Cascade Courses

Leading When You're Not in Charge

Eric Svaren, Diana Gale

Overview

Leadership isn't only about the position you hold in the organization. Whatever their formal position, managers can effect change and advance the organization's work by using informal leadership. Informal leaders are flexible in their approach and tactics, yet exemplify integrity. They have the ability to balance both organizational and personal visions and interests, while at the same time translating big-picture ideas into specific, achievable tasks. Informal leaders are adroit at navigating the bureaucracy and typically eschew credit for success. Drawing from a variety of perspectives, this course focuses on giving participants the skills, tools, and perspectives that will help them successfully move their organizations and initiatives forward.

Learning Objectives

The demand for leadership has increased in recent years as bureaucracies have become more complex, and the increased visibility of government coupled with the demand for accountability requires leadership skills at all levels. Leadership is not a solo performance. Individuals must be strong in their own right, able to make effective decisions, think strategically, and act decisively. Individuals lead at all levels of an organization, but how do managers lead when they are not in charge?

Managers can effect change and advance an organization's work by using informal leadership drawing on a variety of skills. At the conclusion of this course, participants gain the skills, tools, and perspectives to be able to:

• Define themselves as lateral leaders: Understand the pivotal role of the "lateral leader" and how they can be effective
• Understand reality: Develop a fine-grained view of the current situation—politically, organizationally, and personally
• Exercise influence: Master key principles of influence and apply them in a disciplined way; develop key partners and supporters and act in ways that engender support
• Deal with decision makers: See the world through the eyes of decision makers and provide the information and input they need when they need it
• Work with different types: Recognize differences among people and adapt their approach to address them
• Develop an influence plan: Leave with a detailed plan for what they will do and achieve
• Act ethically: Recognize the ethical perils in influence and persuasion and learn to steer clear of problems

Who Should Attend

This course is for managers, policy analysts and other professionals who want to have more influence in the strategy, decision making and daily work of their organizations. Whether you are a project manager, a supervisor or a knowledge worker, this course will give you skills to increase your effectiveness at work, and even your job satisfaction.

Instructors

Eric Svaren

Principal of Groupsmith, Inc., MA, University of Washington, 1987 (Organizational Sociology and Social Psychology): Managing Teams, Group Decision-Making, Organizational Development, Strategic Planning

Diana Gale

Senior Lecturer Emeritus of Public Affairs at the Evans School, Ph.D., University of Washington, 1981 (Urban Planning): Strategic and Resource Management Planning, Leadership Development, Coaching and Organizational Management

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