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Leadership Presentation

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Tim Parker
Tim Parker

The document discusses employee engagement and the role of facility management leadership. It defines engagement as an employee's attitude toward their employer and explores characteristics of effective leaders. The presenter has experience in the military, engineering firms, state government, and corporate facilities management, and discusses putting leadership skills like vision, ethics, and recognition to work in facility management roles.

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IFMA Corporate Facilities Council Leadership: Employee Engagement and the Role of Facility Management
Learning Objectives Understand: Define Leadership Explore Characteristics of Effective Leaders Explore Characteristics of Effective Leadership
Agenda: What is Engagement What is Leadership Putting it to Work
Education: Tim Parker Doctoral Candidate, Business Administration (DBA) Organizational Leadership ( Northcentral University, expected 2012 ) MS, Business Administration (Boston University) BS, Electrical Engineering (Virginia Military Institute)
Training: Quality Improvement Training (TQM) Baldrige Criteria Training Management of Environmental, Health and Safety Certificate (NC State University) Energy Management Diploma (NC State University)
Experience: United States Air Force 24 Years, Retired Lt Col Command of Air Base Support (1200 Staff) Engineering Organizations International Organizations (NATO, UN) Special Assignments US/USSR Arms Reduction Treaty Deputy Program Manager
Leadership for FM
Experience: Engineering Firm (Program Director) State Government (Director) Research and Development Non-profit (Director) Global Corporate Services Company
Experience: IFMA World Workplace International Conferences, 2006, 2007, 2009 NC American Society of Civil Engineers (ASCE)
Special Awards: US Secretary of Defense Superior Program Management Award, 1989 Intermediate-range Nuclear Forces (INF) Treaty, On-site Technical Inspection Utility Saving Initiative Energy Award North Carolina Governors Award for 2004 (2005, 2006)
Understanding Employee Engagement What is it? Employee attitude towards employer Drives organizational commitment Drives job satisfaction
Understanding Employee Engagement What is the impact/effect? Voluntary discretionary effort Level of Resistance Absenteeism and Turnover
Understanding Employee Engagement What Affects Employee Engagement? Level of Expressed Care Dependent on Unwritten Mental Contract Expectations Meeting Promises Influence from value groups
Understanding Employee Engagement What is Your Part as Facility Manager Facilities and Services Know Your Audience Multiple Generations of Workers Therefore Different Expectations Realize You are Extension of Management Leadership Top Factor in Engagement No Single Way to Lead
Understanding Leadership How do you know you have it if you dont know what it is? Definitions? Influence (John Maxwell) Obtaining Followers (Peter Drucker) Power
Understanding Leadership You have achieved excellence as a leader when people will follow you everywhere if only out of curiosity Colin Powell If you have to tell them you are a lady, you probably arent Margaret Thatcher
Understanding Leadership The very essence of all power to influence lies in getting the other person to participate Harry A. Overstreet The art of getting someone else to do something you want done because he wants to do it Dwight D. Eisenhower
Performance = f ( A X M X O ) A = Ability M = Motivation O = Opportunity Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it. - Lou Holtz
Understanding Leadership Schools of Thought Transactional vs Transformational Charismatic, Born Leader Traits Contingency Theory, X or Y Knowledge Workers vs Skilled Labor
Leadership Framework IQ or EQ (Emotional/Social Intelligence) - Awareness of Self Behavior Awareness of Impact on Others (Social) Positive Social Environment Mood Influences Effectiveness (Primal Leadership Goleman, Boyatis, McKee)
Leadership Framework IQ or EQ (Emotional/Social Intelligence) - Contribution 80-90 % of Competencies of Outstanding Leaders vs Average Self Mgmt Skills 78% More Incremental Profit Social Skills 110% More Both 390% More (Primal Leadership Goleman, Boyatis, McKee)
Leadership Framework Styles - Democratic + Affiliative + Coaching ++ Visionary ++ Pacesetter ? Command ? (Primal Leadership Goleman, Boyatis, McKee)
Leadership for FM
Putting it to Work Clarity is Key (Whats the Vision) Ethics Build Organizational Capacity Train, Coach, Mentor, Invest Tools Openness/Transparent Trust & Integrity
Putting it to Work Delegate Well (Like Project Management) Empowerment? Spend Time with Staff (top 20%) Set the Example Work-family Balance, Education, Fitness, etc Sense of Urgency (vs Panic or Activity) Manage Time (Urgent/Important)
Putting it to Work Too Much Value Winning Too Much Negativity (Okay but, no, however, etc) Withhold Information Too much me (What Got You Here Wont Get You There - Marshall Goldsmith, Mark Reiter)
Putting it to Work Recognize Achievement (Theirs) Give Credit Away In Group, Out Group Listen Appreciation (For Everyday Activities) (What Got You Here Wont Get You There - Marshall Goldsmith, Mark Reiter)
Putting it to Work Goal Fixation (What Got You Here Wont Get You There - Marshall Goldsmith, Mark Reiter)
Leadership for FM
Benefits and Value Increased Organizational Commitment More Productive Teams Talented Leadership Increased Collaboration Increased Project Management Skills Effective Use of Technical and Professional Talent
Leadership for FM Understand Leadership Styles: Emotional/Social Intelligence. Practical Stuff
Leadership for Engineers - Experience United States Air Force
Leadership for FM Tim Parker [email_address] www.linkedin.com/in/timparker75

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Leadership Presentation

  • 1. IFMA Corporate Facilities Council Leadership: Employee Engagement and the Role of Facility Management
  • 2. Learning Objectives Understand: Define Leadership Explore Characteristics of Effective Leaders Explore Characteristics of Effective Leadership
  • 3. Agenda: What is Engagement What is Leadership Putting it to Work
  • 4. Education: Tim Parker Doctoral Candidate, Business Administration (DBA) Organizational Leadership ( Northcentral University, expected 2012 ) MS, Business Administration (Boston University) BS, Electrical Engineering (Virginia Military Institute)
  • 5. Training: Quality Improvement Training (TQM) Baldrige Criteria Training Management of Environmental, Health and Safety Certificate (NC State University) Energy Management Diploma (NC State University)
  • 6. Experience: United States Air Force 24 Years, Retired Lt Col Command of Air Base Support (1200 Staff) Engineering Organizations International Organizations (NATO, UN) Special Assignments US/USSR Arms Reduction Treaty Deputy Program Manager
  • 8. Experience: Engineering Firm (Program Director) State Government (Director) Research and Development Non-profit (Director) Global Corporate Services Company
  • 9. Experience: IFMA World Workplace International Conferences, 2006, 2007, 2009 NC American Society of Civil Engineers (ASCE)
  • 10. Special Awards: US Secretary of Defense Superior Program Management Award, 1989 Intermediate-range Nuclear Forces (INF) Treaty, On-site Technical Inspection Utility Saving Initiative Energy Award North Carolina Governors Award for 2004 (2005, 2006)
  • 11. Understanding Employee Engagement What is it? Employee attitude towards employer Drives organizational commitment Drives job satisfaction
  • 12. Understanding Employee Engagement What is the impact/effect? Voluntary discretionary effort Level of Resistance Absenteeism and Turnover
  • 13. Understanding Employee Engagement What Affects Employee Engagement? Level of Expressed Care Dependent on Unwritten Mental Contract Expectations Meeting Promises Influence from value groups
  • 14. Understanding Employee Engagement What is Your Part as Facility Manager Facilities and Services Know Your Audience Multiple Generations of Workers Therefore Different Expectations Realize You are Extension of Management Leadership Top Factor in Engagement No Single Way to Lead
  • 15. Understanding Leadership How do you know you have it if you dont know what it is? Definitions? Influence (John Maxwell) Obtaining Followers (Peter Drucker) Power
  • 16. Understanding Leadership You have achieved excellence as a leader when people will follow you everywhere if only out of curiosity Colin Powell If you have to tell them you are a lady, you probably arent Margaret Thatcher
  • 17. Understanding Leadership The very essence of all power to influence lies in getting the other person to participate Harry A. Overstreet The art of getting someone else to do something you want done because he wants to do it Dwight D. Eisenhower
  • 18. Performance = f ( A X M X O ) A = Ability M = Motivation O = Opportunity Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it. - Lou Holtz
  • 19. Understanding Leadership Schools of Thought Transactional vs Transformational Charismatic, Born Leader Traits Contingency Theory, X or Y Knowledge Workers vs Skilled Labor
  • 20. Leadership Framework IQ or EQ (Emotional/Social Intelligence) - Awareness of Self Behavior Awareness of Impact on Others (Social) Positive Social Environment Mood Influences Effectiveness (Primal Leadership Goleman, Boyatis, McKee)
  • 21. Leadership Framework IQ or EQ (Emotional/Social Intelligence) - Contribution 80-90 % of Competencies of Outstanding Leaders vs Average Self Mgmt Skills 78% More Incremental Profit Social Skills 110% More Both 390% More (Primal Leadership Goleman, Boyatis, McKee)
  • 22. Leadership Framework Styles - Democratic + Affiliative + Coaching ++ Visionary ++ Pacesetter ? Command ? (Primal Leadership Goleman, Boyatis, McKee)
  • 24. Putting it to Work Clarity is Key (Whats the Vision) Ethics Build Organizational Capacity Train, Coach, Mentor, Invest Tools Openness/Transparent Trust & Integrity
  • 25. Putting it to Work Delegate Well (Like Project Management) Empowerment? Spend Time with Staff (top 20%) Set the Example Work-family Balance, Education, Fitness, etc Sense of Urgency (vs Panic or Activity) Manage Time (Urgent/Important)
  • 26. Putting it to Work Too Much Value Winning Too Much Negativity (Okay but, no, however, etc) Withhold Information Too much me (What Got You Here Wont Get You There - Marshall Goldsmith, Mark Reiter)
  • 27. Putting it to Work Recognize Achievement (Theirs) Give Credit Away In Group, Out Group Listen Appreciation (For Everyday Activities) (What Got You Here Wont Get You There - Marshall Goldsmith, Mark Reiter)
  • 28. Putting it to Work Goal Fixation (What Got You Here Wont Get You There - Marshall Goldsmith, Mark Reiter)
  • 30. Benefits and Value Increased Organizational Commitment More Productive Teams Talented Leadership Increased Collaboration Increased Project Management Skills Effective Use of Technical and Professional Talent
  • 31. Leadership for FM Understand Leadership Styles: Emotional/Social Intelligence. Practical Stuff
  • 32. Leadership for Engineers - Experience United States Air Force
  • 33. Leadership for FM Tim Parker [email_address] www.linkedin.com/in/timparker75