Airport Leadership Development Program (2013) / Chapter Skim
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S E C T I O N 1 Program Facilitator Guide 77 Module I Leadership Concepts 94 Module II Leadership Fundamentals 121 Module III Leadership Execution S E C T I O N 2 Suggested Program PowerPoint Slides and Notes S E C T I O N 3 Program Participant Workbook S E C T I O N 4 360-Degree Feedback Facilitator Guide and Materials P a r T 2 Airport Leadership Development Program Curriculum
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73 S E C T I O N 1 Program Facilitator Guide Introduction This guide provides all the materials, information, and references needed to facilitate the Airport Leadership Development Program. Be sure to review all the materials and read the referenced information prior to delivery of the course.
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74 Airport Leadership Development Program another body. However, all the content of the course is still applicable regardless of the governing structure since it can still be applied to the working group within the leader's span of control.
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Program Facilitator Guide 75 contracts and agreements -- the airport may have been a bargaining chip. Internal and external communications are monitored because messages conveyed have to be transparent.
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76 Airport Leadership Development Program adjustments to the materials. An alternative delivery option is to deliver in a blended approach of online via webinar and face-to-face via classroom.
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77 This module presents topics associated with the concept of leadership. This module is intended for those who are training for a leadership role and for current leaders who desire to see their roles from a fresh perspective.
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78 Airport Leadership Development Program Introduction This module introduces the concept of leadership. The definition of leadership and the discussion of the difference between leadership and management set the context for the entire curriculum.
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Leadership Concepts 79 Topic: Defining Leadership Leadership by its very nature has historically been very difficult to concisely define. Leadership may be defined, for example, as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
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80 Airport Leadership Development Program The role of a leader is to use these skill sets to inspire, delegate, develop, and coach employees. Different situations require different leadership roles.
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Leadership Concepts 81 constraints, or interpersonal organizational relationships (although relationships within an organization are often attributed somewhat to individual challenges as well)
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82 Airport Leadership Development Program The results of 360-degree feedback reports or other self-evaluation rubrics will help the leader understand the brand he or she is projecting. Developing a leadership brand goes beyond building on strengths.
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Leadership Concepts 83 Table 1. Six leadership styles and associated skills.
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84 Airport Leadership Development Program Figure 1. The leadership journey.
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Leadership Concepts 85 result in the final vision for the organization, only the initial development. Maturity of the vision occurs within the socialization phase.
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86 Airport Leadership Development Program general. Leading the effort to understand the concept of leadership passages has been the work of Charan, Drotter, and Neal in their text The Leadership Pipeline (Charan, Drotter, and Neal 2011)
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Leadership Concepts 87 Figure 2. The leadership passages pyramid.
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Table 3. Manager.
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Leadership Concepts 89 Description: Value the success of their own businesses. Receive a significant level of autonomy across functional areas.
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90 Airport Leadership Development Program Table 7. CEO/President of Organization.
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Leadership Concepts 91 in entry-level positions most often have a much greater component of followership, given their responsibilities to follow direct orders to perform specific tasks. Entry-level workers also have an element of leadership within their positions since they often have authority to make judgments during the course of a workday, whether it be the authority to make operational decisions or merely to have the self-leadership to arrive at work promptly each day.
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92 Airport Leadership Development Program _____ 5. I seek and encourage the superior to give honest feedback rather than avoiding it and acting defensively when it is offered.
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Leadership Concepts 93 Topic: Development of a Leadership Road Map This module has presented the fundamental concepts associated with leadership, including the difference between leadership and management, individual and organizational challenges, the leadership brand, an introduction to the six core leadership styles, the leadership journey touchstone, leadership passages, and effective followership. The next module will present fundamental skills associated with effective leadership.
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94 M O D U L E I I This module discusses the fundamentals of leadership. Topics include communication styles, conflict resolution, critical thinking, decision making, and building a business case.
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Leadership Fundamentals 95 Introduction This module presents the fundamental skills that are the foundation of leadership. These skills may have been learned by leaders, depending on the career path they took to be in the role they are performing.
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96 Airport Leadership Development Program Some of the primary purposes of communication are to set expectations, clearly articulate vision, build relationships, provide feedback, apply course correction, and avoid surprises. Understanding the leader's style and the styles of others will allow a leader to strengthen these areas.
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Leadership Fundamentals 97 To summarize, nonverbal communication will tend to be emphasized by: • Tone and volume of voice, • Location of arms and hands, • Stance and stiffness of body, • Sharpness and inflection of words, • A smile or frown, and • Emphasis on key words. Emphasis on key words may not only express varying opinions or emotions, but can also significantly affect the meaning of statements.
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98 Airport Leadership Development Program • Texting, and • Social media (Twitter, Facebook, and so forth)
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Leadership Fundamentals 99 Self style analysis survey instrument instructions: This is an informal survey designed to determine how you usually interact with others. The survey tries to get a clear description of how you see yourself, so please be as candid as possible.
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100 Airport Leadership Development Program Figure 4. Communication self-style analysis graph.
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Leadership Fundamentals 101 fessional or less professional, or more desirable or less desirable in any way. Understanding the different styles will help leaders deliver a more meaningful message to their various audiences.
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102 Airport Leadership Development Program • Motivators include creating innovative solutions and receiving appreciation. • The socializer's conflict style is often characterized as attacking or abrasive.
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Leadership Fundamentals 103 FACTORS SOCIALIZER DRIVER RELATOR ANALYZER How to recognize: They get excited. They like their own way; decisive and have strong viewpoints.
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104 Airport Leadership Development Program Conflicts develop between team members for many reasons. Conflict can be an adversarial competition over resources, ideas, or other interests having real or imagined value to one or more of the parties involved.
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Leadership Fundamentals 105 An organization's leader has the primary responsibility of addressing conflict within the organization. The first steps in addressing conflict are to identify that a conflict is occurring and identify the symptoms of and then the source of the conflict, which is usually one of the four sources discussed previously.
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106 Airport Leadership Development Program or theoretical in nature. Resolution of such conflicts does require acceptance by all parties to ensure effectiveness and sustainability and to maintain good working relationships within the organization.
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Leadership Fundamentals 107 Removing personal issues from professional issues is an important conflict resolution technique. Conflict can often result in personal emotions taking over where professionalism should be.
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108 Airport Leadership Development Program 2. You have two colleagues who do not get along and work hard in order to avoid each other and even ensure they do not provide assistance to each other's areas.
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Leadership Fundamentals 109 • Approaching the organization from a systems- and process-oriented perspective; • Determining different approaches to getting thoughts and ideas accepted by the organization; • Planning for reactions and responses from the organization; • Understanding underlying assumptions to an issue; • Having a curiosity about the varying perspectives of others within the organization; • Being open to the ideas and perspectives of others within the organization; • Being open, adaptable, and flexible to feedback; • Adapting the thought process based on new or different information; • Breaking down larger issues into smaller, more manageable problems; • Focusing on the most critical information; • Looking beyond symptoms to the core of issues; • Identifying and testing assumptions; • Being open to ideas and perspectives; • Analyzing issues, often scientifically; • Applying accurate logic; • Recognizing the broad implications of issues; • Integrating information from a variety of sources; and • Defining reasonable alternatives. Activity: Critical Thinking.
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110 Airport Leadership Development Program Topic: Decision Making Critical thinking and decision making go hand-in-hand. When critical thinking techniques are properly applied, the decision needed often appears through the process.
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Leadership Fundamentals 111 Decision-Making Activity #1: Identify issues where decision making has been required at your airport and determine which decision-making approach (tactical versus strategic) was or should have been applied.
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112 Airport Leadership Development Program 3. Identify which of the stakeholders are most likely to be influential in achieving the goal.
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Leadership Fundamentals 113 In risk-based decision making, these factors are first considered under the current environment, where no decision has yet been made. For example, consideration of the next fiscal year if no budgetary decisions are made, particularly in light of reduced revenues from poor tenant performance, may be an administrative risk-management approach.
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114 Airport Leadership Development Program The Decision-Making Question Model Figure 9 illustrates what is known as the decision-making question model. The model follows a typical model of journalistic questioning: to identify precisely what the issue is, why it is being addressed, who the key interest groups are, where and when the issue arose, how the issue might be resolved, and how much it will cost to appropriately address the issue.
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Leadership Fundamentals 115 Topic: Building the Business Case Along with critical thinking, conflict resolution, and decision making, the ability to build a business case is a critical skill for a leader. A proper business case should be acceptable to a specific audience.
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116 Airport Leadership Development Program case provides a tool for which to measure success. This analysis is also useful for a leadership team to prioritize decisions against the many other initiatives in the business that may require capital investment.
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Leadership Fundamentals 117 5. The IT department would like to institute a project management office (PMO)
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118 Airport Leadership Development Program Topic: Negotiation This section provides a description of negotiation strategy. Negotiation, in fact, builds upon the other skills and strategies discussed within this module.
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Leadership Fundamentals 119 • A high level of commitment and persistence in seeking positive outcomes for each party involved, and • Being receptive to exploring underlying concerns and issues. Negotiation Assessment Center: As a method of practicing the fundamental leadership skills discussed in this module, consider the following hypothetical situations and assess how you would go about entering into negotiations: 1.
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120 Airport Leadership Development Program to his credit. You inherited this employee from a reorganization 18 months ago.
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121 M O D U L E I I I This module presents topics associated with the execution of leadership. Objectives • Determine strategic planning process.
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122 Airport Leadership Development Program Introduction This module is focused on executing leadership. It is strategic in nature rather than skill-based and tactical.
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Leadership Execution 123 Figure 10 illustrates steps in the strategic planning process, as described in ACRP Report 20. Following these steps will help identify an organization's vision and road map for further strategic planning.
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124 Airport Leadership Development Program components associated with aviation safety and security. Any strategic execution that affects information technology should be included in any environmental scan by considering the following: • Investment in technology, use of current technology -- modules to expand, skills to expand.
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Leadership Execution 125 Other components of an environmental scan may include: General Business Risk • Security risks heightened since September 11th, 2001 (9/11) , unemployment rates, increasing costs for employing staff (benefits and so forth)
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126 Airport Leadership Development Program Goal Setting The goal setting process begins at the strategic planning level but goes beyond the strategic plan to cover every individual within the organization. Goals must be aligned from the top down and then be validated from the bottom up.
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Leadership Execution 127 (High-level projects focused on new developments; management focused on balancing a decrease in exceptions with increase in core services.)
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128 Airport Leadership Development Program Culture Scenarios Activity #1. Consider the following story: Pike Syndrome A number of Northern Pike were placed in one half of a large table aquarium with numerous minnows swimming freely and visibly in the other half of the glass-divided tank.
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Leadership Execution 129 Culture Scenarios Activity #3. Consider the following story: Bucket of Crabs Any fisherman will tell you that a bucket full of crabs doesn't need a lid -- they simply won't escape.
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130 Airport Leadership Development Program tionary period of the hiring process to their advantage. Good leaders stay close to new hires to monitor behavior, scan the environment, and ensure that the new hire is a good culture and organization fit.
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Leadership Execution 131 There are four common methods of providing feedback to employees within an organization: • Silence • Criticism • Coaching • Reinforcement Table 10 summarizes the definitions, purpose, and impact of each feedback method. When providing feedback to employees as individuals or teams, it is important to be guided by the following suggestions: • Be specific when referring to behavior.
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132 Airport Leadership Development Program Team Building Part of a leader's role in embedding culture in the organization is to develop high performing teams. High performing teams create environments that ensure the team is a place where individuals can renew their commitment and participation in a shared vision, where they can be honest about reality, and where they can be authentic persons and professionals.
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Leadership Execution 133 The costs of failure to achieve a high performance team are great: wasted energy; lack of focus, effectiveness, and efficiency; and an environment that is not conducive to a pleasurable workplace. Activity: Team Assessment.
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134 Airport Leadership Development Program great deal of time for managers and supervisors. It also allows employees to take a stronger role in their jobs, which usually means more fulfillment and motivation as well.
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Leadership Execution 135 unmanaged technology advancements, meetings have taken on a life of their own. They are the greatest time consumer of many elements of organizations, particularly in the administrative components of airports.
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136 Airport Leadership Development Program Figure 13 illustrates a structure of setting a meeting agenda that considers the styles and structures for effective meetings as described previously. Topic: Relationship Building Relationship building is a critical skill for today's leader.
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Leadership Execution 137 In the airport environment, there are key external and internal groups that leadership needs to have an excellent relationship with. Externally, the organizations and individuals include: • The FAA, • The Transportation Security Administration (TSA)
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138 Airport Leadership Development Program Trust is the foundation of any relationship and is critical to any organization and effective leader. Emerging leaders working up through the internal chain of command should seek opportunities to build external relationships at each level up the progression.
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Leadership Execution 139 The democratic style is characterized by collaborating -- responding to others and building on their contributions with those of the leader him/herself. It is considered to be a consensusbuilding style, designed to bring together the thoughts and actions of others through building a shared point of view.
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140 Airport Leadership Development Program disguised as other events in an organization and require a similar prioritization and response. Some other types of crises are: • A sudden change in leadership; • An employee death or major injury; • A sudden reduction in workforce due to layoffs, strikes, and so forth; • A loss of air service; and • Financial trouble.
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Leadership Execution 141 Show connection and authority: It is important for the leader to share his/her perspective and thoughts on the situation. This leads to the building of trust within the organization and offers the organization a sense as to how the leader will further handle the crisis.
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142 Airport Leadership Development Program During transitions, people must let go of what they knew, cope with the unknown, and then come to terms with what is new. While some transitions move more quickly and easily than others, each is significant.
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Leadership Execution 143 4. Know-it-all: Analysis paralysis.
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144 Airport Leadership Development Program This is not simply a matter of showing people poor operational statistics or talking about increased competition. Open an honest and convincing dialogue about what is happening in the organization.
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Leadership Execution 145 Step Three: Create a Vision for Change When leaders first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.
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146 Airport Leadership Development Program type of change) , you will want to have results that your staff can see.
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Leadership Execution 147 3. Previous success (or failures)
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148 Airport Leadership Development Program Culminating Assessment Center #2: To complete the topics covered in this curriculum, perform the following comprehensive leadership challenge activities. These are best practiced in a group environment, with facilitated discussion.
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149 Section 2 is an annotated collection of presentation slides that may be used to accompany the Program Facilitator Guide when the curriculum is offered in a group setting. These slides are also provided in Microsoft PowerPoint 2010 format on the CD-ROM that accompanies this document.
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150 Airport Leadership Development Program
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Suggested Program PowerPoint Slides and Notes 151 Overview and Key Points: As part of the ticket for admission to this course, participants may have been asked to participate in a 360° feedback analysis and would have received a 360° feedback report. This is the beginning of the process of self awareness and leadership concepts.
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152 Airport Leadership Development Program Overview and Key Points: Establish the objectives for this section of materials. Actions: Reveal slide Script: Let's take a look at the objectives for this module of the course.
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Suggested Program PowerPoint Slides and Notes 153 Overview and Key Points: Facilitate a brainstorm session to determine what the current individual and organization challenges are that are affecting the leaders in the session. Action: Reveal slide.
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154 Airport Leadership Development Program Overview and Key Points: Begin to collect ideas from the class to understand their current ORGANIZATION challenges. You will be able to reference these challenges throughout the course.
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Suggested Program PowerPoint Slides and Notes 155 Script: Now that we have your list of challenges, here are some that come up over and over. Let's compare what you said to what the consistent responses are.
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156 Airport Leadership Development Program What results do you want to achieve in the next year? What do you wish to be known for?
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Suggested Program PowerPoint Slides and Notes 157 Overview and Key Points: There are many different leadership styles, theories, approaches, attributes, and skills. Each participant has probably read many books, been to other classes, and learned about the 3 Ps, 5 Cs, 4 steps, etc.
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158 Airport Leadership Development Program Overview and Key Points: Introduce idea of leadership as a journey. Every opportunity we have to portray and display leadership is a step in the journey.
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Suggested Program PowerPoint Slides and Notes 159 Actions: Reveal and review slide. Script: As we go through the materials in this course, you will find that we keep this big picture in mind as we go into the specific fundamentals that are required for performing each phase.
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160 Airport Leadership Development Program Script: Many of us have moved into our current leadership position and have skipped some of the traditional passages we could have taken to get there. This is not a bad thing; however, it is a circumstance that we must acknowledge.
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Suggested Program PowerPoint Slides and Notes 161 Overview and Key Points: Review the 10 rules of followership. Followership may be a new concept to some participants even though they have probably been acting as followers.
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162 Airport Leadership Development Program Overview and Key Topics: Perform a brainstorm activity to keep participants engaged and monitor the learning process. Action: Reveal and review slide.
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Suggested Program PowerPoint Slides and Notes 163 Overview and Key Topics: As a commitment to action at completion of the course, participants need to have a personal development road map to reference. In summarizing what has been covered so far, also allow participants to draft a personal development road map to make a commitment to behavior change.
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164 Airport Leadership Development Program
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Suggested Program PowerPoint Slides and Notes 165 Overview and Key Topics: This module represents all of the fundamental skills that are the foundation of leadership. These skills may have already been learned by the participants depending on the career path they took to be in the role they are currently performing.
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166 Airport Leadership Development Program Overview and Key Topics: Communication is more than just a conversation with another person. There are many factors to consider when you are communicating that include choice of words, delivery type, and style of the receiver.
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Suggested Program PowerPoint Slides and Notes 167 Actions: Reveal and review slide. Reference participant guide for audience to fill in notes as you go through the material.
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168 Airport Leadership Development Program Overview and Key Topics: As e-mail and electronic communications have become the norm, we need to challenge the idea of our dependency on their use. Leaders should not use electronic communication as a leadership tool.
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Suggested Program PowerPoint Slides and Notes 169 Actions: Reveal slide. Refer to the Program Participant Workbook for the selfstyle analysis quiz.
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170 Airport Leadership Development Program Overview and Key Topics: Review the attributes of a relator. Actions: Reveal and read slide.
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Suggested Program PowerPoint Slides and Notes 171 Overview and Key Topics: Review the attributes of an analyzer. Actions: Reveal and read slide.
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172 Airport Leadership Development Program Now we have completed all four. Go back to the results of your quiz.
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Suggested Program PowerPoint Slides and Notes 173 Overview and Key Topics: Personal Differences Arise from different motivations, needs, beliefs, values, perceptions, interpretations, and expectations Diverse points of view Lack of unified culture around a common purpose Information Different sources of information provided or different interpretations of the same information acted upon Different Objectives Individuals and groups can have different or incompatible purposes, goals, and objectives Conflicting and contradictory priorities Lack of clear direction Environmental Factors Competition for organizational resources, economic impacts on environment Attempt to break cultural norms in order to make the organization better Actions: Solicit group discussion, then reveal and review slide Script: Why does conflict occur in your organization? (Allow participants to respond.)
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174 Airport Leadership Development Program Overview and Key Topics: Conflict is identified through behaviors and resolved by getting to the source. Reference the communication styles throughout this section to build on the previous knowledge.
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Suggested Program PowerPoint Slides and Notes 175 Overview and Key Topics: Resolution techniques build on the previous content and continue to provide ability to manage conflict. Action: Reveal and review slide.
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176 Airport Leadership Development Program Overview and Key Topics: Building on the previous discussions, unresolved conflict can turn into extreme behaviors. Actions: Reveal and review slide.
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Suggested Program PowerPoint Slides and Notes 177 Overview and Key Topics: Perform an assessment center. Use the materials in the facilitator guide to give groups an assessment to gauge learning so far in the course.
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178 Airport Leadership Development Program Overview and Key Topics: Critical thinking is the ability to analyze issues in a clear, consistent, and objective manner. Critical thinking is a foundation for negotiation and decision making.
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Suggested Program PowerPoint Slides and Notes 179 Overview and Key Topics: This slide contains activities to practice in order to become a better critical thinker. Try to map these concepts back to conflict resolution because there are many similarities.
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180 Airport Leadership Development Program Overview and Key Topics: In the continuation of building topics, decision making builds on communication styles, conflict techniques, and critical thinking in order to get to making a decision. Review the types of decisions, approaches for decisions, and roles for decision making.
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Suggested Program PowerPoint Slides and Notes 181 Overview and Key Topics: Pull all of the information about critical thinking and decision making together and focus on the key activities to incorporate into daily activities to change focus of behaviors. Actions: Reveal and review slide.
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182 Airport Leadership Development Program Overview and Key Topics: This table is a sample of a tool they can use when actually going through the decision-making process. It can be customized to the organization or the circumstances for the decision.
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Suggested Program PowerPoint Slides and Notes 183 Actions: Reveal slide. Script: Along with critical thinking, conflict resolution, and decision making, the ability to build a business case is a critical skill for a leader.
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184 Airport Leadership Development Program (such as customers, management, operations, research and development, service, sales, accounting, finance) to be knowledgeable about the project.
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Suggested Program PowerPoint Slides and Notes 185 The younger generation in the workforce would like IT to install chat technology so that they can ask questions of their colleagues in an instant messaging format. The airport's current system has the capability, but it needs to be turned on and maintained.
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186 Airport Leadership Development Program High level of commitment and persistence in seeking positive outcomes for each party involved. Being receptive to exploring underlying concerns and issues.
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Suggested Program PowerPoint Slides and Notes 187 Overview and Key Topics: The discussion of negotiation is built on all of the previous topics and has similarities to them all. Although we address it separately here, it is important that participants link all of these skills together because they will not apply them individually but will blend them in all situations.
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188 Airport Leadership Development Program Overview and Key Topics: Review these and any additional ideas that came from previous discussions. Skip any of these negotiation situations that may not be appropriate, or apply them directly to the level of your participants.
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Suggested Program PowerPoint Slides and Notes 189 begin in one month. It is the organization's position that contract negotiations will not result in benefits for represented employees that would be an overall greater benefit than non-represented employees.
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190 Airport Leadership Development Program
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Suggested Program PowerPoint Slides and Notes 191 Overview and Key Topics: Executing leadership follows the leadership journey using the fundamental skills in Part 1. Be sure all participants have been through Part 1 before moving into Part 2.
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192 Airport Leadership Development Program Overview and Key Topics: The topics in this module include strategic planning, developing culture, relationship building, strategy execution, and change management. It will be important to build on all of the fundamental skills and continue to refer to them as you move through this part of the course.
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Suggested Program PowerPoint Slides and Notes 193 Script: As we begin to talk about strategic planning, note that it is separate from strategy execution, which we will discuss later in the course. Sometimes organizations confuse or combine strategic planning with strategy execution and miss all of the activities that need to occur in the middle.
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194 Airport Leadership Development Program Overview and Key Points: Reference ACRP Report 20: Strategic Planning in the Airport Industry, available on the TRB website. Familiarize yourself with it as a resource for this section of materials.
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Suggested Program PowerPoint Slides and Notes 195 Overview and Key Topics: Reference the ACRP guidebook for the step by step of creating a strategic plan. Focus discussion on the role of the leader in the planning process.
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196 Airport Leadership Development Program Actions: Reveal and review the slide. Script: To keep your strategy realistic, you should quantify it as a part of the process.
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Suggested Program PowerPoint Slides and Notes 197 Market Globalization World economy, increasing concerns on global terrorism, oil prices, pandemic issues. Actions: Reveal and review slide.
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198 Airport Leadership Development Program Overview and Key Topics: A strategy map can be used to display the strategic plan. Strategic plans do not need to be pretty, colorful, long documents.
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Suggested Program PowerPoint Slides and Notes 199 Actions: Reveal and review slide. Script: The goal setting process begins at the strategic planning level but goes beyond the strategic plan to every individual within the organization.
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200 Airport Leadership Development Program Overview and Key Topics: Knowing the levels of maturity of your organization will also affect the level of performance that can be expected, and therefore the strategic plan should take this into account. Actions: Reveal and review slide.
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Suggested Program PowerPoint Slides and Notes 201 Overview and Key Topics: Reminder about the difference between leadership and management. Many times the actions are blended.
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202 Airport Leadership Development Program Script: I would like each of you to write a word or a phrase to describe your organization's current culture. (Capture on sticky notes and have them post to a chart paper or board.
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Suggested Program PowerPoint Slides and Notes 203 Overview and Key Points: Begin discussion about culture. Focus on the leadership styles that create the different types of culture.
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204 Airport Leadership Development Program Overview and Key Topics: This visual represents the fact that culture will eat strategy on any day. If you develop an amazing strategy and your culture does not accept, embrace, commit, and engage to perform it, your execution will fail.
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Suggested Program PowerPoint Slides and Notes 205 Actions: Reveal slides and refer class to the participant guide. Break class into groups.
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206 Airport Leadership Development Program See previous slide notes. Expected responses for discussion: Someone who ignores/encourages these behaviors.
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Suggested Program PowerPoint Slides and Notes 207 Overview and Key Topics: Wrapping up and summarizing the culture topic. Actions: Reveal and review slide.
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208 Airport Leadership Development Program Script: Let's talk about performance management. As a leader, it is your responsibility to steer and govern the limited resources in the organization.
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Suggested Program PowerPoint Slides and Notes 209 Reference to conflict resolution in Part 1 of this course. Feedback is directly correlated to conflict resolution!
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210 Airport Leadership Development Program Overview and Key Topics: High Performance Teams High performing teams create environments that ensure the team is a place where individuals can renew their commitment and participation in a shared vision, where they can be honest about reality, and where they can be authentic persons and professionals. In a high performing team: Every team member feels respected and valued.
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Suggested Program PowerPoint Slides and Notes 211 Overview and Key Topics: Five Dysfunctions of a Team The theory setting forth the reasons for team dysfunction is simple; however, the steps to overcome team dysfunctionality are difficult and require a level of discipline and persistence that few teams can meet. It is to be noted that the five dysfunctions of a team are not separate but are related; therefore, the dysfunctions cannot be dealt with in isolation.
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212 Airport Leadership Development Program Revisit discussions and decisions again and again. Encourage second-guessing among team members.
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Suggested Program PowerPoint Slides and Notes 213 Actions: Reveal and review slide. Reference to motivation quiz.
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214 Airport Leadership Development Program of success, employees become frustrated, skeptical, and even cynical about efforts in the organization.
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Suggested Program PowerPoint Slides and Notes 215 Overview and Key Topics: Review guidelines for meetings as well as establish rules of conduct for meetings. Actions: Reveal and review slide.
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216 Airport Leadership Development Program Overview and Key Topics: Recommend a meeting audit. Review the types of meetings the organization is having and suggest it take a mindful approach to audit and change the types and frequency of meetings.
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Suggested Program PowerPoint Slides and Notes 217 Agenda Items: Review previous meeting's action items Review accomplishments against plan or stated accomplishments from last meeting Present barriers to progress and recommended solutions Present and approve scope or priority changes Review and agree on action item assignment Agreement on communication to necessary audiences Result: Continued momentum of tasks, escalation and resolution of issues, communication of progress to necessary audiences Our next slide references a handout in your participant materials. Overview and Key Topics: Reference tool to take back and audit meetings to recommend changes.
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218 Airport Leadership Development Program Overview and Key Topics: Relationship building pulls together concepts from communication and conflict styles, conflict resolution, negotiation, and culture development and strategy. Use concepts from those sections to enhance the discussions in this section.
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Suggested Program PowerPoint Slides and Notes 219 Overview and Key Topics: Brief brainstorm activity to begin to identify with whom relationships need to be built. Actions: Reveal slide.
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220 Airport Leadership Development Program Overview and Key Topics: This graphic represents the levels of employees in the internal organization; the lowest level is the farthest from external relationships. The airport leader becomes the center point of the graphic and must balance the information coming in and going out.
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Suggested Program PowerPoint Slides and Notes 221 Overview and Key Topics: Power and influence are misunderstood and underused unless they are being misused. This section is focused on bringing positive understanding of the use of power so that leaders can gain better control over the power they assume.
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222 Airport Leadership Development Program Style: Engaged Skills: Motivating; identifying and addressing the desires of others Power of influence: Influencing; to affect the thoughts and actions of others through the distribution of information Follower response: Empowerment brings independent action What are the circumstances that might require us to use this style? (Allow participants to respond.)
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Suggested Program PowerPoint Slides and Notes 223 Overview and Key Topics: Crisis communication follows some simple steps. Actions: Reveal and review slide.
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224 Airport Leadership Development Program Step 5: Act as a secure base. Making and keeping commitments is one of the main functions of a leader and creates an environment of trust.
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Suggested Program PowerPoint Slides and Notes 225 Overview and Key Topics: Good leaders show their vision and then determine where their followers are. They go back and take them by the hand to move them toward the vision.
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226 Airport Leadership Development Program Overview and Key Points: This graphic will be repeated as we build on the concepts of change management. Reference other content of the course such as motivation, styles, and conflict resolution as you discuss change management.
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Suggested Program PowerPoint Slides and Notes 227 Overview and Key Points: Compare top five life change events to the workplace. Actions: Reveal and review slide Top five life change events: Job Move Marriage Divorce Health crisis or death Script: These are the top five change events that we go through in our personal lives.
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228 Airport Leadership Development Program Overview and Key Points: Connect to unresolved conflict from Part 1. Actions: Reveal and review slide.
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Suggested Program PowerPoint Slides and Notes 229 Overview and Key Points: Connect back to communication and conflict behaviors from Part 1 of this course. There are two models included in these notes.
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230 Airport Leadership Development Program other day-to-day communications within the company, so you need to communicate it frequently and powerfully and embed it within everything that you do. Don't just call special meetings to communicate your vision.
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Suggested Program PowerPoint Slides and Notes 231 of forces of change and determine your current level of tolerance for change. Place realistic value on change.
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232 Airport Leadership Development Program Overview and Key Topics: Link forces of change to faces of change and the change cycle. Bring all of the concepts together through discussions.
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Suggested Program PowerPoint Slides and Notes 233 Overview and Key Topics: Perform an assessment center. Use the materials in the facilitator guide to give groups an assessment to gauge learning so far in the course.
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234 Airport Leadership Development Program Script: Let's break into groups to perform a culminating assessment using all of the skills and knowledge we have learned. Each group will receive a scenario that might be typical of your environment.
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235 SECTION 3: PROGRAM PARTICIPANT WORKBOOK Introduction This participant workbook is a supplement to the curriculum materials found in the Program Facilitator Guide of the Airport Leadership Development Program. The workbook is intended to be used by participants as they progress through the material found in the curriculum.
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236 Airport Leadership Development Program 2 Leadership The process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task
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Program Participant Workbook 237 3 Leadership Concepts Self-Management Leadership styles• • • Leadership journey Personal development road map
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238 Airport Leadership Development Program 4 Self-Management Self awareness is preparation for growth. Self-management is the application of developmental opportunities for continuous improvement in your attitudes, abilities, skills, and knowledge.
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Program Participant Workbook 239 5 Challenges Individual Challenges Leadership Challenges Organizational Challenges
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240 Airport Leadership Development Program 6 Draft Your Leadership Brand Think about these questions as you begin to define your own brand. What results do you want to achieve in the next year?
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Program Participant Workbook 241 7 Leadership Styles Six Core Leadership Styles, with Skills Style Skills Directive Driving; marshalling resources and directing energy toward achieving a goal Engaged Motivating; identifying and addressing the desires of others Coaching Teaching; bringing others along a path of learning a new skill or domain Democratic Collaborating; responding to others and building on their contributions with your own Affiliative Empathizing; understanding the feelings and states of mind of others Expert Mastering; turning new knowledge into a domain of expertise
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242 Airport Leadership Developm ent Program 8 107 Leadership Journey STRATEGIC VISION STRATEGY EXECUTION COMMITMENT CULTURE MONITOR AND CORRECT
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Program Participant W orkbook 243 9 Leadership Passages Reference: The Leadership Pipeline by Ram Charan, Stephen Drotter, and James Neal
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244 Airport Leadership Developm ent Program 10 SUPERVISOR Description: Individual contributions are still part of the job description for a first-line manager, but they must be balanced with management of others. Responsibilities Skills to Develop Pitfalls/Signs of Incorrect Focus Leadership Motivate and coach.
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Program Participant W orkbook 245 11 MANAGER Description: Where the company's management foundation is constructed. Managers must become pure management, taking responsibility for managing existing tasks, projects, or cultures, but not leading cultural or strategic change.
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246 Airport Leadership Developm ent Program 12 DIRECTOR Description: Manage areas outside their own experiences; must penetrate two layers of management to communicate to individual contributors. Receive a significant level of autonomy within own division.
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Program Participant W orkbook 247 13 VICE PRESIDENT Description: Value the success of their own business. Receive a significant level of autonomy across functional areas.
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248 Airport Leadership Developm ent Program 14 CxO Description: This position values the success of other people's businesses. Responsibilities Skills to Develop Pitfalls/Signs of Incorrect Focus Leadership Evaluate strategy for capital allocation and deployment purposes.
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Program Participant W orkbook 249 15 CEO/PRESIDENT OF ORGANIZATION Description: Executive-level position. Focus changes to values rather than skills.
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250 Airport Leadership Development Program 16 Effective Followership Select a present or past manager and answer each question about your behavior using the following scale. 5 _____ 4 _____ 3 _____ 2 _____ 1 _____ I do this regularly I do not do this _____ 1.
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Program Participant Workbook 251 17 Key Attributes of Self-Managed Leaders Brainstorm Activity Reflections
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252 Airport Leadership Development Program 18 Personal Development Road Map Self Awareness Energy: Where do you get your energy? Vision: What is your personal mission?
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Program Participant Workbook 253 19 • • • • • Leadership Fundamentals Communication styles Conflict resolution Unresolved conflict Critical thinking Decision making
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254 Airport Leadership Development Program 20 Communication Eye contact Facial animation Gestures Stance Props Electronic Communication E-mail and texting are very common tools for communication and yet words alone provide only 7% of the meaning of a message. A good leader will determine when electronic communication is appropriate for the meaning of the message and choose alternative delivery methods when necessary.
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Program Participant Workbook 255 21 Self-Style Analysis Instructions: This is an informal survey designed to determine how you usually interact with others. This survey tries to provide a clear description of how you see yourself, so please be as candid as possible.
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256 Airport Leadership Development Program 22 11 A More likely to introduce self to others at social gatherings. P More likely to wait for others to introduce themselves at social gatherings.
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Program Participant W orkbook 257 23 Communication Self-Style Analysis Graph I E P A RELATOR SOCIALIZER ANALYZER DRIVER
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258 Airport Leadership Developm ent Program Behaviors:_______________________________ Motivators:______________________________ Conflict Style:________________________________ RELATOR Strength:________________________________ Weakness:_______________________________ Effective:________________________________ I N D I R E C T Comparing the Characteristics of Four Different Communication Styles PEOPLE D I R E C T Behaviors:_______________________________ Motivators:______________________________ Conflict Style:________________________________ SOCIALIZER Strength:________________________________ Weakness:_______________________________ Effective:________________________________ Behaviors:_______________________________ Motivators:______________________________ Conflict Style:________________________________ ANALYZER Strength:________________________________ Weakness:_______________________________ Effective:________________________________ Behaviors:_______________________________ Motivators:______________________________ Conflict Style:________________________________ DRIVER Strength:________________________________ Weakness:_______________________________ Effective:________________________________ TASK
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Program Participant Workbook 259 Communication Tips FACTORS SOCIALIZER DRIVER RELATOR ANALYTICAL How to recognize: They get excited. They like their own way; decisive and strong viewpoints.
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260 Airport Leadership Development Program 27 Conflict Resolution There are two types of conflict: constructive and destructive. Constructive: provides differing points of view to help group achieve a higher understanding and a better outcome.
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Program Participant Workbook 261 28 Communication and Conflict Resolution Assessment Center What is the communication issue? What is the conflict?
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262 Airport Leadership Development Program 29 Critical Thinking Evaluate your critical thinking skills: Do you look for multiple ways to define problems? YES NO Do you look for more than one option or solution?
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Program Participant Workbook 263 30 Decision Making Making good decisions takes an investment of time to collect data and include the right people in the process. Too often decisions are made quickly without the necessary perspectives or a logical approach, or decision making takes too long and too many opinions are included in the process, which complicates the solutions.
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264 Airport Leadership Development Program 31 Decision Making with Consensus 1. Decide what we are trying to accomplish (ask yourself "why?
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Program Participant W orkbook 265 32 Consensus Worksheet Program/Project Weight 1–3 Perspective A Perspective B Agreement Comments Statutory impacts Safety Security Environmental Legal Strategic priority alignment Business driver Impact on human capital Impact on facilities or processes, including internal technology needs Financial benefit Generated revenue Estimated savings Sustainability Funding requirements Initial Ongoing maintenance Preservation/replacement Risk Customer or community impact Pros Cons Social responsibility Public image/perception
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266 Airport Leadership Development Program 33 Risk-Based Decision Making Cost/benefit involved in the outcome of the decision is included in the analysis. Possible scenarios are determined and impact and likelihood of each scenario are calculated to assist in the decision-making process.
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Program Participant Workbook 267 34 Decision-Making Question Model Where did the issue arise? Where does it have an impact?
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268 Airport Leadership Developm ent Program 35 Decision-Making Table Issues/Problem/Decision Statement: Solutions Likelihood Impact-Cost Impact-Benefit StakeholderSupport Stakeholder Resistance
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Program Participant Workbook 269 36 Business Case Assessment Worksheet Why is the project needed? (issues and opportunities)
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270 Airport Leadership Development Program 37 Negotiation 1. A negotiation strategy is one in which each party attempts to reach agreement with other parties while relinquishing as little as possible of what is important.
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Program Participant Workbook 271 38 Negotiation Assessment Center Activity
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272 Airport Leadership Development Program 39 Executing Leadership Strategic planning Developing culture Relationship building Strategy execution Change management • • • • •
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Program Participant Workbook 273 40 Strategic Planning Today's business challenges are complex. The world is changing at an faster pace than in the past.
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274 Airport Leadership Developm ent Program 41 Environmental Scan Portfolio of Business Market Globalization General Business Risk Industry Consolidation Industry Convergence Market Competition Information Technology Human Capital Capital Funding Regulatory Environment Innovative Models
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Program Participant Workbook 275 Environmental Scan Information Technology: Investment in technology, use of current technology- modules to expand, skills to expand Automate processes that are documented and validated Determine current level of tech savvy in organization Human Capital Aging workforce: Generation X is the smallest generation; must get our younger generations ready to take on leadership roles sooner. Do you have the pipeline for the human capital you need?
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276 Airport Leadership Development Program 43 Market Globalization World economy, increasing concerns on global terrorism, oil prices, pandemic issues. Organization SWOT STRENGTHS Internal attributes helpful to achieving goals and adding value to organization WEAKNESSES Internal attributes that detract from the ability to be successful and assist others in being successful OPPORTUNITIES External conditions helpful to achieving goals and increasing value THREATS External conditions damaging to ability to be successful
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Program Participant W orkbook 277 EXTERNAL SWOT Analysis Template INTERNAL Criteria Examples Advantages of proposition Capabilities Competitive advantages Resources, assets, people Experience, knowledge, data Financial opportunities Marketing: reach, awareness Innovative aspects Location and geography Price, value, quality Accreditations, qualifications, certifications Processes, systems, IT, communications Culture, attitude, and behavior Management cover, succession Philosophy and values Strengths Weaknesses Criteria Examples Disadvantages of proposition Gaps in capabilities Lack of competitive strength Reputation, presence, and reach Financials Own known vulnerabilities Timescales, deadlines, and pressures Cash flow, start-up cash drain Continuity, supply-chain robustness Effects on core activities, distraction Reliability of data, plan predictability Morale, commitment, leadership Accreditations, etc. Processes and systems, etc.
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278 Airport Leadership Developm ent Program 45 Strategy Map VISION MISSION GOALS Realistic, measurable goal 1 Realistic, measurable goal 2 Realistic, measurable goal 3 VALUES
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Program Participant W orkbook 279 46 Jaws of Culture Strategic Goals and Initiatives Many In Bureaucracy Turf Issues Stress Hierarchical Cultural Barriers Lack of: Trust Teamwork Clarity of Goals Coaching Few Out Low Results Adapted from Senn Delaney
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280 Airport Leadership Development Program 47 Culture Pike Syndrome A number of Northern Pike were placed in one half of a large table aquarium with numerous minnows swimming freely and visibly in the other half of the glass-divided tank. As the pike became hungrier, they made many unsuccessful attempts to obtain the minnows but only succeeded in battering their snouts against the glass divider.
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Program Participant W orkbook 281 48 Culture and Performance Strategic Goals and Initiatives Adapted from Senn Delaney
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282 Airport Leadership Development Program 49 Nine-Box Performance Management Definitions Pe rfo rm an ce CRITICAL DECISION Seasoned professional. Consistently superior performer who is content expert but not likely to be promoted to the next level.
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Program Participant Workbook 283 50 Feedback Sessions TYPE DEFINITION PURPOSE IMPACT Silence No response provided Maintain status quo • Decreases confidence • Reduces performance • Produces paranoia • Creates surprises during performance reviews Criticism Identifies undesirable behaviors Stop undesirable behaviors • Generates excuses/blame • Decreases confidence • Leads to avoidance or escape • Can eliminate related behaviors • Hurts relationships Coach Identifies results or behaviors desired and specifies how to incorporate them Shape or change behaviors or results to increase performance • Improves confidence • Strengthens relationships • Increases performance Reinforcement Identifies results or behaviors that were desired, up to or exceeding standards Increase desired performance or results • Boosts confidence • Heightens self-esteem • Increases performance • Enhances motivation
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284 Airport Leadership Development Program 51 Team Building High Performance Teams High performing teams create environments that ensure the team is a place where individuals can renew their commitment and participation in a shared vision, where they can be honest about reality, and where they can be authentic persons and professionals. In a high performing team: • Every team member feels respected and valued; • All team members have the opportunity to fully share their thoughts, feelings, and ideas; • The team uses the talents of each member; and • The team excels beyond individual talents.
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Program Participant Workbook 285 52 Do you know what motivates your employees? Please rank the following 10 rewards in terms of motivational value to your employees.
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286 Airport Leadership Development Program 53 Meeting Types Meeting Guidelines Establish purpose and goals Set agenda Determine attendees Send agenda and supporting material before meeting for review Stay on topic Stay on time Recap action items and assign ownership with deadlines Meeting Structures Meetings Time Required Purpose/Format Keys to Success Daily check in 5–10 min Share daily schedules and activities • Don't sit down • Focus on administrative • Don't cancel Weekly tactical 45–90 min Review weekly activities and metrics Resolve tactical obstacles and issues • Don't set agenda until after initial reporting • Postpone strategic discussions Monthly strategic 2–4 hours Discuss, analyze, brainstorm, and decide upon critical issues affecting long-term success • Limit to one or two topics • Prepare and do research • Engage in good conflict Quarterly off site 1–2 days Review strategy, competitive landscape, industry trends, key personnel, and team development • Get out of office • Focus on work • Don't over structure schedule
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Program Participant Workbook 287 54 Sample Meeting Agenda Purpose/Objectives: Facilitator: Location: Time and Date: Click here to enter a date. Required Participants Optional Participants Topic Discussion, Responsibilities, Decisions, and Action Define Scope and Goals Strategic business plan alignment Business drivers Deadlines Risk identification, Financial parameters Technology impacts Human capital impacts Dependencies Non-negotiables Determine Team Sponsor – Provides guidance, removes barriers, influences others.
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288 Airport Leadership Development Program 55 Ask Critical Questions and Listen – Brainstorming Identify Options People, process and technology, finance, and customer and community. Cost versus benefit Short- and long-term value Tangible and intangible value Non-negotiables Critical path .
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Program Participant W orkbook 289 56 EXTERNAL INTERNAL Airport Leader Relationship Building: Jaws of Culture
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290 Airport Leadership Developm ent Program 57 Power of Influence Leadership Power and Follower Response Style Skills Power of Influence Follower Response Directive Driving; marshalling resources and directing energy toward achieving a goal Dominating; to control the thoughts and actions of others Obedience brings compliance Engaged Motivating; identifying and addressing the desires of others Influencing; to affect the thoughts and actions of others through the distributions of information Empowerment brings independent action Coaching Teaching; bringing others along a path of learning a new skill or domain Counseling; to affect the thoughts and actions of others through the exchange of questions and information Receptiveness brings openness Democratic Collaborating; responding to others and building on their contributions with your own Consensus building; to bring together the thoughts and actions of others through building a shared point of view Equality brings agreement Affiliative Empathizing; understanding the feelings and states of mind of others Supporting; to affect the thoughts and actions of others through understanding and working together with their goals and beliefs Team orientation brings teamwork Expert Mastering; turning new knowledge into a domain of expertise Demanding; to affect the thoughts and actions of others through setting clear expectations based on mastery of a task Autonomy brings self-direction
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Program Participant W orkbook 291 58 Summary of Leadership Styles and Power Style Associated Use of Power Leadership Skill Used Follower's Response Relationship Established Directive Dominating Driving Obedience Dependent Engaged Influencing Motivating Empowerment Interdependent Coaching Counseling Teaching Receptiveness Interdependent Democratic Consensus building Collaborating Equality Interdependent or independent Affiliative Supporting Empathizing Team orientation Interdependent Expert Demanding Mastering Autonomy Independent
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292 Airport Leadership Development Program 59 Crisis Communication Six Steps for Communicating in a Crisis 1. Offer certainty.
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Program Participant Workbook 293 60 Strategy Execution Strategy execution occurs when the strategic plan is aligned to resources within the organization. Every goal developed should have a strategic owner assigned for accountability and responsibility for completion.
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294 Airport Leadership Development Program 61 Change Management Change Events Top Five Life-Change Events: 1.
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Program Participant Workbook 295 62 Kotter's Eight-Step Change Model Leadership Journey STRATEGIC VISION STRATEGY EXECUTION COMMITMENT CULTURE MONITOR AND CORRECT
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296 Airport Leadership Development Program 63 Change Management Create urgency Form a powerful coalition Create a vision for change Communicate the vision Remove obstacles Create short-term wins Build on the change Anchor the changes in corporate culture
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Program Participant Workbook 297 64 Forces of Change • Current level of discomfort • Attractiveness of vision of future • Previous success with change • Peer group support Faces of Change When someone is stuck in a phase in the cycle of change in the eight-step model, it is due to the increasing pressure of one of the four forces and the behavior can turn negative. Passive resistor Agrees change needs to happen but takes no action.
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298 Airport Leadership Development Program 65 Culminating Assessment Center Activity
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Program Participant Workbook 299 66 Organizational Development Roadmap Strategic Vision, Mission of the Organization, and Current State of Business Culture Definition, Culture Development Relationships: External, Internal Strategy Execution Change Management
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300 Airport Leadership Development Program 67 EVALUATION Thank you for attending the Airport Leadership Development course. To help us determine if the program met your expectations, please take this short survey.
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301 S e c t i o n 4 360-Degree Feedback Facilitator Guide and Materials
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302 Airport Leadership Development Program SECTION 4: 360-DEGREE FEEDBACK FACILITATOR GUIDE AND MATERIALS Introduction This guide provides an overview of the 360-degree leadership feedback survey, instructions to deliver and administer the survey using online tools, and suggestions for the delivery of feedback to the individual. Overview The 360-degree leadership feedback survey is designed to help individuals collect performance feedback from themselves and those who work around them, including supervisors, internal peers, external peers, and direct reports.
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360-Degree Feedback Facilitator Guide and Materials 303 Survey Administration Delivery Options All data should be collected anonymously and the feedback provided in summary form. Only the facilitator and survey administrator will have access to the raw data.
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304 Airport Leadership Development Program Superior: any individual who is in a supervisory role. External peer: individuals who are external to the organization and that work closely with the participant; at a similar level of authority.
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360-Degree Feedback Facilitator Guide and Materials 305 surveys we receive for you since we are looking for a robust collection of data to make the surveys valid. Please choose participants wisely, both for the ability to complete the survey in a timely manner and for the ability to provide a constructive view of your leadership skills.
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306 Airport Leadership Development Program Survey Report Generation A report template is included in these program materials. You may choose to use the report template to consolidate responses, or you may choose to use a report function from the online tool you selected to deliver the survey.
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Key Terms
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