Foundations in leadership: Getting back to the basics

2024 Leadership Workshop Series

Organized by: Tasha Snow and Elisa McGhee

Supported by PSECCO

https://bit.ly/3Ifk7G2

Introductions

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• Tasha Snow

— Glaciology/oceanography/open science Research Associate, Colorado School of Mines

— Former US Naval Surface Warfare Officer

• Elisa McGhee
• Seismology & Geophysics PhD Student, �Colorado State University
• Former US Air Force C-130 Pilot &�Mission Commander�

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Who is the leader and who is the boss?

Share one feeling in the chat that each image evokes.

Who is the leader and who is the boss?

Captain #1

Different types of leadership lead to different performance outcomes

USS Doyle

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Captain #2

Different types of leadership lead to different performance outcomes

USS Doyle

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Leadership 101: Mapping out our

journey today

Defining leadership

• Importance of leadership
• Indicators of leadership quality
• Role of emotional intelligence
• Leadership styles

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Team building

• Norm-setting
• Inclusive leadership

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Why is good leadership important:

In academia?

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Why is good leadership important:

In academia?

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Outside academia?

Importance of leadership

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• Introduce yourself!
• What’s your name and interest in leadership?
• Repeat the previous person’s name and interest in leadership.

Who are you?

Are leaders born or made?

Leaders have developed through life experiences:�

• a guiding vision
• passion that provides hope and inspires others
• maturity and self-knowledge
• curiosity
• willingness to take responsibility
• courage to do what’s right

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“Developing character and vision is the way leaders invent themselves.”

- Warren Bennis

Opportunities�

Recall & use techniques

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Confidence

Observe & note�

Chose techniques

Re-train from feedback

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Reflect

Request it

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Listen

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Grace

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Let’s think about leaders you know...

On Miro, use a sticky note to post:

• 1 strong leadership traits to yellow notes, and
• 1 destructive leadership trait to a red note.

Leader vs. Manager

Indicators of leadership quality

Morale:

• Happy and smiling
• Eye contact
• Positive terminology
• Actively stops gossip

�Productive

• Successful
• Interested in improvement

OR

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Bathroom break

__:53

Notes:

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13 Feb run-through timing:

Slide 17-57�20:00 min

Daniel Goleman, Primal Leadership

No such thing as good leadership without the soft skills

Daniel Goleman, Primal Leadership

Emotional intelligence enhances leadership

Cognitive

Relatively high IQ required, but very little variability of IQ among leaders

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Emotional intelligence (EI)

Highest variability among leaders

80-90% of the competencies that distinguish between average and stellar leaders

Daniel Goleman, Primal Leadership

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EI includes personal and social competencies

Personal Competence

Self-awareness

Self-management

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Social Competence

Social awareness

Relationship management

Daniel Goleman, Primal Leadership

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EI includes personal and social competencies

Personal Competence

Self-awareness

• Ability to read one’s emotions and recognize their impact
• Accurate self-assessment of one’s strengths and limits
• Self-confidence

Daniel Goleman, Primal Leadership

ChatGPT

EI includes personal and social competencies

Personal Competence

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Self-management

• Emotional self-control
• Transparency
• Adaptability
• Initiative
• Achievement
• Optimism

Daniel Goleman, Primal Leadership

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EI includes personal and social competencies

Social Competence

Social awareness

• Supported by empathy
• Organizational awareness to discern the relationships and politics of the organization
• Meets the needs of those connected to the organization

Notes:

social awareness: supported by empathy; organizational awareness that enables you to discern the relationships and politics of the organization, and service that meets the needs of those connected to the organization

Relationship management – motivates by inspiring, influence that allows for persuasion, developing others through feedback and guidance, change catalyst, conflict management, building bonds that cultivate and maintain relationships, and teamwork and collaboration that support cooperation and team building

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Daniel Goleman, Primal Leadership

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EI includes personal and social competencies

Social Competence

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Relationship management

• Motivates by inspiring
• Uses influence to persuade
• Develops others through feedback and guidance
• Change catalyst
• Conflict management
• Build bonds that cultivate and maintain relationships
• Teamwork and collaboration

Notes:

social awareness: supported by empathy; organizational awareness that enables you to discern the relationships and politics of the organization, and service that meets the needs of those connected to the organization

Relationship management – motivates by inspiring, influence that allows for persuasion, developing others through feedback and guidance, change catalyst, conflict management, building bonds that cultivate and maintain relationships, and teamwork and collaboration that support cooperation and team building

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Daniel Goleman, Primal Leadership

Certain intelligences drive more success

• Self-management competencies - 78% increase in profit/productivity
• Social skills - 110%
• Self-awareness competencies - 390%

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Personal Competence

Self-awareness, Self-management

Social Competence

Social awareness, Rel. management

Daniel Goleman, Primal Leadership

ChatGPT

Certain intelligences drive more success

• Self-management competencies - 78% increase in profit/productivity
• Social skills - 110%
• Self-awareness competencies - 390%

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Analytic reasoning abilities - 50% increase

Personal Competence

Self-awareness, Self-management

Social Competence

Social awareness, Rel. management

Daniel Goleman, Primal Leadership

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3 leadership styles

Autocratic/

Authoritarian

Democratic

Laissez-faire

Autocratic/

Authoritarian

• Provide clear expectations for what, when, and how a task should be done
• Focused on both command by the leader and control of the followers
• Clear division between the leader and members
• Make decisions independently with little or no input from the rest of the group

Advantages

Disadvantages

Autocratic/

Authoritarian

Advantages

• Create firm deadlines with clear set of expectations
• Can quickly decide upon and implement decisions without having to gain the support of the rest of the team
• Due to not delegating, cuts down on confusions when directives going through multiple layers of management
• Better trained and more productive subordinates because able to supervise team directly

Autocratic/

Authoritarian

Disadvantages

• Have only own ideas and experience to draw upon
• Creative input that could be offered by other members of the team will likely go unspoken
• Team feelings of resentment due to feeling unrecognized and unheard
• More likely to micromanage – negative effects on productivity, health, morale, trust, teamwork, turnover
• Can cause a hostile or low-moral work environment

Democratic

Advantages

Disadvantages

• Every member shares the freedoms and responsibilities of leadership
• ‘Leader’ acts as spokesperson/facilitator, ensuring that decisions reached by a consensus are carried out
• Encourage free exchange of ideas throughout a group
• All members have equally valued voices
• Rely on group participation
• Put high value in the expertise each member brings to the table

Democratic

Advantages

• Capitalizes on the creativity of entire group
• Difficult issues are more easily addressed, better solutions are more likely to be found
• Reduced internal communication gap that often develops between employees and management
• Team unity generally grows
• Improved work environment and reduced employee turnover

Democratic

Disadvantages

• Deliberation is a luxury
• When decisions need to be made quickly during impending deadlines or emergencies, subordinates may be unable to adapt and function under the stress
• May lead to responsibilities being unclear, creating stumbling blocks when not together as a team
• Harder to identify members who aren’t fulfilling their own responsibilities

Laissez-faire

• ‘Hands-off’ - Direction only given upon request
• Assign tasks to employees, but once the task has been assigned and the necessary resources provided, they cease being involved
• Employees decides on best approach to fulfill their responsibilities
• Puts trust in subordinates to remain self-motivated
• Remains available to offer direction to employees when needed
• Each member of team succeeds or fails based upon own abilities

Advantages

Disadvantages

Laissez-faire

Advantages

• Team members operate completely free from unnecessary restrictions or inefficient interference from management
• Gives skilled and self-motivated employees a chance to reach their fullest potential
• Helps promote employee morale
• Can help streamline the overall work process by eliminating superfluous steps designed to monitor and guide team members in completing their tasks

Laissez-faire

Disadvantages

• Without firm hand, team may quickly drop in productivity
• Deadlines may not be reached, crucial steps skipped, and quality of work may suffer from lack of guidance

Certain scenarios call for each…

Democratic

• Day-to-day work
• Give your team a feeling of ownership over projects, results, and the overall success or failure

Autocratic/Authoritarian

• When times get tough
• Quick and difficult decisions during times of crisis –> minimize damage and better lead your team to success
• When team correction is necessary

Laissez-faire

• When team members show the necessary drive and have the necessary training to be able to function without needing supervision
• Rely upon the skill, motivation, and capabilities of every member of the team

Certain scenarios call for each…

Democratic

• Day-to-day work
• Give your team a feeling of ownership over projects, results, and the overall success or failure

Autocratic/Authoritarian

• When times get tough
• Quick and difficult decisions during times of crisis –> minimize damage and better lead your team to success
• When team correction is necessary

Laissez-faire

• When team members show the necessary drive and have the necessary training to be able to function without needing supervision
• Rely upon the skill, motivation, and capabilities of every member of the team

Certain scenarios call for each…

Democratic

• Day-to-day work
• Give your team a feeling of ownership over projects, results, and the overall success or failure

Autocratic/Authoritarian

• When times get tough
• Quick and difficult decisions during times of crisis –> minimize damage and better lead your team to success
• When team correction is necessary

Laissez-faire

• When team members show the necessary drive and have the necessary training to be able to function without needing supervision
• Rely upon the skill, motivation, and capabilities of every member of the team

Certain scenarios call for each…

Democratic

• Day-to-day work
• Give your team a feeling of ownership over projects, results, and the overall success or failure

Autocratic/Authoritarian

• When times get tough
• Quick and difficult decisions during times of crisis –> minimize damage and better lead your team to success
• When team correction is necessary

Laissez-faire

• When team members show the necessary drive and have the necessary training to be able to function without needing supervision
• Rely upon the skill, motivation, and capabilities of every member of the team

Let’s consider our leadership strengths

Our individual strengths excel in different scenarios

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On Miro, use a blue and a yellow sticky note to post:

• A pair of opposing personality strengths

Then we will vote on which traits align with us and discuss the Strength Finder results

*Consider how you might build a team that compliments your strengths and weaknesses

How to build a team: setting the tone

Expectations & norm-setting on day 1

Your first impression sets the tone

• Listener, interested in others
• Motive and purpose�

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Expectations & norm-setting on day 1

Your first impression sets the tone

• Listener, interested in others
• Motive and purpose�

Clearly set expectations

• Centered on fieldwork/lab’s mission
• Each person has a role

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Expectations & norm-setting on day 1

Your first impression sets the tone

• Listener, interested in others
• Motive and purpose�

Clearly set expectations

• Centered on fieldwork/lab’s mission
• Each person has a role

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Consider a Code of Conduct

• Created by the team and for the team

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When expectations aren’t met

“...enforcement of consequences for unacceptable behavior is essential for the Code of Conduct to be taken seriously.” � - APECS Field Code of Conduct

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Demonstrate your values through action

• Requires confrontation
• Being okay with not being liked
• Inaction reduces team trust
• Engage

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Rebel penguin, breaking the

Code of Conduct

Enforce and engage

Biases when Engaging

Seek to understand all perspectives before making a decision

• We’re experts at this, right?
• Biases
• Objective and subjective data
• The case for both
• Toward a win-win solution

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Conflict resolution in March

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Engage from the start:

Examples of early conversations

• Office hours & communication
• Consider:
• Open door policy (or limited)
• Individual meetings�- Share your feedback method�- Schedule regular meetings� one-on-one
• Set the example for open expression
• In team meetings, if you disagree, �demonstrate how-to

Prioritize inclusivity and equity

Actively foster an environment where all team members feel valued, respected, and supported regardless of their diverse backgrounds, perspectives, and experiences.

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Notes:

• Creates a culture of belonging, where every individual can thrive and contribute to their fullest potential

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• Benefits individual team members but also contributes to the overall success of the organization

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Culture of belonging

Thriving and reaching full potential

Benefitting the individual benefits the team

Recognize and mitigate biases

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• Personal and organizational�
• Consider effects on �decision-making and interactions

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Examples of policy to integrate:

• Anonymize paperwork �when hiring, reviewing�
• Team decisions minimize �one person’s bias

Notes:

• Recognize and actively work to mitigate personal and organizational biases that can affect decision-making and interactions

Training alone is not enough, structural changes are required

• Anonymize paperwork when hiring, reviewing // Team decisions minimize one person’s bias

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Provide flexibility around individual and team needs

Understand and appreciate differences

• Cultures
• Learn about the cultures of your team
• Perspectives
• Show genuine interest in it
• Experiences
• Needs
• Work and evaluation plans for team and individuals
• Consider diversity of minds and life schedules

Notes: Demonstrate an understanding and appreciation of different cultures, perspectives, experiences, and needs

• Learn about the cultures of your team
• Show genuine interest in and concern for team members’ well-being, perspectives, and career aspirations
• Build team and individual work and evaluation plans that account for a diversity of minds and life schedules (e.g., parenting schedules, different time zones, introvert/extrovert)

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Create a diverse and welcoming environment

• Active listening �
• Highlight underrepresented voices�
• Create a safe space for giving/receiving feedback�
• Clearly articulate a code of conduct and provide accountability�
• Check-in frequently �
• Celebrate diversity of thought�
• Focus on building team trust to break down barriers

Leadership tips

Know your people

• Names
• Life outside of work

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Leadership tips

Surround yourself with the right teammates�

• Complimentary�
• More experienced/knowledgeable

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Leadership tips

Set the example �

• Never ask what you would not be willing to do yourself

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• “First in, last out” mentality

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Leadership tips

Praise in Public, Criticize in Private�

• Quick to praise �
• Slow to admonish

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You work for them!

Leadership tips

Leadership 101: Mapping out our

journey today

Defining leadership

• Importance of leadership
• Indicators of leadership quality
• Role of emotional intelligence
• Leadership styles

​

Team building

• Norm-setting
• Inclusive leadership

ChatGPT

Wrap up…

What leadership content today resonated most with you?

• Type your thoughts into the Zoom chat

Resources

• The Five Dysfunctions of a Team: A leadership fable – Patrick Lencioni
• Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results – Judith Glaser
• Primal Leadership: Realizing the power of emotional intelligence – Daniel Goleman
• The Next Generation of Women Leaders: What you need to lead but won’t learn in business school – Selena Rezvani
• Moonwalking with Einstein – Joshua Foer
• The Charisma Myth – Olivia Fox Cabane
• Non-Violent Communication – Marshall Rosenberg

Resources

Safety and Belonging in the Field: A Checklist for Educators�https://eartharxiv.org/repository/view/2607/

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APECS Field Code of Conduct https://www.apecs.is/career-resources/diversity-equity-inclusion/field-code-of-conduct.html

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See you next time!

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Join us for the next two PSECCO Leadership Workshop Series events:

• March 13th 11am-1pm MT – The Leadership Toolbox: Team-building and Navigating Conflict
• April 3rd 11am-1pm MT – Leadership from Above and Below: Building Safe and Constructive Work Atmospheres

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Please give us feedback by filling out this

post-event survey!

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