1. Modes of Leadership:
Mentorship, Direction,
Performance Evaluation
Ethical Leadership Series
Metro Fire Chief Officers Association
Session 4
April 25, 2011

2. Agenda
• Quick Review – last time
• Mentorship
• Discussion: Buddy to Boss
• Driving Intrinsic Motivation
• Performance Evaluation
• Program Evaluation

3. John Kotter’s Perspective on Change
Primary concern:
Kotter’s
Overcoming Resistance to Change
work is
classic…
Four Primary reasons people resist:
1. Parochial self-interest
2. Misunderstanding/confusion
3. Low tolerance of change in general
4. Different assessments of situation
or projected outcomes

4. Kotter and Schlesinger prescribe 6
ways to lead change:
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
And if needed and time is precious…
5. Manipulation and co-option (win over)
6. Explicit and implicit coercion

5. Edgar Schein on Culture…
The “Primary embedding mechanisms” of culture are largely
driven by the leadership of the organization:
1. What leaders regularly pay attention to, measure, control
2. How leaders react to critical incidents & crises
3. Criteria by which leaders allocate scarce resources
4. Deliberate role modeling, teaching and coaching
5. Criteria by which leaders allocate rewards and status
6. Criteria by which leaders recruit, promote/demote
employees
Source: Edgar Schein, 1990

6. Edgar Schein on Culture
Too often, indirect, “secondary embedding mechanisms” are
over-stressed in change efforts.
1. Organization design and structure
2. Organizational systems and procedures
3. Organizational rites and rituals
4. Design of physical space, facades, and buildings
5. Stories, legends, and myths about people and events
6. Formal statements of organizational
philosophy/values
Source: Edgar Schein, 1990

7. Who are our mentors?

8. What makes a great mentorship?
• Knowledge/Experience
• Insight
• Opportunity
• Trust
• Clarity
• And…

9. Three Motives
• Biological
– Sustenance, Shelter, Sex, etc.
• Instrumental
– Incentives: Carrots/Sticks
• Intrinsic
– Expression of our humanity
Adapted from Daniel H. Pink, Drive, 2009

10. The Keys to Intrinsic Motivation
• Autonomy
– Task
– Team
– Technique
• Mastery
– A mindset
– A pain
– An endless journey
• Purpose
– Words, goals, and policies
– A life of meaning
Adapted from Daniel H. Pink, Drive, 2009

11. We tend to discount autonomy
Minimally constrained by human rights.
Employment at Will is a logical evolution from this view.
Eugene Genovese’s economic conclusion: slavery didn’t pay!
(The Political Economy of Slavery: Studies in the Economy
and the Society of the Slave South, 1965).

12. Sisyphus: the Power of Purpose
• Sisyphus angered
gods through a
variety of antics.
“Accounts vary.”
• His sentence was the
worst thing the
storytellers could
imagine for a smart,
engaged person.

13. The oldest leadership seminar
If we
• Safety and comfort
aren’t
telling
stories, • Tactical information
others
surely
are! • Problem-solving
• Strategic decisions
• Who are we???

14. A key mistake: motive confusion
• Biological
– Sustenance, Shelter, Sex, etc.
• Instrumental
– Incentives: Carrots/Sticks
• Intrinsic
– Expression of our humanity
Adapted from Daniel H. Pink, Drive, 2009

15. Rewards work for routine tasks, but:
• Try to improve the task
– Vary challenge or repetitiveness
– Look for ways to promote autonomy
• Empathize
– Recognize that some tasks are boring
• Connect to Purpose
– Explain why performance is important
Adapted from Daniel H. Pink, Drive, 2009

16. Giving Feedback
• Past: What happened
– Observable events and facts
Fair – First person and objective
Process is
working
WITH
• Present: Why it matters
others – Consequences of actions.
– Implications
• Future: Required Changes, Directions
– Changes in actions or behaviors
– Reinforcement to repeat positive actions
What does “Relational Leadership” teach us
about giving feedback?

17. ELA’s Foundation for Standards
in Public Safety Agencies
• Excellent Public Service
• Sound Stewardship of Resources
• Fairness

18. Please Evaluate this Program
How useful was this program? (1-10)
1-3 things that you learned:
1-3 things that we should KEEP:
1-3 things we should CHANGE:
Other comments:

19. Thank you for your attention!
Chad Weinstein
Ethical Leaders in Action, LLC
cweinstein@ethinact.com
651-646-1512
“We enable ethical leaders to achieve
extraordinary results”