Handout - Synergy Ohio 2014
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Transcript Handout - Synergy Ohio 2014
Leaders: Born or Bred
Jeanne Stuntz and Karen El-Tawil
Synergy Conference
October 1, 2014
Leadership Goes Beyond..
Career Backgrounds: Karen and Jeanne come from
very different industries.
Skills needed to lead an organization regardless are
universal.
Mentoring over the years.
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Disclosure
Nothing that we are going to share with you today is new
information. We have compiled the information from many
published leadership theories and our own and other’s
personal experiences. These principles apply to each and
every leadership role you are privileged to serve in.
There is many resources available to supplement our time
today and we suggest that you seek out resources
continually to enhance your path to be an exceptional leader
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Management vs. Leadership
Management is something you do with things
You manage a budget, your inventory, your
checkbook, your resources but you do not manage
people
Leadership is something you do with people
You lead a team or organization, you lead others
not things
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Leadership Defined:
The art of mobilizing others
to want to
struggle for shared aspirations
-
Jim Kouzes & Barry Posner
“ The Leadership Challenge”
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Leadership Defined:
The skill of influencing people to work
enthusiastically towards goals identified
as being for the common good
A skill is simply a learned or acquired ability
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Leadership is a Responsibility
People in your organization are entrusted to your care
Employees spend approximately half their waking time
working and living in the environment that you create
The employees are counting on you for financial security
To be successful at leadership is a personal decision to
develop the skill of influencing people
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Leadership is About Influence
Leadership:
The skill of influencing people to work enthusiastically
towards goals identified as being for the common good
How do we develop influence with people?
How do we get people to do our will?
How do we get people engaged in the vision of the enterprise?
How do we get their ideas, commitment, creativity and
excellence?
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Power vs. Authority
To understand Influence you must understand the
difference between Power and Authority
Power : The ability to force or coerce someone to do your will,
even if they would choose not to, because of your position.
Power can be bought and sold, given and taken away.
Authority : The skill of getting people to willingly do your will
because of your personal influence . Authority can not be
bought or sold, given or taken away. It is about who you are
as a person, your character and influence that you have built
with people.
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Think of someone who has authority
(not power) in your life!
Honest
Holds People Accountable
Positive
Caring
Respectful
Committed
Selfless
Trustworthy
Good listener
Good Role Model
Encouraging
Thankful
Enthusiastic
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Leaders Have Good Followers
All leaders have followers.
Do you have followers?
Are your followers good for the organization?
Your responsibility as a leader is to interact with the
followers to ensure they’re working in the direction
of the goals of the organization.
In any position in an organization you have both a
leader and follower role.
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Eight Lessons in Leadership
# 1 - Be a Driver Not a Passenger
The transformation from Manager to Leader
Getting your drivers license was
a major step in your life
But driving is a big responsibility
and it changed the way that you
travel
You were now responsible for
others
Your actions could impact other
lives
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# 1 - Be a Driver
As a Leader you take on new responsibilities and lose some
freedoms as well
It is your responsibility to fix problems. Use all resources
available.
You cannot openly complain about the company. You will never
earn the respect of your staff.
You cannot blame others for a problem within your group. You
must take responsibility for everything that happens.
You lose the right to some of your time because you have to
share your time with your staff.
You lose the right to be liked by everyone, instead you seek to
be respected by everyone.
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# 2 - What is the Main thing?
The Main Thing is the mission of
an individual group.
It should be as easy as 2 to 4
simple bullet points.
Teams/employees that
underachieve often don’t know
or focus on their main thing.
It is the leaders responsibility to
get buy in from their boss on the
groups main thing.
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# 2 – What is the Main Thing?
How to determine “The Main Thing”
Start with the goals of the group. If you don’t have written
goals then write some.
Meet individually with your staff and solicit their input to what is
the main function of the group.
Meet with your boss or superiors and get buy-in on the Main
Thing.
Communicate the main thing with your group. Make sure that
you get total alignment .
Use the main thing to prioritize and focus activities. Help your
staff prioritize their efforts to ensure success.
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# 2 – What is the Main Thing?
Remember
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# 3 – Escaping from Management Land
Management Land is the overly
political office place
Simple things become complex
Game playing is more important
than success
Employees are rewarded for
telling the boss what he/she
wants to hear
Egos are large
Truth is hard to determine
Problems are not dealt with
promptly
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# 3 – Escaping from Management Land
Many good companies have leadership with the will to
succeed but that lacks modesty. This creates a culture
where:
Employees tend to feed the ego of the leader.
Employees do not feel part of the success or appreciated
The company breeds a culture of individualism
To escape from Management Land:
Strive to be a servant leader by focusing on the task and not self
Always be honest with your team – even when it is hard
Stay in close touch with your people to ensure you are getting
clear and honest input.
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# 3 – Escaping from Management Land
Managing For Performance
Consider a team composed of:
Super Stars – knowledge, desire and experience
Middle stars – adequate knowledge and reliable or previous
superstars who lost their motivation
Falling stars - doing as little as they can get away with
ASK YOURSELF
What is the minimum acceptable level of performance and Is
falling star behavior acceptable to you?
Are you rewarding falling stars by giving them less work and
letting them stay onboard?
Falling Stars breed Falling Stars!!!
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# 4 – Do the Right Thing
Suppose your superstar violates the
company code of conduct and no one
knows but you. What do you do?
If you terminate the superstar the
performance level will drop. Don’t we
want to raise the performance level?
A Leader must focus on raising the performance level for
long-term sustainable success
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# 4 – Do the Right Thing
Integrity is doing the right thing even when
no one is watching - C.S. Lewis
Doing the right thing is always right, even when it is hard
Doing the right thing is always right, even if it causes short
term problems
Doing the right thing is always right, even when you are the
only one that knows
This sounds easy in theory but can be very difficult in reality
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# 4 – Do the Right Thing
Having contingency plans and conducting risk analysis before
you get into trouble will help you stay on course
It is healthy to ask “what if?” or “what could go wrong?”
Contingency plans help you do the right thing when faced
with a challenging situation
Develop the plan before you get into crisis
Everything counts when it comes to Leadership
You need to guard your personal integrity as if it is your most
valuable leadership possession.
“To know what is right and not to do it is the
worst cowardice” - Confucius
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# 4 – Do the Right Thing
Accountability
If you as a leader have made a mistake then you must
recognize it and apologize for it
Holding staff accountable for behaviors or actions is difficult
and must be handled properly
Holding yourself and team accountable for their behavior,
actions, and performance is critical to create a culture of
leadership
“It is wrong and immoral to seek to escape the
consequences of one's acts.”
― Mahatma Gandhi
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# 4 – Do the Right Thing
Holding Each Other Accountable
Each individual must be responsible to act in line with the
company code of conduct or value statement
Each employee should have clear and written goals of
performance
Addressing accountability issues with staff should always be
done promptly, privately and in a positive manner
If accountability issues persist then a written plan for
improvement should be use and clear definitions of the
potential consequences
Regular follow-up is imperative to correct the behavior
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# 5 – Hiring the Right People
Getting the Right People on the Bus!
The right people are your most
important asset
Finding employees and putting them in
the right roles is the most important job
of a leader
Work diligently to get the right people
on the Bus and the wrong people off the
bus.
If you hire tough then managing gets
easier and if you hire easy then
managing gets tougher.
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# 5 – Hiring the Right People
What can we do to hire the right people?
When you know in your heart that you need to make a
people change on your team – act promptly
Be rigorous not ruthless in the selection process
Never lower your standards just to fill a position quickly, you
may pay dearly for that later
Be prepared for the interview
Use your time to evaluate character (work ethic, ego,
energy) and intellect.
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# 5 – Hiring the Right People
The interview process
Don’t get hung up on looking for people with the exact
experience the job requires
Look for people who can step up to the opportunity and
grow. They will be a more satisfied employee
The “right person” usually has more to do with the character
traits and intellect that previous experience
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# 6 – Do Less or Work Faster
Time management
Leaders can feel that their time is not
their own
This can be a huge source of stress
A leader must be able to set their own
agenda and take control of their time
Working harder can sometimes help but
working smarter always helps
The trick is to look for small increments
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# 6 – Do Less or Work Faster
Do Less
Think about lesson # 2 What is the main thing?
Have the discipline to say NO when it is not part of your main
thing
Work Faster
Prioritizing and organizing :
Use the 80/20 rule to focus your team.
Have a daily plan and prioritize what you want to accomplish
Question the value in department reports and only produce
what has value
Control the e-mail vacuum
Batch like activities
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# 6 – Do Less or Work Faster
Work Faster
Limiting interruptions:
Create strategies to mitigate interruptions
Stand during the interruption instead of sitting
Schedule one on one sessions with team members that
habitually interrupt
If there is something that needs quick attention get all the right
people involved at the beginning
Communicate your time plan with others especially when there
are critical tasks pending
Ask your staff what you do that wastes their time
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# 6 – Do Less or Work Faster
Work Faster
Managing meetings effectively:
Meetings should be productive and short with a specified
time period
Beware of perpetual meetings
Prioritize the agenda and cover the most important items
first
Ensure appropriate attendees
Do not stop and re-cap to bring the late attendees up to date
Summarize action items and the responsible parties that arise
from the meeting at the end and identify
Schedule a follow-up meeting before adjourning.
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# 7 – Motivation
Filling Buckets
Imagine that each employee carries a
bucket that holds their motivation
We want all buckets full
But some buckets leak and need to be
refilled
Each employee also has a dipper and can
empty their own and others buckets
Dippers = cynicism, negativity, stress,
confusion, complaining, doubt and fear
As a Leader you are the chief bucket filler
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# 7 – Motivation
The best way to fill buckets is with excellent communication
Communicate the team score card
Provide feedback – sincere, specific, and timely
Provide recognition
Tailor recognition to the individual
Involve them in making major decisions
Take time to know them personally beyond the task at hand
Demonstrate compassion when they go the extra mile.
Provide hand written thank you notes
Assign top performers to mentor junior people on the team
Make one on one time available to spend w/every person on the
team
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# 7 – Motivation
Bucket filling is contagious. The more you fill the more you
will find that your own bucket is full.
Create a culture of bucket filling – routine ways to celebrate
Ensure that there is a balance between fun and intense effort
Allow yourself to be apart of the fun as well as the effort
Support and celebrate individuals
Provide opportunity for employees to connect with each
other – fill each other’s buckets
Company events
Newsletter acknowledging departments or individual success
Team lunches
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# 8 – Be the Servant
A leader removes the barriers so
that their team can serve the
customer or others.
A leader must respect and honor
those that do the “doing”
A leader must provide the
avenue for the team to meet the
vision
A leader must SERVE the team
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# 8 – Be the Servant
A Servant Leader
Believes that everyone has a deep human need to contribute
to a personally meaningful enterprise
Listens, hears, provides feedback and takes action
Is a life long learner – learning from everyone and everything
in their life
Is committed to the growth of others
Views leadership as being a host and not a hero I they share
the difficulty as well as the success.
Is aware – general awareness and especially self awareness
Builds community
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Leaders…Born or Bred?
There’s a difference between management and leadership.
There’s a difference between Power and Authority
Leadership defined: The art of mobilizing others to want to
struggle toward shared aspirations.
Leaders exist in all parts of the organization. Leaders have
good followers.
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Leaders…Born or Bred?
Eight lessons:
Be a Driver
What’s the Main thing?
Escaping Management land
Do the Right thing
Get the right people on the bus
Do less or work faster
Filling Buckets
Be the SERVANT
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Leaders…Born or Bred?
Born: Existing from the time of someone’s birth.
Natural or instinctive.
Bred: To develop by training or education
[email protected]
[email protected]
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Resources
“Good to Great” by Jim Collins
“Built to Last” by Jim Collins
“Leadership” by Brian Tracy
“The Servant” by James C. Hunter
“Five Levels of Leadership” by John C. Maxwell
“The Right to Lead” by John C. Maxwell
“How Full is your Bucket?” by Tom Rath, Donald O. Clifton
“Jesus, CEO” by Laurie Beth Jones
“Servant Leadership” by Robert K. Greenleaf
“The Servant Leader” by Kenneth H. Blanchard, Phil Hodges, J. Countryman
“Accountability: Becoming People of Integrity” by Wayne Schmidt,
Yvonne Prowant
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Resources
“The Servant Leader” by James Autry
“The Leadership Challenge” by James Kouses and Barry Posner
“Principle-Centered Leadership” by Stephen Covey
“Seven Habits of Highly Effective People” by Stephen Covey
“The Transparent Leader” by Herb Baum
“First Things First” by Stephen Covey
“Built to Last?” by James Collins
“Encouraging the Heart” by James Kouses and Barry Posner
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