Your Crescendo Georgia Public Defender Council - 2022 Summe…

Your Crescendo Georgia Public Defender Council - 2022 Summe…

FINDING YOUR FORTE LEADERSHIP ON PURPOSE

2022 Summer Conference Promise of a Better Tomorrow

Wednesday, July 22, 2022 Leadership Track Larry Walker Room, Rusk Hall

OUR OBJECTIVE TODAY

Our objective is to engage Georgia Public Defender Leaders in an experience that enables them to connect their purpose to their work. Through identifying their strengths, passions and motivations, we will articulate a purpose statement with visions, goals and action items.

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FIRST OF ALL.... For the work you do for lives, communities and families in the state of Georgia THANK YOU!

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Our Mission To ignite purpose and its pursuit in organizations, teams and individuals through intentional vision and strategy with their gifts, passions and motivations front of mind. ABOUT YOUR CRESCENDO

LEADERS

TEAMS

INDIVIDUALS

Leadership on Purpose • Leadership Development • Executive / Leadership Coaching

Building High Performing Teams • Team Retreats • Forums • Strategic Planning Facilitation Finding Your Forte • Strategic Articulation • Grow-To-Market Strategy

Finding Your Forte • Executive Coaching • Business Coaching • Career Coaching

Placement on Purpose • Talent Acquisition

A Moving Performance To bring its most inspired performance, a symphony must have talented musicians that are at their best, well rehearsed and all engaged on the experience it is looking to inspire for its audience. Our mission is to orchestrate an inspired performance for maestros, instrument sections and musicians to bring their best performance.

- Full-Time Roles - Consultants and Contractors

• Group Coaching • Speaker Series

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A MOVING PERFORMANCE

To bring it’s’ most inspired performance, a symphony must have talented musicians that are at their best, well rehearsed and all engaged on the experience it is looking to inspire for its audience. Our mission is to orchestrate an inspired performance for maestros, instrument sections and musicians to bring their best performance.

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LEADERSHIP ON PURPOSE

As a leader, you are in the best position to get your team’s best performance. This requires knowing their forte, knowing your organization’s composition or strategy and how to bring them all together for the best performance.

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LEADERSHIP ON PURPOSE  Leadership Development  Executive Coaching  Branding on Purpose

- Thought Leadership - Speaker Development - Business Development – Go To Market Strategy Development and Coaching

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HIGH PERFORMING TEAM ON PURPOSE Your team is a collection of individuals expressing through harmonies and solos to create their best performance. Each person knows their own contribution and how they come together as one unit, one sound.

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HIGH PERFORMING TEAM ON PURPOSE  Finding Your Forte – Peer Groups Coaching  Finding Your Superpower – Team Building Retreats  StrengthsFinder Team Building  Five Dysfunctions Virtues of a Team  Q12 - Engagement

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PLACEMENT ON PURPOSE Building an orchestra is critical to creating their best performance. This includes the starting orchestra and replacing instrumentalists during the lifecycle of their existence. Getting the right players in the right seat at the right time can make or break performance. And inspired performances require more than just being able to play an instrument.

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PLACEMENT ON PURPOSE

Purpose matching brings strength, passion and motivation aligned resources to key roles for stronger, more focused and highly engaged delivery in key roles  Contractor Placement to supplement teams  Full Time Placement - Contingency Fees Tiered based on network of purpose-aligned professionals

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STRATEGIC ARTICULATION The best performances start with an extraordinary composition. The conductor’s score includes what each instrumentalist will play and each of them has sheet music that they can read uniquely to play their part of a great performance. Writing a composition with the audience and instrumentalists in mind creates the most moving performance.

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STRATEGIC ARTICULATION The best performances start with an extraordinary composition. The conductor’s score includes what each instrumentalist will play and each of them has sheet music that they can read uniquely to play their part of a great performance. Writing a composition with the audience and instrumentalists in mind creates the most moving performance.

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FINDING YOUR FORTE Each performer has a forte. Knowing your forte requires knowing your performance range, strengths and passions and how to best bring them forth in a symphony and performance.

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WELCOME & HELLO!

Tell us:  Your Name

 Your Organization  What You Do there

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PURPOSE AND ENGAGEMENT

19% ACTIVELY DISENGAGED

29% ENGAGED 52% NOT ENGAGED

Same boat, different engagement. Some drive it, some jump off it.

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KNOW WHERE YOU AND YOUR TEAM ARE ON THE BOAT

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PURPOSE AND ENGAGEMENT GALLUP ENGAGEMENT HIERARCHY

Q12: Opportunities to learn and grow. Q11: Progress in last six months.

How can we grow?

Growth

Q10: I have a best friend at work. Q9: Coworkers committed to quality. Q8: Mission/Purpose of company. Q7: At work, my opinions seem to count.

Do I belong?

Teamwork

Q6: Someone at work encourages my development. Q5: Supervisor/Someone at work cares.

What do I give?

Q4: Recognition last seven days. Q3: Do what I do best every day.

Management Support

Q2: I have the materials and equipment. Q1: I know what is expected of me at work.

What do I get?

Basic Needs

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OUR TALENT AND LEADERSHIP LANDSCAPE HAS EVOLVED

Organizations that get out in front of this evolution will win the war for the best talent. Our workforce is demanding new levels of connectedness to answer deep, introspective questions like “Why am I here? What is my impact?” Exchanging work in a job for a paycheck is no longer enough.

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OUR TALENT AND LEADERSHIP LANDSCAPE HAS EVOLVED

The best talent wants to know ‘how do I bring my best to serve not only my own purpose but the aligned missions and purpose of the team and company?’ And detrimental consequences hang in the balance as organizations work to get this right. This calls organizations to invest in their leaders and talent in new ways.

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OUR TALENT AND LEADERSHIP LANDSCAPE HAS EVOLVED

They now need to know what inspires them to bring the best they have to offer and connect it to their company mission and strategy – or they risk losing their best leaders, disengaging an emerging new generational workforce and perhaps underperforming in the market. The sobering reality is that companies that aren’t actively igniting purpose for their leaders and talent are slowly losing their connection, engagement and inspired performance in ways that don’t show up in exit interviews and employee satisfaction surveys.

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“Leadership is the art of mobilizing others to want to struggle for shared aspirations.”

- Jim Kouzes and Barry Posner

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AS A LEADER, YOU ARE GIFTED • To Whom Much is Given, Much Is Expected • It is critical to know your gifts • And to know WHY they were given to you

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YOUR MISSION SHOULD YOU CHOOSE TO ACCEPT IT  Acknowledge Your Gifts  Be Intentional  Live Your Legacy through your work

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for·tay (fôr′tā′, fôrt) n. 1 Something in which a person excels. 2 A passage that is loud and played with force or is marked to be so.

What is  Your Forte?

Your Forte is where your leader or organization’s strengths and gifts meet your passions in a way that rewards you and serves your purpose to bring about your greatest impact. In other words, your purpose if fulfilled by doing 1 -what you love, 2 -what you’re good at in a way that 3 -rewards you

Your Forte Needs a Plan

Why You Need Your Forte

Stronger business and career performance

Leadership from Your Strength

Engagement and Fulfillment

Your Most Organic Success

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FINDING YOUR FORTE

orté n. (fôr′tā′, fôrt)

Something in which a person excels. a musical tone or passage played loudly

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“Leadership is the capacity to influence others through inspiration, motivated by passion, generated by vision, produced by a conviction, ignited by a purpose”

- Myles Munroe

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STRENGTHS Work you do consistently well

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FINDING YOUR FORTE

orté n. (fôr′tā′, fôrt)

Something in which a person excels. a musical tone or passage played loudly

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HOW WE FIND YOUR FORTE

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YOUR FORTE

My Forte

YOUR FORTE is a planning document that operates much like a building blueprint or a company’s strategic plan. These are the parameters to leverage in building your vision and plan. While items may shift over time, you should be able to complete a forte and revisit it periodically for updates, possibly quarterly.

Mark Anthony Davis

Vision Snapshots

 In a new full-time consulting role  Criteria  Geography (Where it is located) 25  Compensation 25  Culture 20  Boss 20  Company 10

 Ms uackc iensgs fsuul ,r he aovt eh eerxspaorseu rs eu paenrd- g e t recognized  Mmaankeagidinegasprhoajpepctesnand events that  Helping people make their lives easier  Challenges, making things better Baseline:

 Fwuhtautr ci sot ui cl d– bI ea. mI i innssppi irree od t bh ye rt sh ew fi ut ht uvri es i aonnds o f the future.  Pt hoesmi t iev hi t ayvPeeaonp leen st thruosni ag simn tthhea tP iossci toi nv ittayg i o u s . Ta bhoeuy tawr ehua tp tbheeayt aa rned gcoainn gg et to odtoh.e r s e x c i t e d  Cp eo rmf opremt i at inocne –o If mo t ehaesrus .r Te hperyo gsrt reisvseatgoawi nisnt t h e first place and revel in contests.  Is nh col wu daewr a- rI eanme sasc oc fe pt ht ionsge owf hoot hf ee resl . l Te fht eoyu t , and make an effort to include them.  Af l er rxai bnigl ietry -t hI ac ta nc oomr gpal enmi z ee ,nbt su tt hI iasl as ob ihl iat yv.eI al i k e tr oe sf oi guurrcee so uc at nh ob we aarl rl aonf gt he de pf oi er cme sa xa inmd u m productivity. Baseline:  Sbeecnuerf ii tt ys , -aInvdafluuteupr er eedmi cpt al obyl emienncto. mS tea,b i l i t y ( i e pisrvoetercytiimonpforrotmandt.ownsides—upsides are OK)  Vmayr ij eotby w- Ii tlhi kaec tt oi v mi t iiexs tIhfei nt da seknsj or eyqaubilree, do rbwy i t h the opportunity to seek new challenges.  Po po ps iot irot un ni ni tgi e- sI pv oa lsui tei oenx pmeer ifeonrcme syannedx t m o v e . I tnheixntk, bloigngge-rtetrhmin:gh. ow this will lead me to the 

Short Term August 2020

Mark Anthony Davis

In school pursuing JD/MBA

Medium Term

2022

 Geography - 25  Compensation - 25  Culture - 20  Boss - 20  Company - 10 Baseline:

 CwEi tOh ovfaal uSemaadldl , spoo wi mepr fauclt fcuolntshualtt i n g f i r m engagements effect stock price o Big Results o Wait list for clients o Cimhopoascet cthlieemnts based on your ability to o Itmhipnakcitncgomes through creative

Long Term

Pi mo wp oerrt aa nn td dI encf li us ieonncse t-hIa wt aafnf et cttoemv earkyet h i n g fwrohmo mpoalkiecythtoinpgesohpalpe.pIewn.ant to be the one Baseline:

2025+

1

2

3

Composed by Mark Anthony Davis and Reggie Hammond August 2018

Composed by Mark Anthony Davis and Reggie Hammond August 2018

Composed by Mark Anthony Davis and Reggie Hammond August 2018

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blueprint? What is in your life’s

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MODULE 1:

LET’S DISCOVER YOUR STRENGTHS

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GALLUP STRENGTHSFINDER TOOLSET AND METHODOLOGY

• Introduction to the Strengths “Positive Psychology” methodology • Understanding Your Strengths • Understanding OTHER people’s strengths • Managing your weaknesses • Building High Performing Teams with our Strengths

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POSITIVE PSYCHOLOGY

While traditional Psychology has long focused on what was wrong with people, Dr. Clifton was among the founders of Positive Psychology, the scientific and practical pursuit of optimal human functioning... “Positive psychology is a framework, or a paradigm, that encompasses an approach to psychology from the perspective of healthy, successful life functioning.” - Dr. Clifton

Dr. Donald Clifton

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WHAT ARE STRENGTHS?

KNOWLEDGE & SKILL

TALENT

+

=

STRENGTHS

Talents are naturally recurring patterns of thought, feeling, or behavior that can be productively applied.

By refining our dominant talents with skill and knowledge, we can create strength: the ability to provide consistent, near-perfect performance in a given activity.

A strength is the ability to consistently provide near-perfect performance in a given activity. Strengths grow from our natural talents, so while they can be developed, they cannot be acquired.

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GALLUP STRENGTHSFINDER’S 4 DOMAINS OF LEADERSHIP STRENGTHS

Executing Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative

Influencing Activator Command Communication Competition Maximizer Self-Assurance Significance Woo

Relationship Building Adaptability Developer Connectedness Empathy Harmony Includer Individualization Positivity Relator

Strategy Thinking Analytical Context Futuristic Ideation Input Intellection Learner Strategic

Source: http://www.gallup.com/businessjounnal/1133-38/what-makes-great-leadership-team.aspx

LaCome Consulting ©2017 http://laconteconsulting.com

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WHY BECOME STRENGTHS BASED? Strengths Drive Self Confidence

A 25 year study found that it results in higher income, less health issues, better career satisfaction, and grows exponentially

The Gallup Organization asked 1.7 million employees of 101 companies, from 61 countries: “At work do you have the opportunity to do what you do best everyday?” Only 20% agreed

The Study Also Found... “The longer an employee stays with an organization and the higher he climbs the traditional career ladder, the less likely he is to strongly agree...”

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WEAKNESS VS STRENGTH

MASTERY

MASTERY

Starting Point

Starting Point

If you’re not naturally really good at something the amount of work to become a MASTER is significantly more than if you are GOOD at something and want to become a MASTER

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MANAGING WEAKNESS The best of the best focus on their strengths and manage their weaknesses; they look for and leverage the strengths of others

There are two main types of weakness

Deficiencies Something you don’t have or don’t do well

Over-Reliance Over relying on one particular strength

• Make small improvements • Create supports • Find others with complimentary talents

• Practice flexibility • Try new things • Practice humility

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BASEMENTS AND BALCONIES

Balconies These are the positive characteristics of a theme that an individual tends to think about

Basements These are the vulnerabilities of a strength that can manifest when a strength is misused or mismanaged

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HOW HIGH PERFORMING TEAMS USE STRENGTHS High Achievers...

 Know the strengths of those around them  Use their strengths to overcome obstacles  Invent ways of capitalizing on their strengths in new situations  Excel because they more fully develop and apply their strengths and talents  Find ways to apply their strengths to their tasks  Build their lives around their strengths

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DOMAINS OF LEADERSHIP STRENGTH

Present-Oriented

Executing

Relationship Building

Task-Oriented

People-Oriented

Strategic Thinking

Influencing

Future-Oriented

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HOW TO HELP BUILD OUR HIGH-PERFORMING TEAM THROUGH YOUR LEADERSHIP DOMAIN

EXECUTING DOMAIN  Know how to make things happen  Have ability to “catch” an idea and make it happen

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HOW TO HELP BUILD OUR HIGH-PERFORMING TEAM THROUGH YOUR LEADERSHIP DOMAIN

RELATIONSHIP BUILDING DOMAIN  Provide essential glue that holds the team together  Create groups and organizations that are much greater than the sum of their parts

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HOW TO HELP BUILD OUR HIGH-PERFORMING TEAM THROUGH YOUR LEADERSHIP DOMAIN

STRATEGIC THINKING DOMAIN  Keep us all focused on what could be  Constantly absorbing and analyzing information and helping the team make better decisions

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HOW TO HELP BUILD OUR HIGH-PERFORMING TEAM THROUGH YOUR LEADERSHIP DOMAIN

INFLUENCING DOMAIN  Help the team reach a broader audience

 Take charge, speak up, and make sure the group is heard

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LET’S BUILD A CATHEDRAL

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MODULE 2:

FROM PASSIONS TO PURPOSE

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FIND YOUR PASSIONS These questions are from the Your Crescendo Passions Assessment that you may have already completed.

1. When I was younger, I would think “When I grow up, I’m going to ______________”. Also comment on the effort you put in to pursue that ambition.

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2. In my career, I once had an assignment or project that afterwards,I thought “If I could have a career focused on this, I would be completely fulfilled and in my zone.” What was that experience?

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3. If I all of a sudden realized I had unexpected free time to put in work on something, I would use the time to ______________.

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4. If you know me well, you would likely know that I REALLYlove to work on ______________.

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5. The topic that I have built the most expertise on my own drive, interest and work is ______________.

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6. If a television network called and said “We’d like to feature you in a how-to TV show, what would you like it to be about?” What would you suggest ______________.

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7. If I needed to give someone something that best demonstrated to them what I love to do, it would be ______________.

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8. My greatest sense of accomplishment and fulfillment came after I ______________. Describe the effort required to achieve this accomplishment.

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9. If I didn’t have to worry about money or other obligations, and could do something I REALLYenjoyed and could do over and over and never grow tired, I would ______________.

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10. As you review your responses above, are there up to recurring themes that we can take away from this exercise as a summary of your passions? What would they be? List up to 3 (if possible, in order of intensity)

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MODULE 3:

MOTIVATIONS

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THE MOTIVATION MATRIX

These 13 statements represent the range of motivations that excite entrepeneurs and non-entrepreneurs alike. Pick that three that matter most to you.

I want a setting that provides a sense of belonging and colleagues I enjoy. Who do I do something with is almost as important as what I do.

I derive satisfaction from helping others with their concerns. I constantly look for ways to make making customers’ and employees’ lives better.

I find supervision very difficult to live with. I want to make my own decisions.

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I expect exeptional monetary rewards. That could mean pulling down a fat compensation package, or starting, building and selling a business.

I want work that pushes me to solve problems or master new skills in areas I find intriguing. I prefer to explore further rather than to finish quickly and be done.

I want time and flexibility to enjpy my family, leisure activities, or other things outside of the office. I like control over my schedule and proximity to home

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I want to be responsible for and to direct employees. I derive satisfaction from finding, developing, and rewarding talent.

I value the experiences, people and opportunities that put me in position for my next move. I think long- term: how this will lead me to the next, bigger thing.

I want to make important decisions that affect everything from policy to people. I want to be the one who make things happen.

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I want the opportunity to win praise. I prefer an environment where hard work is appreciated. I feel just as comfortable in a star culture as in a team culture

I value predictable income, benefits, and future employment. Stability (which is to say protection from downsides – upsodes are OK) is very important.

I like to mix the tasks required by my job with activities I find enjoyable, or with the opportunity to seek new challenges.

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MODULE 4:

PURPOSE DISCOVERY

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Most critical Unmet Needs

Most Important Vision to Create

Strengths

Purpose Statement

Passions

Motivations

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MY PURPOSE OUR PURPOSE

My Purpose

How I bring my purpose to my organization

How I bring my purpose to Georgia

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VISION What we hope to see in our future

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VISIONS

GOALS

ACTION ITEMS

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VISION SNAPSHOTS

THINK BIG

START SMALL

GROW FAST

GOALS

ACTION ITEMS

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Newsletter

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A guide to help your thinking through inventorying your gifts, creating a purpose statement and vision snapshots and using that to create your job plan. FINDING YOUR FORTE FINDING YOURFORTE BUILDING A JOB PLAN THAT WORKS FOR YOU

PURPOSE Purpose is - the reason for which something is done or created or for which something exists. LEGACY Legacy is - what you will leave behind for the organization and the people you serve. Anything handed down from the past, as from an ancestor or predecessor

Purpose has the power to be an inspiring, clarifying and powerful compass for you, your work and your career. You are uniquely gifted to realize this purpose and we aspire to help you do so. This experience will help you to discover it and be intentional about your work, career and life in a way that honors it. Discovery of your purpose empowers you to be clear and focused on what you should do and how we all can bring about the best you, your career, your workplace and your world.

NAME

Prepared for:

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GOALS An aim or desired result.

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ACTION ITEMS To-Dos on your plan to reach a goal

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