A Practical Leadership Guide for Technical People | Jeffrey Yeomans | Skillshare

A Practical Leadership Guide for Technical People

Jeffrey Yeomans, Published Author & Leadership Coach

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5 Lessons (31m)
    • 1. Practicaltechnicalleadership1

      8:34
    • 2. Practicaltechnicalleadership2

      6:16
    • 3. Practicaltechnicalleadership3

      5:44
    • 4. Practicaltechnicalleadership4

      5:21
    • 5. Practicaltechnicalleadership5

      5:22

About This Class

This introductory leadership course explore ideas, strategies and skills for technical leaders. Learn how to apply your technical skills and practical experience in leadership situations. The most important WHY for any great leader is PASSION.

The Role of a great Leader include communication and engagement. Continuous learning is a great way to develop new skills in a technical environment and in leadership. Learn to be an effective leader and learn How to Build Your Technical Team!

You will get an introduction into our personal development training form and how you can use it to improve your skills. We will help you learn to Understanding the Personal Leadership Development Training Form to become a great leader. Great leadership includes involving and interacting with employees.

As a technical person you are often put into a leadership role as you move up in a company or business. You will learn how to develop new leadership skills so that you can be more effective as a leader of technical people.

Transcripts

1. Practicaltechnicalleadership1: hello. Welcome to this training course on a practical leadership guide for technical people. Today, you're going to learn how to inspire your team and make great things happen. My name is Jeffrey Omens. I'm your leadership life coach, and you can find me at the personal coaching centre dot com. So knowledge of leadership skills and practical experience are equally important. When you're in a leadership role, when you're in a technical environment or industrial environ environment, you need to have soft skills to be more effective in the workplace. And this is where this training comes in. You know, many technical experts want to rise up the corporate ladder but lack the communication and business skills needed to do that. Leaders find that they're unable to talk to large groups and or think strategically and are at a leadership disadvantage. Many people like myself have moved up the ladder because of their technical experience, and then they have to develop the soft skills around leadership to match that technical experience in which they already have. So why I listen to me? Well, I've been in, uh, industry for over 31 years, and I worked my way out from a trainee to a manager during that time, and as a result of that, I've had to embrace a lot of change in personal development along the way. The last 19 of 31 years, I've been in leadership roles, various leadership roles, where I've had to implement, change and guide people through that change in a way that's beneficial for the workers and the company. Now I've had roles where I've led a shift of of operators of six people. I've been the operations manager of 50 people. I've done Project Management where we're implementing projects off, you know, seven million to $100 million in project work and all of these leadership roles has given me a technical perspective around how to get highly intelligent people to follow you and do the things that you need to do when so I've spent almost $27,000 over the last 12 years on leadership training, coaching and change management training, and during the last nine years I've been focusing more on helping others through coaching, to to allow them to be more successful in their life in business, and I really enjoy doing that. I enjoy helping people and developing people because what I've learned over this time of 31 years is that nobody comes to work looking to do a poor job. Everybody comes to work with the expectations that that they will do a good job and they just want assistance from their leaders to enable them to do the job in which they're being paid to do. And this is true whether you're working in a unionized environment or a non union environment, whether you're working in industry or even a sales group I've done that is what each person , when they come to work, wants to do a good job. And it's up to you as a leader to an able limit, inspire them and motivate them to, to enable him to do that job in a way that that makes sense for both them, you in the company. So let's think about you as a leader. There are many different aspects to leadership and being a great leader. You have to be a manager. You have to be a supervisor. You have to be a proponent for safety. Because of that. It takes away a lot of your time from direct interaction with people. All these extra things require you to spend time on them when you would get the best bang for your buck. If you could be working side by side with your and police to engage them and motivate them and inspire them to grow as people in please. So in this training course will break down exactly what we mean by being a great leader from start to finish. This will enable you to grasp the big picture and understand what will difference. You ate you as a great leader from other people. Now I'm sure that in your day to day activities, whether you're a new worker or worked in industry for a length of time, you've experienced different managers and leaders, and you will have seen good things from them and things that maybe we're not so good as a leader. You want to take the best of the experiences that you've had and work them into your leadership style. Over the years, I've seen a dramatic change from management styles to leadership styles, and it's very, very important that you understand that in today's day and age, a top down directive style Onley works in certain, UH, times whether that's, you know, in the military or when there's an emergency when when a collaborative approach may not be a Z effective as a top down approach, but in the but normally most people experience day to day work where collaborative approach to the activities is best. If you've got a small team or a small group of people that work off of you and your weaknesses and your strengths so that they fill in the blanks, you will be more effective in providing value to the company. And that's very, very important. So here's a couple of tips for you as a technical leader, you know, make the choice. You have to make a conscious decision that you want to be on the leadership track. You know, if you're an engineer that took engineering to move into leadership, you have to decide that that's where you want to go and start your personal development training such that you can build upon the soft skills that you need to advance in those roles. When they become available to you, you want to observe other leaders. As I mentioned earlier, every organization has a particular definition of leadership, and when you understand what the organization wants his leader, you can tailor your training in your development to match what they want. I also suggest that you join a professional organization to observe and connected with leaders in your field, and you also want to seek out feedback from managers, piers and other people to get a good, balanced view of your strong points and your weaknesses. From other people's perspective, you may believe that you're strong at a certain aspect. Somebody may think you're weak. Alternatively, you might think you're weak in a certain aspect. They may think you're strong. It's it's better if you can self identified what your strengths and weaknesses are, and then compare them to other people's interpretation of what you bring to the table and focusing on the personal development plan that you need to get you from a technical roll into a leadership role. Most people do not want to stay in a technical role forever. If you've been working on an oil field, how are crawling through a boiler or, you know, doing all these other physical work for 20 years? There needs to be a point where your body is going to say, you know, let's change and let's move into an office setting where we can, you know, use our experience and our knowledge to help the company in different ways. So I think that's very important for for each person to decide how they're going to do that and and and work towards that if they so choose to. 2. Practicaltechnicalleadership2: So now I would like to go over one of the most important aspects of leadership and that is delegation and how to avoid the delegation trap. So when you're given more responsibility as a leader or is a coach or supervisor, it puts a lot of pressure on you. And some of that pressure is proceed or some of riel, and you have to realize that it's not all up to you. So don't put all the pressure on yourself to get all the work done. You need to be able to influence people and not just say, Here's the answer, because when you're giving people the answer all the time, you're not helping them grow. And it's putting a lot of strain and stress on you to always have the right answer. You You want to avoid that at all costs. You need to be able to ask questions and get information from various people and training program. Build upon the knowledge that's out there about leadership so that you're not having to do everything yourself and what I find that the key to this is every time you want to tell somebody to the answer to a question that they have is any time you're asked a question, respond with a question so that you're putting the onus back on the employees to come up with the answer. I've often heard of different supervisors that have have made the statement that if you're coming to my office with a question, make sure you have at least three possible answers or don't bother coming. When you think about that, that's a great way of being a leader. And a coach is having people come up with possibilities that you can discuss with them to come up with the right answer. So many technical employees find they do not have the communication and management skills needed to move up in the company. Become a leader is, ideally a choice you make. However, when you're forced to become a leader, it can be difficult to learn and manage others. Experts recommend that technical workers interest in advancing in their careers, observed leaders within their company and seek out opportunities to take on leadership roles to talk to their managers and make a plan of action that will help them move within the company. So the most important, why for great leadership is passion. If you're passionate about what you're doing, it makes all the difference. It allows you to set the tone for everybody else. And remember, leaders set the mood for their team. So if you're passionate and helpful and and coaching people, they will be motivated and coaching and helping people as well. When you do this and you're motivated and you are engaging people, it helps you make better decisions for your company's long term goals and also makes other people listen and want to be part of what you're doing. Passion goes a long ways, and it has to be genuine, passionate cannot be made up. You need to be able to focus on the benefits to the employees, to the customers. When you're passionate, it makes you instantly more inspiring and charismatic. Remember, passion is infectious. Passion also helps you to make better decisions when you have a clear outcome you're aiming to accomplish. Passion can help you be more creative in your decision making, so that you can make the hard decisions to reach your goal. So great leaders and I know this from from 31 years of experience, great leaders focus on the why and not the why not. If you focus on the why and why you're doing something and give various reasons, it will help you to find ways of doing what you need to do to reach your goal. And it may not just be one simple way. It may be multiple different ways in which you can reach your goal. But once you understand, your wine developed different avenues to get to their. So I always suggest that if you're trying to find your why, you're really reason for doing something? Asked the five wise. So ask yourself why you want to do something five times until you get to the root of your motivation. So if you want to buy a new house, we'll just use this as an example. Ask yourself why you want to buy this new house while I want to do more entertaining. Okay, why do you want to do more entertaining? While I want to be more popular? Why do you want to be more popular to have more friends? Why do you want your friends to feel more complete in my life? Okay, so you want to be more complete in your life. That's why you want a new house. You can get to being more complete in your life in various different ways other than just buying a house. If you think of it that way, you'll maybe find different ways of getting to the actual why in which you are really trying to obtain. And that is key to motivating yourself and finding out the true reason while you want to do something. And this works for coaching as well. If you have an employee that saying they want to do something, you know, ask them why and that they give you the reason, ask them why they want to do that. And if they give you a reason as, um until until you narrow down and focus on what is really motivating that employees and that will be very helpful to you and to them to actually getting to where they want to be in their career and in their life, 3. Practicaltechnicalleadership3: as a leader that will become a time when you will have to build a team around you. And if you get this opportunity, if it's not forced upon you, it's a great opportunity. So when you think about building a team, you need to think about how to spot passion in others. If you can find somebody who's passionate, then you can develop those skills that they have through great leadership. You need to try to identify potential employees and team members who also feel passionate about what you feel passionate about. If you can find people like that to work with, Wow, you can make some serious changes in the workplace and really be successful. It makes all the difference in the world because the energy and the enthusiasm in the office will be off the charts and you'll be able to get a lot of things done and delegate a lot better because everybody will have the same passion. Same attitude is you have most times you don't get that opportunity. But if you do get that opportunity, make sure you look at the passion of others before selecting somebody. Here are a couple more tips for selecting a team, make sure they have the skills that you don't have. You don't wanna have you know four or five identical clones to yourself, because that will not give you the the breath of knowledge that needs that. You need to have a team to be that successful, so you need to have people who have skills that complement each other, and they have to be able to fit into your group. From a personality standpoint, you want to hire a diverse range of people so that they all bring different skills and personalities to the table. When you can put together that group of people, you'll be able to get the very best from them because having a lot of different interactions and having a community of approach to leadership so that everybody is communicating and everybody is developing well, certainly certainly help you. So there are other roles of great leaders. A great leader is not just somebody with a lot of passion. They also have to have, um, technical skills on understanding of the market understanding of the business so that you can use all of those items along with your passion to be effective you know, as a leader, you need to be able to set clear, uncomplicated goals for yourself, the business and your please. This will help your employees understand what they need to do and give them the tools to get there. To be an effective leader, you also want to show interest in the personal lives and families of the people you're working with. This will build, report and help develop the relationship between you and your employees. If you can build effective leadership abilities and others, then it gives you the flexibility to focus on other things other than just direct leadership activities such as, you know, creating a vision engaging with other groups. One of the key things to leadership is communication. Great leaders should be able to communicate precisely what they want from their teams. Also, great leaders should be able to understand the importance of helping their team members understand what they want them to do and give them the freedom to make decisions and work independently. So if you can tell somebody precisely what you need and then allow them to make decisions and work independently to reach those goals, you will be very successful as as a leader. One thing about communication is it all depends upon the situation. Leadership styles and leadership. Communication will differ depending upon the situation, which you're in when things were calm. You can ask a lot of questions and put other people, uh, into the decision making process and get input and make them make be more inclusive to develop strategy and getting things done. But when things are out of control or during the emergency, more top down communication approached. Get to the action quicker. So you need to think about that so you could be more directive in times of emergencies and more collaborative when things are more calmer. And that's the same thing that happens in the military and, you know, police work and firefighting. If there's a fire going on, a firefighter doesn't sit there and talk it through with The captain has to You know what needs to be done. It's more the captain makes a decision and you go at, you know, complete that activity that the captain's asking you to do because life and death, uh, could occur if if things aren't done properly, so you need to consider that that your communication style will change depending on circumstance. No. When you think about engaging with your team to engage people as their leader, you must learn how to motivate, involved and excite those people, inspire them to engage their passions, strength, skills and creativity to the task at hand. 4. Practicaltechnicalleadership4: so to engage people as a leader, you must learn how to motivate, involved and excite others. You need to be able to inspire them and encourage their passions, strength, skills and creativity for the task at hand. Do what you can to acknowledge and appreciate each person's efforts. You should make them feel that what they're doing is benefiting the company. How again you want to praise in public and coach in private. So always keep that in mind that if you've got something positive to say, do it in front of other people. But if you have something negative to say, take that aside and work with employees to make sure that nobody gets embarrassed or that the coaching is more effective. So focus on team development, personal training and make sure you recognize people for their accomplishments. This builds loyalty, so continuous learning is a great way to develop new skills all the time. One of the key things when your leaders never shift the blame for a mistake to others always accept the accountability for any mistakes that you or your team members make. You are the leader. The buck stops with you. Make sure you don't micromanage. Great leaders don't do all the work, and they don't look over people's shoulders all the time to make sure that they're doing the work delegate properly. And people will appreciate that if you allow them to do the work in a way that makes sense for them to do it. A great leader should be somebody who is approachable. Always have an open door policy. Uh, make sure that you're always communicating with your people so that they know that you're approachable and they could talk to you about anything that's going on. Be confident in your decisions before you share them with others. If you making this mistake, make sure you admit it. The respect of those around you is imperative. And if you don't own up to your own mistakes, how can you expect other people to do the same? Always let your team members know that you appreciate them and make sure that your work ethic shows the type of work ethic you want for your employees. It's very, very important to walk the walk and talk the talk business. Whether it's industrial business, technical business, all business is changing constantly, so make sure you're open to new ideas and let your employees know that you support them, and the decisions that they're making encourage passion in the work you do as a leader. It is your responsibility to identify the highest performing workers and ensure that the company retains those talented members knowing who to to turn to and what advice to listen to its crucial and developing great leadership skills. And remember, your team cannot work for you if they're not sure what you want. Make sure you're communicating properly, the people working with you and ask for feedback all the time so that you haven't open community of style that gets results. An effective leader has the power to inspire, to motivate and to get things done in the business that others may have deemed impossible. Effective leaders are inspiring. You need to develop the ability to inspire those who work under you, motivate them to work towards the common goal of your team. Do everything you can to simplify things in your role as a leader. Identify what matters to you what matters here, people and focus on that that will give you the best results for you and the company. So great leadership involves group meetings. These are an ideal setting to exchange information, and it's it's great if you can have those informally or even, you know, once a week having a structured group meeting for the exchange of ideas and make sure that everybody understands that the information that they bring forward is important. And don't judge anybody for what they bring forward. As a leader, you must be able to conduct that meeting successfully, and that means getting people's input, making sure that there are actions coming out of each and every meeting. Treat your team in a way that you'd like to be treated. That is, the key to leadership is, if you wouldn't want somebody doing something to you, then you probably shouldn't be doing it to others. Great leadership means making decisions that will benefit the group as a whole, so you don't always have to cater to one or two people. If you know a decision is better made for the group, you want to choose that decision, courage your employees to express their concerns and offer suggestions at every opportunity . You always want people to understand that you value their participation in the business 5. Practicaltechnicalleadership5: with all the training that I developed. I like to bring four action steps for you as as a learner to develop yourself and improve your skills. Leadership development is no different, especially when you're talking about industrial or technical leadership because it is a unique leadership that is required and is difficult because, as I said earlier, most people advance into the leadership role because of their technical experience. They have to develop the soft skills and leadership skills to match their technical experience. So as a result of that, I put together a document called the Personal Leadership Development Training Form, which is on the right hand side, and I want to go through this training from city. You can develop your own personal leadership development activities so you can improve as a leader and help other people develop this leaders as well. The personal leadership development training includes a form that allows you to focus your leadership development, and that is key because, you know we don't want to be trying to change tenor 20 things within ourselves at one time . Most people say 1 to 2, possibly three things is all you want to be working on at a time until you master those and then move on to something else. So that's what this form enables you to do is focus on your leadership development, so this form could be used for both new leaders and leaders who simply want to improve their skills. It could be used for short term training or longer term training, depending upon what you need to change. And it helps you set clear development goals and expectations for yourself. With the technical industrial workplaces, safety has to be the underlying focus of all leadership development, and this form helps you focus on those areas as well around safety. You know, you can use the actions to develop your skills in a certain area, and you can set your outcomes that you want to expect from each of the training sections. So I'm gonna go over this really quickly with you. The focus on safety is is item number four and as I've said before, if you don't have a safety culture where you're worried about safety in the workplace than all other leadership activities have to stop until the safety concerns in which you have are removed and that you're comfortable with the the activities that are going on around you. When you focus on safety, it should be the first sight of me work on. Once you're comfortable with that, you can look at these other possible areas for development that I've listed so you could build confidence in your abilities. Take ownership, improve your team building skills and preview communication skills. Any of these items will get you started, but it's what you want to focus on its critical. So when you start looking at this form, you want to select whether it's a short term, you know, middle range or long term goal, and you want to put down a completion date for when you want to achieve the success of completing this activity. I also asked that people write down their personal development expectations. So what do you personally want to achieve by focusing on these items and developing yourself as a leader, right that of then list the three focus items 12 and three that you want to focus on when you select the focus item. Look at what education that Yoon can look at or get into that will help you reach that goal . What exposure can you do with in the work force to build upon that item? What experience you need to undertake and find to help? You better understand that I don't and developed three initiatives that you can undertake that will help you reach that goal. Then you want to understand any situational factors that might both enable you to reach the goal and prevent you from reaching that goal. Then you want to look at any obstacles that could get in your way any risks associated with developing this focus item, any resources you might need and then anything else that you can think of. Then you want to take action and list out the action steps that you're going to do for each one of these and what you expect as the training outcome for each one, so that you have a full understanding of what you're getting yourself into, what activities you need to take and what you expect to get from it. You could do this for any developmental process that you need within leadership. Select the things that you're weak and ordered that you need improving on, put it into here and answer all the questions. Put yourself some initiatives so that you're taking action immediately and you will reach your training outcomes that you want to achieve. Now. Just point. I'd like to thank you for your attention. I certainly hope that this training has helped you as a leader and will improve your leadership skills. Please reach out to me if you have any questions or if you need additional assistance again , I'm Jeffrey Elman. Some your leadership life coach and I can be found at personal coaching centre dot com. Have a great day.