David H. Harmer
Virginia Transit Liability Pool
Leadership and Management Vitality
VTA Annual
Leadership
Do you know what we ask our employees to do each day?
ALMOST IMPOSSIBLE
L E A D E R S H I P
Important Facts
Difficult & dangerous32,000 – 2,300,000Responsibility – for who?Safety sensitivePublic fundsQuality of life
Look Behind You . . .Is Anyone Following?
Leadership Test
L e a d e r s h i p
‘Managers do things right . . . leaders do the right things.‘
‘Leaders say this is where we are going' and 'Managers say this is how we are going to get there'
Leadership vs. Management
Leaders:1) Have high levels of integrity2) Are focused on the bigger picture3) Are not comfortable with "intense detail"4) Make me (their direct reports) feel part of their vision5) Do not punish mistakes - but, rather, see mistakes as learning opportunities6) Challenge the status quo7) Are not afraid of being unpopular
Managers:1) Are process driven2) Are comfortable with detail3) Are more interested in the bottom line than the wider vision4) Want to measure everything5) Are not comfortable challenging the corporate view
Leadership vs. Management
Management Model
Heart Of A Charity
&
Mind Of A Business
Mission
Vision
Values
Leadership’s Big Three
L e a d e r s h i p
The Space Mission
"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth."
Pres. Kennedy,
May 25, 1961
Where there is no vision
the people will perish.
Proverbs 29:18
THE UNITED STATES DECLARATION OF INDEPENDENCE
We hold these truths to be self-
evident, that all men are created equal; that they are endowed by their Creator with inherent and inalienable rights; that among these, are life, liberty, and the pursuit of happiness; . . .
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Ignaz Semmelweis
What Was He Obsessed With?
What Lesson(s) Can We Learn From Him?
What Is Self-Deception?
Am I In A Box Of Self-Deception?
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Seven Habits of Highly Effective People
Be proactive – life doesn’t just happen
Begin with the end in mind – all things are created twice
Put first things first – balancing - prioritizing and values
Think win-win – abundance mentality
Seek first to understand, then to be understood
Synergize
Sharpen the saw
Covey
Principle Centered Leadership
The Law of the Harvest
“You reap what you sow.”
The Emotional Bank Account
“Everybody keeps records.”
L e a d e r s h i p
Personal MissionEvery physical creation starts as a mental creation
- - as an idea, a plan, an intention
- - - and then gains physical shape through action or effort. Stephen Covey
A personal mission formulates an overall purpose for our life.What do I want for my life?What do I value?What are my dreams?What am I good at?What is my best possible future?How do I get there?At the end of my life, what do I want to have accomplished?
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What is your Mission?Write it down.
L e a d e r s h i p
What is your Vision?Where do you want to be/do in 5 years?
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Principles of Leaders Who Manage
►Leaders embrace the paradox of management
►Leaders live balanced lives within life and work.
►Leaders are students of their chosen profession.
►Leaders are visionary.
►Leaders don’t give up on people.
►Leaders put principles at the center of all activities.
►Leaders see themselves as a resource for others’ success.
Leadership
Personal Values
• Trust - Rebuild a sense of community"If you mistrust people, you make them untrustworthy."
• Honesty - Communicate openly and honestly"If people don't get the information they need, they make it up!"
• Special Treatment - Dare to give employees special treatment"You don't have to treat everyone the same."
• Courage - Be candid and specific"Anger and intimidation are facades we hide behind."
James Autrey
Love & Profit
Teams
►We win / We lose together
►We recognize everyone’s contribution
►We have a game plan
►We are willing to be coached
►We hold up the team’s image
►We are invested in the team’s success
Principles Of Coaching
**Coaching is the Process of Letting People Know That What They Do Matters to You**
►Never let good work go unnoticed►When You See It, Say It
►Never let poor work go unnoticed►Make it Private & Positive
►Never let them go down a dead-end road
“Coaching on the Spot”
State What You’ve Observed Wait for a Response Remind Them of the Goal Ask for a SPECIFIC Solution Agree Together Encourage
COACHING PRINCIPLE:
What is the most important coaching principle?
What gets reinforced gets done!
BEHAVIOR
Behavior – actions that involve physical activity Observable Can measured (how often, length of
time, how many times) Behaviors are NOT labels Bad attitude unmotivated
CAUSES OF BEHAVIOR:
People do what they do because
of what happens to them when they are doing it
ABC Model:
Antecedents – prompts to do something
Behavior – observable action taken
Consequences – what happens as a result of action taken
ABC MODEL:
Antecedent: Supervisor tells bus operator pre-trip
inspections have been superficial
Behavior: Operator raises his voice and says he has
been here a long time and always does
good pre-trips
Consequence: Supervisor walks away
What behavior does this consequence Reinforce?
ABC MODEL:
Over time a repeated behavior reinforced by a repeated consequence becomes a __________?
H A B I T
CONSEQUENCES
Consequences have the strongest influence on future behavior
(People do what they do because of what happens to them as they do it)
•Any speeders on expressways?•Any speeders in school zones?
EFFECT ON BEHAVIOR
Positive reinforcement • get something you want• Give you discretionary effort – more than you
expect
Negative reinforcement • avoid something you don’t want• Gets people to meet the standard set – nothing
more
BOTH HAVE A TIME AND PLACE TO BE USED!
POSITIVE REINFORCEMENT
What impact does positive reinforcement have on
•Coaching to improve performance
•Building trust
Final Thoughts On Leadership
When you see someone doing/not doing what you want, say something SPECIFIC to them
“Thank you” can be an effective positive reinforcement.
If you want to change someone’s behavior, change the consequences (management rework)
People do what they do because of what happens to them when they do it
The Cab Ride
Thank you for attending
The Heart of a CharityThe Mind of a Business
David H. Harmer
Virginia Transit Liability Pool
L e a d e r s h i p