accountability and solving issues as they arise.

The EOS L10 Meeting Agenda will:

Develop team trust and relationships
Keep the team focused on the most important priorities
Hold the team accountable for the things they've committed to
Identify, discuss, and truly solve issues - once and for all.
Don't assume I will agree. Hopefully I will, but you need to allow sufficient time in the process to address issues and secure my support.
Schedule meetings between 9:00 am and 5:00 pm whenever possible
Be punctual - start on time and end on time or early (Joke or Song Reinforcement)
I am a tenacious believer in the goal-setting/priority setting process:
Annual objectives:
Linked directly to the strategic plan
Major initiatives that fundamentally impact performance
Measurable and quantifiable
Quarterly priorities:
Linked to annual objectives
You and I evaluate and update together
Regular staff meetings, me with my direct reports and then cascade
Process will evolve over time to meet the needs of the organization and the team
What Kind of Leader Am I?
DiSC Style: High iD
Goal oriented; seeking exciting breakthroughs
Like freedom to set own course
Have strong ambitions, and am attracted to high-profile assignments that maximize talents
Passionate and expressive; enthusiasm is contagious
Strong ability to persuade others to adopt vision and work toward goals by gathering buy in of others
Active and energetic with a strong need for variety and multiple projects; dislike sitting still or monotonous routines
Generous with praise of others

Priorities:
Taking action, generating
enthusiasm, getting results & valuing collaboration.
Can have a tendency to make decisions quickly and can jump to conclusions
More likely to express anger than to shut down or go silent
Eager to seize new opportunities and can change directions quickly
Can be overly optimistic; may dismiss potential obstacles too quickly
PERSONALYSIS SUMMARY

PREFERRED STYLE:
Problem solving roles that call for creative thought. Enjoys mapping things out and is challenged to apply novel ideas in organizational activities. When leading uses diagnostic skills, offers practical solutions and stimulates action.
Frustrated when having to deal with repetitious details or needless bureaucracy.
(Dimension: Rational)

COMMUNICATION EXPECTATIONS:
Expects leaders and others to exchange information and be open to suggestions. Expects to ask questions and have input.
Does not respond well to those who are too controlling and insist there is only one way to do things.
(Dimension: Socialized)

MOTIVATIONAL NEEDS:
Needs to reflect about what has to be done and consider what the choices are. Motivated to look at alternative actions, structure a plan and obtain a workable outcome.
Frustrated when others fail to understand motives.
(Dimension: Instinctive)






What Kind Of Leader Am I?
Myers-Briggs: Slight preference for
ENTJ
with self selected preference for
INTJ
Logical, analytical and objectively critical
Like long range planning and strategic thinking; prefer to be in charge
Focus on ideas; like to think ahead making a systemic effort to reach objectives on schedule
Systems and principles are very important; apply principles to whatever I do...to change methods, must change principles first
Prefer working with frameworks to working with details
Like to come to quick decisions about how to proceed and then actively lead others forward accordingly.
Impatient with confusion and inefficiency, can be tough-minded when problems get in the way

HAY: LEADERSHIP INVENTORY AND EMOTIONAL INTELLIGENCE ASSESSMENTS
My dominant styles:
Authoritative & Coaching
Back up styles:
Affiliative, Democratic and Pacesetting
As a leader I provide long-term direction and vision for employees and provide long-term professional development of employees
Value creating harmony, building commitment, generating new ideas and accomplishing tasks to high standards of excellence
Need to continually focus on giving others the "Big Picture" just because I see it doesnt mean they do.
STRENGTHS FINDERS (HAY)
DEVELOPER
- You see the potential in others. Each individual is a work in progress, alive with possibilities. You look for ways to challenge and develop people.

FUTURISTIC

- You are inspired by the future, fascinated by the future. You can see what the future might hold and the thoughts excite and inspire you. Your vision of the future can energize others around you.

LEARNER
- You want to continuously improve by learning more and more about what interests you. The subject matter you choose will depend on your experiences and your talents. The process of learning, more than the content, is what is especially exciting for you.

MAXIMIZER
- Excellence, not average, is your measure. You stimulate personal and group excellence. Individual strengths, whether yours or someone else's, fascinate you. Once a strength is found you nurture it, refine it, challenge it to grow, and stretch it towards excellence.

SELF ASSURANCE
- You are confident in your ability to manage your own life. Self-assurance is similar to self-confidence but is deeper within the person. You have confidence not only in your abilities but in your judgment. No one can tell you what to think. They can guide or suggest but you alone have the authority to form conclusions, make decisions and act.
DECLARE YOURSELF!

A highly effective leadership habit for building relationships!
Lay the groundwork for building productive working relationships & modeling desired behavior
Create greater trust & efficiency
Declare yourself:
Your people are not mind readers
Never assume they will understand your intentions
Create a narrative about who you are and how you operate
First hour of the first day of work, declare yourself
Share the way you intend to behave and motivation for that behavior
If I do what I say I will do, you can trust me. If I don't that means you can't.
NEXT STEPS:

1.
DETERMINE/DEFINE
THE LEADER YOU ARE AND/OR WANT TO BE:
A. REVIEW QUESTIONS IN DECLARE YOURSELF DOCUMENT
B. BE A STUDENT OF 'LEADERSHIP' - STUDY DIFFERENT LEADERSHIP MODELS & DIFFERENT LEADERS FOR CLUES TO WHAT FITS YOU
C. DEFINE YOUR PURPOSE (JERRY MAGUIRE!)
D. CREATE YOUR LEADERSHIP MODEL
E. PRACTICE - SHARE IT WITH OTHERS, NEW HIRES, YOUR FAMILY, ETC.
F. CHANGE AS YOU GO...THIS ISN'T MEANT TO BE 'ONE AND DONE'!

2.
PRACTICE
WITH YOUR DIRECT REPORTS & YOUR BOSS - DECLARE YOURSELF TO YOUR TEAM BY
NOVEMBER 15

3.
SET THE EXPECTATION WITH YOUR TEAM
THAT YOU WANT THEM TO DECLARE THEMSELVES TO YOU!:
A. USE A SCALED DOWN MODEL...WHAT IS IMPORTANT FOR YOU TO KNOW?
1. Basic background
2. Your purpose
3. Who do you look up to
4. What do you value
5. 3 - 5 Goals or initiatives
B. GIVE THEM TIME TO CREATE AND PRACTICE
C. HAVE THEM DELIVER IN A DAILY STAND UP TO THE TEAM BY
DECEMBER 15

4.
CONTINUE TO DECLARE YOURSELF
- EACH QUARTERLY SUMMIT 5 - 10 'VOLUNTEERS' WILL DECLARE THEMSELVES TO THE TEAM
3 People I am
Grateful For Today
1.
Claudia
for her inspirational leadership & remembering to celebrate wins!
2.
Kymm Clark
for putting today together & trusting me with a speaking part!
3.
Jilleo Garshott
for helping me pull all of the moving parts together to look good!
Full transcript