Ahead Leadership

EADERSHI SUCCESS

“People working together to perform a common objective need and want effective leadership – leadership they can trust – leadership that will nurture the soul.” “I believe that, in this crucible of uncertainty, there is great opportunity for positive direction – Provided those who have been trained to think will lead and serve.”

In all of this uncertainty and change there is a constant - PEOPLE: • who are looking for mission and purpose in their work • who are seeking to understand the why, not simply the how to of their job • who have growing appetite for more participation and ownership in results • who are increasingly looking to the work environment for security and, in some cases, relief from confusion in their personal lives • who are creative, productive, and want to contribute • who have been created in God’s image with dignity and worth

LEADERSHIP VIEWS “the ability to get people to do what you want because they want to do it” – Former US President Eisenhower “the process whereby an individual directs, guides, influences or controls the thoughts, feelings or behavior of other human beings” “refers to any contribution to the establishment and attainment of the purposes of the group which is exercised by the leader, who becomes the “center of living” of the group as a result of his demonstrated mastery of the social relationship in the group.”

LEADERSHIP VIEWS “a quality possessed to some degree by any member of teh group regardless of his formally designated office or position” “involves the coordinating of task-oriented activities of the group” “the elusive quality that inspires others to perform.” “the discipline of deliberately exerting special influence within a group to move it toward goals of beneficial permanence that fulfill the group’s real needs.”

MANAGERIAL STYLES TRAIN-DRIVER: let me carry out to perfection the assigned tasks in the established system. PHYSICIAN: let me keep the system healthy and functioning well by detecting and solving any problems that arise. FARMER: let me get maximum yield that I can, out of this established area of operation. FISHERMAN: let me put myself in such a position that I can look for and follow up any opportunity wherever it appears.

THREE KEY INTERRELATED STRATEGIC LEADERSHIP ACTIVITIES SETTING A DIRECTION

DESIGNING THE ORGANIZATION

INSTILLING A CULTURE EMPHASIZING EXCELLENCE AND ETHICS

hree primary activities have been typical ssociated with successful transformation leadership.

Creating a Vision Mobilizing Commitment Institutionalizing Change

The Leader’s Key Question:

AM I RAISING UP POTENTIAL LEADERS? Grow a leader, grow the organization

The Leader’s Toughest Challenge:

CREATING A CLIMATE FOR POTENTIAL LEADERS Great leaders share themselves and what they have learned

The Leader’s Primary Responsibility:

IDENTIFYING POTENTIAL LEADERS To develop successful people, look for the gold, not the dirt

The Leader’s Crucial Task:

NURTURING POTENTIAL LEADERS Believe in them, Encourage them, Share with them, Trust them

The Leader’s Daily Requirement:

EQUIPPING POTENTIAL LEADERS All good mentoring relationships begin with a personal relationship

The Leader’s Lifelong Commitment:

DEVELOPING POTENTIAL LEADERS The growth and development of people is the highest calling of leadership

The Leader’s Highest Return:

FORMING A DREAM TEAM OF LEADERS Teams that don’t bond cannot build

The Leader’s Greatest Joy:

COACHING A DREAM TEAM OF LEADERS A dream team coach commands the respect of the players

The Leader’s Finest Hour:

REALIZING VALUE TO AND FROM LEADERS One of the greatest rewards of adding value to people is that it comes back to you multiplied

The Leader’s Lasting Contribution:

REPRODUCING GENERATIONS OF LEADERS True success comes only when every generation continues to develop the next generation

The bottom line….

“You can not do it alone. If you really want to be a leader, you must develop other leaders around you. You must establish a team. You must find a way to get your vision seen, implemented and contributed to by others. The leader sees a big picture, but he needs other leaders to help make his picture a reality” John C. Maxwell

SOURCES OF LEADERSHIP SUCCESS Lessons From a Tree 1. The public victory at the interpersonal level (that is cooperation, communication and commitment) is the key to organizational effectiveness. It produces the “fruit”or the results (the quality, productivity, profit, people). 2. The private victory at the personal level (that is the character, principles, and values) is the key to the public victory. 3. Unless leaders attend to the roots at the personal level, they won’t get the “fruit” at the managerial and organizational levels.

RESULTS (Fruit) Organizational Managerial Levels MEANS (Trunk & Branches) Interpersonal Level SOURCE (Roots) Personal Level

ORGANIZATIONAL FRUIT QUALITY PRODUCTIVITY PROFIT PEOPLE ORGANIZATIONAL MEANS COOPERATION COMMUNICATION COMMITMENT ORGANIZATIONAL ROOTS CHARACTER PRINCIPLES VALUES

FRUIT (Results) QUALITY PRODUCTIVITY PROFIT

Managerial & Organizational Trust TRUNK AND BRANCHES (Means) COOPERATION COMMUNICATION COMMITMENT

Interpersonal Trust ROOTS (Source) CHARACTER PRINCIPLES VALUES

TRUST

Personal Trustworthiness

FIVE MOMENTS OF TRUTH IN BECOMING A LEADER 1. Deciding One’s Core Principles and Values 2. Making a Deep Commitment to one’s Core Principles and Values 3. Aligning Behavior and Actions to One’s Deep Commitment to Core Principles and Values 4. Self-Correcting When Out of Line 5. Allowing and Helping Others to Self-Correct

CORE VALUES AND PRINCIPLE S

Sense of PURPOSE

“I know this now. Every man gives his life for what he believes. Every woman gives her life for what she believes. Sometimes people believe in little or nothing, yet they give their lives to that little or nothing. One life is all we have and we live it as we believe in living it. And then it is gone. But to sacrifice what you are and live without belief, that’s more terrible than dying. Even more terrible than dying young.”

DISCOVERING A PERSONAL MISSION • A personal Mission Statement sets an overall purpose for one’s life.

What do I want from my life? What do I value? What are my talents? At the end of my life what do I want to have accomplished? • Writing a Personal Mission Statement is almost more an act of discovery than an act of creation.

CHARACTERISTICS OF PMS • meaningful • vividly imagined • ardently desired in writing • contains language inspiring to us • should help us make daily decisions • must be a commitment

“To learn, live and share the truths and blessings of a transformed life so that I may enable others to do likewise” • a learner • a model • a mentor • an enabler

CORE VALUES - INTEGRITY - COMPASSION - EXCELLENCE

“The leader shows that style is no substitute for substance . . . that creating an impression is not more potent than acting from one’s center.” - Lao Tzu “In my judgment, a leader should have Chinese philosopher a core philosophy and belief against which he can judge the important issues as they arise. Unless he has that bedrock to fall back on, the unexpected storms that blow up will toss him about like a cork. Without such a foundation, a leader may be able to survive, but he won’t be a leader in the sense that I use the

CORE VALUES AND PRINCIPLES

Inner POWER

THE MAN IN THE GLASS by Dale Wimbrow

en you get what you want in your struggle for self And the world makes you king for the day, Just go to a mirror and look at yourself And see what that man has to say. For it isn’t your father or mother or wif Whose judgment upon you must pass; The fellow whose verdict counts most in yo Is the one staring back from the glass me people may think you a straight-shootin’ chum And call you a wonderful guy, But the man in the glass says you’re only a bum If you can’t look him straight in the eye. He’s the fellow to please, never mind all th For he’s with you clear up to the end And you’ve passed your most dangerous, dif If the man in the glass is your friend You may fool the whole world down the pathway of life And get pats on your back as you pass, But your final reward will be heartaches and tears If you’ve cheated the man in the glass.

CORE VALUES AND PRINCIPLES

CORE VALUES AND PRINCIPLES

CORE VALUES AND PRINCIPLES

Promotes

TRUST

“What Gandhi thinks, what he feels, what he says, and what he does are all the same. He does not need notes.” - Mahadev Desai Secretary of Gandhi

“This above all: to thine own self be true, and it must follow, as the night the day, thou canst not then be false to any man.” - Polonius from Shakespeares play, Hamlet

“We may lie with our lips but we tell the truth with the face we make when we lie.” - Friedrich Nietzche

CORE VALUES AND PRINCIPLES

CORE VALUES AND PRINCIPLES

“We make ourselves and others suffer as much when we take offense as when we give offense.” - Ken Keyes

CORE VALUES AND PRINCIPLES

Offers HOPE

SELF-CORRECT

CORE VALUES AND PRINCIPLES

“There are two ways of being a person. One is alienated, anxious, and resentful; the second is open, resonate, straightforward, and generally speaking, buoyant. The basic thing to say about this second way of being a person is that when we live according to it, we care about other people, we are able to see them as they are, rather than as helps or hindrances to the advancement of our interests. They, which is to say their feelings and hopes and needs, are real to us . . . Each of us chooses one or the other of these two very different ways of being and we make the choice from moment to moment by how we look upon and treat other “I believe that the difference between success people” and failure in an organization can very often - Terry Warner from well the book “Bonds of be traced to the question of how the Anguish, Bonds of Love” organization brings out the great energies and talents of its people.” - Tom Watson of IBM

ALLOW/HELP OTHERS

Gives VALUE

THE MANAGER

THE LEADER

administers

innovates

maintains

develops

relies on systems

relies on people

counts on controls

counts on trust

does things right

does the right things

WILL THE LEADER PLEASE STAND UP? • Not the president, but the role model • Not the highest paid person but the risk-taker • Not the person with the most perks, but the servant • Not the one who promotes himself, but who promotes others • Not the taker, but the giver

“Don’t

aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued. It must ensue. And it only does so as the unintended side effect of one’s personal dedication to a cause greater than oneself. You have to let it happen by not caring about it.” Victor Frankl

. . . Personal leadership is not a singular experience. It is, rather, the ongoing process of keeping your vision and values before you and aligning your life to be congruent with those most important things.

THE PRICE OF LEADERSHIP LONELINESS WEARINESS ABANDONMENT VISION

Leadership is not personality. . . . Leadership is not a position, nor is leadership endowed to a few. is that certain . . .certain Leadership something that is “bought with a price”.