Jessica Kay

Caldwell College

LEADERSHIP – CHAP. 3

http://www.youtube.com/watch?v=Z7O8s6NgAck&list=PLGDUqZHPyKrkS-_svRUyaSF_EhWErzslK

OVERVIEW • Introduction

• Leadership behaviors

• Visual leadership

• Invisible leadership

• Questions/Comments

SOURCES

• Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.

“The single most important leadership function is to create focus for the group’s behavior”

• Intelligent

• Enthusiastic

• Good social skills

• Lead by example

• Ability to empower

• Instill trust

• Confident

• Not afraid to take risks

• Ability to overcome obstacles

• Emotionally stable

• See the “big picture”

WHAT MAKES A GOOD LEADER?

Bailey & Burch, 2010

WHAT MAKES A GOOD LEADER?

• Effective leadership skills must translate to

observable behaviors

HOW TO GET STARTED

• Observe current leaders in your organization

• Demonstrate that you are a leader

• Volunteer for a project with a short deadline

• Lets you size up colleagues to determine how to best use their skills

Bailey & Burch, 2010

HOW TO GET STARTED

• Sharpen your skill at motivating people

• Cant TELL them what to do

• Motivate through antecedent control and reinforcement!!

Bailey & Burch, 2010

ANTECEDENT CONTROL

• A “vision”

• The ability to describe a task in a way that people “buy in” to the outcome

• Provide a task analysis

• Visible enthusiasm

• REINFORCEMENT, REINFORCEMENT, REINFORCEMENT!!!

Bailey & Burch, 2010

INTEGRITY

• Commitment to a set a goals that is unwavering in the face of pressure

• Code of ethics

• Coach as Leader

• Guiding instead of using authority

Bailey & Burch, 2010

VISIBLE LEADERSHIP: MEETINGS

• As an employee, this is a good time to observe

• Practice business etiquette, show assertiveness, and demonstrate leadership

• TIMING show up 10 minutes early

• SEATING close enough to make eye contact, but not too close

• SOCIAL SKILLS acknowledge people, introduce yourself, exchange business cards

Bailey & Burch, 2010

VISIBLE LEADERSHIP: MEETINGS

• Observe leadership skills

• Small talk?

• Is there an agenda?

• Time limit set?

• Someone taking meeting minutes?

Bailey & Burch, 2010

VISIBLE LEADERSHIP: MEETINGS

• Managing people --> responsibility of the leader

• Leaders are clear in their objectives about the meeting and meeting behaviors

Bailey & Burch, 2010

LEADERSHIP 101

• Participate effectively in a meeting

• Take notes and look for opportunities

• Volunteer on small tasks

• Appear on board

• Selfless in your approach

• Reinforce the ideas of your colleagues and contributions subtle is better

Bailey & Burch, 2010

LEADERSHIP 101

• Be ready to talk about tasks that are relevant to you

• Acknowledge others

• If you are expected to talk don’t go over your allotted time

• End of meeting, confirm briefly with people that you will be working with

• Compliment the leader BROWNIE POINTS

RUNNING A MEETING

• Send out agenda 24 hours in advance

• Allocate time to each item appropriately

• Don’t put too much on the agenda

GETTING OTHERS TO PARTICIPATE

• Motivate people to participate shaping

• Reinforce suggestions that colleagues make while also making constructive comments

GETTING OTHERS NOT TO PARTICIPATE…

• “What’s wrong here? Don’t any of you have any suggestions?”

• Asking the person who made the suggestion to follow through

• Punishes behavior of making suggestions

DELEGATING

• Key skill easier said than done?

• Engage others as partners their own leadership positions

• Establish a history of publicly recognizing people

LEADERSHIP FOR BEHAVIOR ANALYSTS• Many behavior analysts work up the ladder quickly

• working with families, teachers, and nonbehavioral professionals

• Working on committees or review boards, starting your own company

• It is likely for a behavior analyst to step into various leadership roles quite rapidly

INVISIBLE LEADERSHIP

• Using behavioral strategies is useless if the vision is flawed

• Ability to think creatively or outside the box

• Reading the newspaper, magazines, journal articles

SUMMARY

• Leadership skills include running meetings, delegating and giving feedback to others, using social skills, and motivating others to participate

• Development of leadership starts with small steps

• Over time leaders develop the ability to engage in creative, big-picture thinking

REFERENCES

• Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.