bmh >videowb z4-dt06 bury my heart at conference room b “deadly serious. totally twisted.”...

zsection Z

Participant Materials

permission is granted for the lim

ited reproduction of this pageBury M

y Heart at Conference Room B™

Entire contents © 1991-2000 Stan Slap. All rights reserved.

This workbook iteration jointly © 2000 Stan Slap & VisionPoint, Inc. All rights reserved there, too.

Don’t even think about it. Have a nice day.

P A R T I C I P A N T

slap

901 battery street

third floor

san francisco

california 94111

ph 415} 362.1240

slapworld.com

9379 Swanson Blvd.

Suite C

Clive, Iowa 50325

And proud of it.

(800) 300 8880

www.vppi.com

02 BURY MY HEART AT CONFERENCE ROOM B™

Bury My Heart at Conference Room

B™Entire contents ©

1991-2000 Stan Slap. All rights reserved. This workbook iteration jointly ©

2000 Stan Slap & VisionPoint, Inc. All rights reserved there, too.Don’t even think about it. Have a nice day.


ited reproduction of this page

We’re pretty nice people but you should know this one thing:

Bury My Heart at Conference

Room B™

Entire contents © Stan Slap 1991-2000. All rights reserved.

This video and workbook iteration jointly © Stan Slap and VisionPoint, Inc., 2000. All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means,electronic, mechanical, photocopying, recording, or otherwisewithout the written permission of both copyright holders.

In English, that means it's okay for you to receive a copy ofthese participant materials from your company, but it's notokay to go and copy them for somebody else. Your job is tolearn the material, not to be reselling workbooks on the black market.

So there.







section Z PARTICIPANT MATERIALSz Z 06about this program & the people in it

Z 08the benefits of leadership

Z 12why it’s a lot better to be a leader

Z 14how to decide what’s important to you

(a.) your own values (b.) own your values (c.) what your values mean to you

Z 24how to make it important to others

(a.) the three ways to get people to follow you. and the one that works (b.) the worse place (c.) the better place

Z 34questions. even better: answers

Z 37a letter to you from Stan Slap

Z 40shameless self-promotion

Z 05solemn oath

Z11the big difference between

leaders & everybody else

Z 32how to turn this information into

action

Z 38rating the program

“i swear”

what that

charisma thing

is all about

get ready to rumble

CONTENT: Did we talk about the right things? Were the topicstimely and directly applicable to your current situation? Didwe give you tools you could take back and use immediately inyour job?

Please rate us on a 1-10 scale:

IMPACT: Did we lead you to a new awareness about thetopic? Inspire you to commit to change?


PRESENTATION: Did we present the information in a waythat grabbed you and kept your attention? Was it compellingand memorable? Did we turn the mythological into the tactical?


EVERYTHING ELSE: Do you have any other comments orsuggestions for us? Things you’d like us to do in the future?Never do again? Do to somebody else?

comments comments

comments

comments

1 = worst 10=best

(10 is easier to write)

1 = worst 10=best

(10 just “sounds” better)

1 = worst 10=best

(10 is a nice round number)

as if you’d never seen a TABLE OF CONTENTS before

10 10

10


“deadly serious. totally twisted.” slap ETHIC

about you

The job of a manager is many things. Easy isn’t oneof them.

You have to create results across heavily de-fended boundaries and with complex teams. Youhave to hire, train and motivate the best talent whenthey’re not around to be hired, you don’t have timeto train them, and you don’t have to the tools tomotivate them. You have to explain strategies toyour people when those strategies haven’t beencompletely explained to you, and then representthose strategies with your own good name when theycome and go without coherent explanation. Youhave to sell your people on the value of change whenthat change clearly has no value for them whatso-ever.

Oh, great. And then after lunch, you can single-handedly repave the entire company parking lot.

about this program

Leadership can absolutely help improve the qualityof your life – if you learn how to do it right.

Unfortunately, there’s more mythology, misdi-rection and generalized academic babble aboutleadership than about most business subjects. Andleadership is a big subject. We could spend a lifetimetalking to you about it. We don’t have a lifetime; wehave a few hours. So we figured we had a choice:make the few hours seem like a lifetime, or focus onwhat’s most important.

This Bury My Heart at Conference Room B work-shop will explain a great deal of exactly how to be aleader. But we don’t want to make leadership onemore burden in the mutating virus that is your typicalday. The Bury My Heart at Conference Room B work-shop will also show you exactly why to be a leader.

This program has received highest ratings fromvery smart managers at every level, from Montana toMoscow. It focuses on tactics that work immediatelyto get managers just like you the benefits that onlyleaders enjoy.

That’s our job. Your job is to get into the pro-gram and have a good time doing it.







aabboouutt tthhiiss pprrooggrraamm&& tthhee ppeeooppllee iinn iitt

07section Z PARTICIPANT MATERIALS

STAN SLAP “think deep. live shallow.”

about Slap, the guy

Stan Slap is the president of the international con-sulting company called, by a remarkable coincidence,slap. He is intent on making a profound differencein the world before he is forcibly removed from it.Stan has a 20-year history as the CEO of companieswith as many as 5,000 employees reporting to him.He now serves as a director of several companieswith their CEOs reporting to him, which he prefersa whole lot more.

Since 1985, Stan has turned his hoodlum neu-rons to creating the successful growth of slap clients.He develops critical strategic directions for compa-nies and personally coaches chairmen and presi-dents around the world. Stan has developed anumber of successful management training pro-grams (the number is 26), that are taught in over 70countries.

Mr. Fabulous is also an author and frequentkeynote speaker. To say he is “intense” is to say that arabid pit bull is “opinionated.”

about slap, the company

slap creates explosive growth strategies for many ofthe world’s biggest, smartest and fastest companies.We do it by reaching their customer and employeecultures – we’re experts in persuasive communica-tion to these logic-free environments.

We reach customer cultures through leading-edge branding strategies and our unique methodfor creating brandable customer service. We reachemployee cultures through leading-edge manage-ment training programs and our unique methodfor enrolling employees in corporate strategies.

slap has a client list of the Gods, including halfof the world’s top ten information technology com-panies and market leaders in e-commerce, retail,telecommunications, financial services, entertain-ment, manufacturing, and apparel. They have incommon an unrelenting commitment to qualityand improved performance. We love that.

We’re renowned for being deadly serious andtotally twisted. No one has ever called slap work or-dinary – methods used or results achieved.








“only two things are infinite – the universe and human stupidity – and I’m not sure about the universe.” ALBERT EINSTEIN

the problem with being smart

Are you smart? Well, of course you are or yourcompany wouldn’t waste the resources to sponsoryour participation in this program.

Don’t fall back to sleep just yet; you’re a smartmanager, but the journey of a smart manager isnever over. Being a smart manager means never be-lieving you’re smart enough. Being a smart managermeans staying open to learning new informationand methods. Being a smart manager is, appar-ently, a pain in the butt.

Becoming more skilled at leadership is one ofthe best ways to become a smarter manager. Themore you master leadership, the more you increaseyour own success and the success of others. Themore you ignore leadership, the more you sabotagethat success – n’est ce pas?

the perks of being smart

Choosing to be a leader is choosing to have com-mon sense. Leadership is better for you, better foryour company, better for your people, better foryour customers. Did we mention better for you?

Consider this:

it’s easier

it’s more fulfilling

it’s the fast track to success

it’s more rewarding

it’s good for your people







Leadership causes your people to work onwhat you want them to because they want to.You want this.

Leadership provides fulfillment for you, asyour personal values are achieved. And itprovides fulfillment for your people, as theyinvolve themselves in the united effort toreach a greater destination.

The most successful managers – who growthe most, earn the most and are rated thebest – are leaders before they are managers.

Leadership inspires and focuses your people,which takes the weight off you. When re-wards come, they come from achieving thatwhich is most important to you.

Leadership means direction, support, excite-ment, significance and belonging for yourpeople. And it means tangible rewards, likebonuses and salary increases, as perfor-mance improves and results are achieved.

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BENJAMIN DISRAELI “it destroys the nerves to be amiable every day to the same human beings.”

it gets things done

it’s a good model for other relationships

it’s what your people want most

Many people don’t enjoy the everyday satisfaction ofimportant emotional needs that you take for grantedin your high-flying, thrill-packed life as a manager.The most important of these needs for any workinghuman being are significance (feeling important),belonging (being an accepted and protected memberof a group), and self-worth (confirmation thatthey’re a good person doing good things).

Your people live in a world that’s moving fasterand constantly changing. It’s a world where realleaders are few and far between. Your leadershipcan give them something to believe in – maybe forthe first time. In a world that has become increas-ingly cold and empty, your leadership can providereal human warmth and emotional fulfillment. In aworld where the threat of change is constant, yourleadership can mean consistency and commitment– something to hold on to.

If it’s tough to find anywhere else, how impor-tant is leadership to your people?







There are few substitutes for leadershipwhen it comes to inspiring the best efforts ofyour people and focusing those efforts onwhat’s most important.

Leadership works down, across and up. Youcan use it at any level in your company. Andyou can use the same principles with otherrelationships, from your significant other tothe guy fixing your car.

Make no mistake about it. Your people wantand need your leadership. They want andneed the inspiration, direction, support andmotivation that leadership provides.

(Answer for the rhetorically challenged: Very.)


HUNTER S . THOMPSON “when the going gets weird, the weird turn pro.”

Leading others starts with your own values.The biggest difference between leaders and

normal people is a leader’s level of self-awareness –a leader knows who they are. Leaders are hyper-aware of what’s important to them – they can put aname to their core values. Sadly, most people gothrough life without this understanding of theirown values. They’re driven by them, sure. They’redriven crazy by not meeting them, sure. But mostpeople rarely know what their most important val-ues are, don’t make daily decisions to protect them,and don’t take aggressive steps to meet them.

By the way, this is what that leadership charismathing is all about. A leader isn’t charismatic becausethey have a big following – that just makes them apersonality. They’re charismatic because they’recentered, present and focused as a human being –they know who they are and they know exactly wherethey want to go in life.

Because a leader knows their core personal values,they know they want to go to a better place, a worldwhere their values are fully realized. Since they can’tget to that better place all by themselves – it’s too biga trip – they need to convince others on the value ofgoing there, too. And that’s why people becomeleaders.







I know what’s most important to me (my personal values)

+ I want to live in a better place, where those values are fully realized all of the time

+ I can’t get to that better place without the help of others

= I better do that whole leadership thing and

convince others that they want to go there, too

tthhee bbiiggddiiffffeerreenncceebbeettwweeeennlleeaaddeerrss &&eevveerryybbooddyyeellssee


“everything has been figured out except how to live.” JEAN PAUL SARTE

Managers usually don’t get this. Not because they’redumb, but because they’ve bought into the myth ofmanagement, which is taught and reinforced fromtheir first day on the job.

The myth of management is that your personalvalues are inappropriate or irrelevant on the job.Once you leave the house, you’re a manager andyou’re supposed to do the job of management –your values are the company values, your vision isthe company vision. You should take care of yourpersonal values in your personal life; you shouldtake care of the company values in your professionallife.

There’s one major problem with this traditionalthinking.

The time you spend on emails, voicemails, meetings, people prob-lems and crazed customers, not to mention any actual work thatoccurs accidentally.

_______ hours per week

The time you spend sitting in your car in traffic, sitting in the air-port waiting for your delayed flight, sitting on the plane waitingfor it to take off, sitting in the taxi, sitting in the hotel room.


The time you spend thinking, daydreaming, dreaming and wakingup screaming about your work.









wwhhyy iitt’’ssaa lloott bbeetttteerrttoo bbee aa lleeaaddeerr

work time

travel time

think time

total time


OSCAR WILDE “one’s real life is so often the life that one does not lead.”

These hours are irreplaceable – it’s not like you canget them back by showing timesheets when Deathsends you an email. Every day, every week, everymonth, every year this is how you are choosing tospend over half your waking hours.

This is unacceptable. To spend as many hoursworking as not working each week – each month –each year of your life – and not meeting your per-sonal values is a crime.

This is ridiculous. Your values are your values andthey can’t be called up, saved or deleted like a com-puter file.

This is unnecessary. Your company isn’t askingyou to abandon your own values to support the or-ganization’s. Unless one of your values is “corporateembezzlement,” there’s plenty of room for bothcompany and personal values. You have a job as amanager – to protect and promote your company’svalues. You have an opportunity as a leader – toprotect and promote your own values. You won’tthreaten one by protecting the other.







@ 60 hours a week: you spend 4% more of your waking hoursworking than not working.

@ 65 hours a week:you spend 8% more of your waking hoursworking than not working.

@ 70 hours per week: you spend 13% more of your waking hoursworking than not working.

@ 75 hours per week:you spend 17% more of your waking hoursworking than not working.

@ more than 75 hours per week:you might as well sell your life to someone else– you’re not using it.

Welcome to your personal life.


“we don’t know what we want but we are willing to bite somebody to get it.” WILL ROGERS

(a.) your own values

Leadership starts with values. Let’s find you some.

choose your top ten values

Here’s a pretty big list of pretty big values. Youmight recognize or covet many of them. Pick thosethat mean the most to you personally – not just theones you think your company expects or the onesyou think make you look good.

Find the top ten values that mean the most toyou. You can use our definition or write your own.There’s also room for you to write in your own val-ues at the bottom of the worksheet if you have somewe haven’t listed.

We’ve included some definitions to the right ofeach value – in case you’re unfamiliar with the word“integrity,” for example. Use these definitions orwrite in your own.







hhooww ttooddeecciiddee wwhhaatt’’ssiimmppoorrttaannttttoo yyoouu


“the road of excess leads to the palace of wisdom.” WILLIAM BLAKE

Leaders understand their most important valuesbecause they’ve had those values directly threatenedor challenged, which is a fast way to find out what’sreally important to you. Mohandas Gandhi was avictim of a racial beating. Nelson Mandela wasthrown in jail for conspiracy to overthrow an op-pressive government. Lech Walesa was faced withunbearable working conditions. This is where thechronology of leadership begins.

Understandably, you don’t want to wait to getbeat up, thrown in jail or chained to your desk justto get the benefits of leadership. What if it takes awhile for some of those things to happen to you?Not to worry, there’s another path to your leader-ship – we can sneak you in the side door marked“Tactical.”

You just picked three top values from a list ofthirty or more. There must have been a reason whyyou chose the ones you did – unless carelessness isone of your big values. How did you know that thesethree were your most important values? It’s impor-tant that you’re sure these are your values, or what’sthe point in trying to meet them? And if you’re notsure, your people will immediately sense this; theywon’t commit to following you someplace you’re notsure you want to go.








(b.) own your values


“the truth is more important than the facts.” FRANK LLOYD WRIGHT

There had to be a catch somewhere. The fulfillmentof your values requires the involvement and coop-eration of your people. If Martin Luther King, Jr.were able to reach his better place alone, he wouldhave just sent a postcard from the Promised Land:“I have a dream. You’re not in it.”

A leader exists because they want to meet theirvalues. Since they can only meet them with the helpof their followers, they turn those values into acompelling picture of a better place for those fol-lowers. In leadership-babble, this is called “vision.”Drag out the highlighter here: The vision of a better

place is the translation of your own personal values into an

improved working environment that reflects those values.

You don’t have a chance of reaching the betterplace without the willing efforts of your employees:if they know and care about your values, it’s going tohappen. If they don’t know or don’t care, it’s not.Better plan on building a few guest rooms in yourbetter place.

Getting your people to care begins with under-standing what your values mean to you. When youunderstand the real benefits of your values, you canbegin to translate those benefits to others.

Here’s an example of what we’re talking about:








(c.) what your valuesmean to you

what it means to me personally:



my value:

my value:

my value:

Family

Health

Spirituality

Strength & support, a clear sense of priorities in

life, closeness, truth, celebration of important events

Balance between work & play. Stress-Free.

Moral compass, respect for all living things, faith in

greater purpose of our time on the planet.


“never hit someone with a club. use a cat, which is softer.” MARK TWAIN

1. the stick

The first way is fear, which can be accomplishedsimply by terrorizing your people: threateningthem with loss of job, bonus, or status – or beinguncommunicative and unpredictable to them.True, you’ll get their attention, and you’ll oftenachieve short-term results. But anger is the naturalpsychological reaction to fear; inspiring a constantlevel of hostility among your people is a courageousbut highly flawed strategy. They may be smaller thanyou, but there are more of them. You’ll soon be thelamb chop in their piranha bowl.

A leader doesn’t use the stick.







hhooww ttoommaakkee iittiimmppoorrttaanntt ttooootthheerrss

(a.) the three ways to get people to follow you.and the one that works


THOMAS EDISON “great ideas originate in the muscles.”

2. the carrot

The second way is greed, which can be accom-plished simply by bribing people for their perfor-mance. True, you’ll get their attention and you’lloften achieve short-term results. But you’ll never beable to inspire the honest personal effort that cre-ates their best performance. And you’ll have to keepincreasing the size of the carrots to keep the bribesfrom getting stale. Pretty soon, you’ll be paintingyour car orange and handing over the keys.

A leader doesn’t use the carrot.

3. the hand

The third way (Hint: this is it) is to “touch the handof greatness,”* in which you symbolically reach outyour hand to your people as their leader. “Grabhold,” you’re saying, “and I’ll take you to a betterplace.” You’ll absolutely get their attention, you’llproduce both short- and long-term results, andthere are no nasty drawbacks. This better placedoesn’t offer the same rewards as bribery; instead(and more importantly) it offers the fulfillment ofemotional needs such as significance, self-worthand belonging. The stuff money can’t buy.

The successful leadership battle is fought foryour people’s hearts. Not their minds. Not theirpockets.

A leader uses their hand.







*Lucky for you, Stan’s not wild about acronyms or you’d be spending

your time learning to “touch the HOG.”


“some mornings it just doesn’t seem worth it to gnaw through the leather straps.” EMO PHILLIPS

Leaders are skilled at making you miserable. If theycan’t make you unhappy with where you are now,they can’t interest you in going to someplace better.

When describing your own better place, keep inmind that the bigger the difference between whereyou are now and where you’re going, the moremeaningful it’s going to be for your people. Ifworking conditions based on your values are in anyway unhappy or unfulfilling at the moment, youdon’t have to be coy about describing them. It’shardly going to be late-breaking news to your people,who are living every day in those conditions.








(b.) the worse place


“i’d like to get something together, like with handel and bach and muddy waters, a flamenco type of thing.

if i could get that sound, i’d be happy.” J IMI HENDRIX

Pick your destination. Sunny Mexico? No. Theteam that supports each other like family, balanceswork and play, and has faith in the greater purposeof their work? Si.

A leader’s vision is driven by true belief, they re-ally can “see” that better place and they really dowant to take you there. Leaders are passionate abouttheir vision; it represents the realization of theirvalues. Leaders attract attention because they have acompelling vision; leaders keep attention becausethey’re committed to realizing that vision. Well,some are committed to it. Some are fanatical to thepoint of insanity about it.

A leader’s vision grabs people’s attention andalerts them that there is a better life somewhere else– somewhere the leader has seen, somewhere theleader will take them to. Most people can’t see a bet-ter place – they’re stuck where they are. Your pas-sionate description of a better place – how your val-ues will make working conditions better for yourpeople – will shake your people and wake them up.

Maybe you don’t want to wake your people up.You just got them to lie down for a nap and theylook so innocent when they’re asleep. But if youcan’t get their attention, you can’t get them to thatbetter place. And they can’t get you there, either.

You may not be quick to see that better place foryourself and others, but it’s there. Within everymanager is the potential to be a leader. Your visionmay not be any more grand than getting throughany given day without taking hostages – or gettingthrough this workshop without being publicly hu-miliated (to dreeeam the impossible dream...).

There is no “right” vision; your vision is what youstand for and it belongs to you alone. Remember,your job as a manager is to protect and promote theoverall vision of your organization. Your job as aleader is to protect and promote your own vision.As long as your vision doesn’t violate company di-rection, values or standards, it’s the right vision.

“To meet our fourth quarter sales goal” or “towhack the snot out of the competition” may be im-portant business objectives, but they’re not visiondestinations. Your leadership vision isn’t aboutmarket share, it’s about what your team shares – theimproved working conditions your team willachieve based on your personal values. Help them








(c.) the better place


GEORGE BERNARD SHAW “if you cannot get rid of the family skeleton, you may as well make it dance.”

get to that better place and your team will deliver onall of your management goals.

To paraphrase famed management scientistPeter Drucker, “Profit is the reward for doing busi-ness right.” Financial results for your departmentare the result of the way you do business – the valuesand standards that your people protect as most im-portant. The idea isn’t to arrive at the better placefinancially satiated but morally starved. You mustarrive having protected and promoted your valuesalong the way, or you won’t really have arrived at all.

One thing: Your better place has to be groundedin reality even if you’re not. A leadership vision hasto be inspirational to your people and it’s only inspi-rational if they believe it can ultimately be achieved.It should be a stretch, sure. Maybe a real stretch. Buta stretch in this lifetime.

Okay, one other thing: Don’t worry if you don’tknow how to get to that better place. Your peoplewill help you get there if you can convince them thatit’s a great place to be, and that you’re committed toleading the way.

Because a leader doesn’t have the carrot or thestick to influence their followers, they have to painta very clear picture of the better place. If they couldjust put their followers in a bus and take them to thebetter place for a picnic lunch and a chance to lookaround, they would. Small problem: They can’t.The better place doesn’t exist yet. So a leader vividly– carefully and completely — describes what thatbetter place is going to look like.

Here’s an example of what we’re talking about, usingthe same three values of family, health and spiritu-ality:







the better place:

This will be a place that tries hard to

make sure that your family and your job aren’t

in conflict. And your job and your family

won’t be strangers: we will celebrate your

good events and be there for you in times of

crisis. Your family will know about the good,

important work you’re doing. We will work

together as a family, with support, honesty &

open communication. This will be a place that

advocates both work and play as priorities;

and when you have to work, we’ll do as much as

possible to relieve the stress for one another.

Above all, we’re going to do business “right” –

ethically, with respect and empathy for our

team, our peers, our customers and our

vendors. And we will never lose that sense of

what’s right despite any pressure or

temptation to compromise.


“the best way to predict the future is to invent it.” ALAN KAY

Well, well, well. We’ve had some fun, haven’t we?And because these things happen no matter howhard you try to prevent them, we’ve also learnedsome things along the way.

Knowledge is the only thing you can get from atraining session, but knowledge isn’t skill – it needsto be applied to turn it into skill. We could have in-cluded the Dead Sea Scrolls in this workbook, but itwon’t help you if it ends up in your desk drawer.You’ve got to use this information if you want it towork for you – if you want your life to be better.

Leadership is a complex and confusing subject. It’snot our job to make it more complex and confusing;it’s to make it simple so you can get the benefits.

Bury My Heart at Conference Room B can causelarge, positive changes in your life, and in your per-formance as a manager. But you don’t have to makelarge changes to start getting the benefits. You justhave to take the first small steps and you’ll find:

1. You can do it (We’ve made it simple)

2. It feels good to do it (It’s all about benefits for you)

3. Your people dig you doing it (It’s about benefits forthem, too)







hhooww ttoo ttuurrnn tthhiissiinnffoorrmmaattiioonniinnttoo aaccttiioonn


H.L . MENCKEN “we are here and it is now. all else is drivel.”

Once you get these good feelings from doing thethings leaders do, you’ll be launched into leader-ship and will never look back.

So, don’t walk out of the room today, high onleadership and loudly proclaiming your intentionto make wide, sweeping behavioral changes. Justcommit to taking the first small steps. And don’tcommit to your company, your manager, or yourpeople. Commit to yourself.

Spend some additional time thinking about your valuesand make sure that the three you chose are the rightones for you.

Start making decisions consistent with your values.

Look for the pressure points: Where are your valuesgoing to be under stress or temptation to compro-mise? What can you do about this?

Explain your values to your people, and how you’re in-tent on turning those values into a better place forthem. Don’t worry if you don’t have the tactical plan toback it up, that’s what you need them for. This is simplya declaration of intention; you’ll have plenty of time to-gether to figure out how those intentions will becomereality.

Remember that nothing prevents you from being aleader except not knowing your values and not know-ing how to enroll others in those values.

Don’t worry if you make some mistakes along theway – if you don’t screw up, you’re not doing it right.You’re not stepping far enough out of old behaviorsand into new ones. Mistakes are okay; your peoplewill judge you on whether you’re being honest withthem and whether you’re committed to being agood leader – not on whether you stumble whiletrying to improve your abilities to do both.







slap

seriesslap

series

slap

seriesslap

series

slap

series


“most questions which are beyond our power to answer don’t even occur to us in the first place.” GEORGES SANTAYANA

the question isn’t “why be a leader?”it’s “why not?”

If you’re so smart (and let’s face it, you are) andleadership is the single most important skill you canhave as a manager (and let’s face it, it is) why aren’tyou regularly practicing the skills and behaviors ofleadership? (And let’s face it, you’re probably not.)

Leaders have a clear vision and they’re obsessedabout enrolling others in it; they communicate in ahigh-impact way that rarely fails to leave their fol-lowers moved; they’re consistently in pursuit oftheir values and are passionate about dealing withanyone who supports or violates them. And they’rehyper-aware of their own development and the de-velopment of their people.

If you’re already doing all of these things, feelfree to haul yourself up to the front of the room andtake over teaching this course. Otherwise, have thegood manners and basic survival instinct to look in-terested.

there must be reasons

No doubt you have reasons for the things you do,even if sometimes you can’t remember what theyare.

“I’m confusing management and leadership”Managing people sure can make you tired. Some days it’sa happy kind of tired. The kind you feel after a full dayspent at Disneyland. Some days it’s a nasty kind of tired.The kind you feel after a full day spent at your dentist.

The difference between “It’s a small world” and “rinseand spit,” can be found in the word “managing.” Here’swhy:

The relative quality of performance among your peopleusually has little to do with capability. They alreadyknow how to do their jobs. You hired them becausethey had that basic capability; once they get an orien-tation to the company’s products and procedures,they’re fundamentally capable. From that point on,the quality and quantity of their performance dependson their willingness to do as good a job as possible,regardless of whether or not you’re hovering over themlike some supervisory gargoyle.

This willingness can’t be demanded; it can only beinspired. This is what leaders do: they inspire behaviorand the willingness to perform.

Management controls employee performance; leadershipcreates it. This is why leadership is more importantthan management – how can you control what youhaven’t yet created?







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ABBIE HOFFMAN “confusion is mightier than the sword.”

“I have an unconscious bias against it”Management attitudes were born long before you were.When you first became a manager, you may well havelearned, consciously or unconsciously, from other author-ity figures – your peers, your managers, your parents, yourteachers, your parole officer. And let’s face it, many ofthese people learned how to be an authority figure in thebad old days. So when you were at your most impression-able, you learned the worst lessons.

These unconscious biases aren’t too healthy: typically,they’re self-justifying, self-fulfilling, self-defending orself-deluding. But they don’t have to control you. Onceyou’re aware of them you can replace them in favor of yourown understanding and practice of leadership.

“I don’t have any role models”Sure you’re bitter, but you don’t have to wait for leadershipto happen to you. Leadership happens to you whenever youunderstand your own values and know how to enroll othersin supporting them.

The sooner you start to practice leadership, the sooneryour personal values will be realized at work. What are youwaiting for? Unless procrastination is one of your personalvalues.

“My manager won’t support it”If your own manager isn’t a leader, they may not under-stand or respect your leadership approach. Instead, theymay pressure you to become more “hands on” and taskoriented, leaving you with a tough choice between stayingtrue to your vision and complying with their obvious lackof one.

Leadership is always the right answer. If your vision issound and supports the goals of your organization, the re-sults you produce will be hard for them to argue with.

“It’s too much extra work”Just what you needed: more work. Do your job, do yourmanager’s job, do your employee’s jobs and now be theChief Evangelical Officer to your team.

As a manager, you already expend an enormous amountof energy trying to motivate, focus and unite your people.Leadership will make your efforts easier, simpler and of ahigher return.

“Isn’t being a manager enough?”Leadership means standing in front of your job. Managingmeans hiding behind it. Well, that’s just great if you’ve ex-perienced a personal epiphany in the shower this morningand now know that your life’s purpose is to deliver yourpeople to the Promised Land without incurring overtime.But what if you just want to be a manager? What if the jobof manager is hard enough and you think the only perk isthat you get to hide behind it?

Leadership allows you to incorporate your personal val-ues into your work – and begin to fulfill those values andgoals that are most important to you. Squeeze your man-ager job description all you want – you won’t get a drop ofthat kind of fulfillment.

“My people expect a manager”If your people are used to being managed, either by you orby a previous manager, they may resist being led. They mayroll their eyes at your leadership behaviors and think younaïve, indecisive and ...“easy.” In the face of what seemsto be imminent mutiny, you’ll be tempted to ease up on thevision and conform to your people’s low expectations.

Your vision of a better place is how you communicate toyour peoples’ hearts– once you’ve won their hearts, their lap-tops will follow. When they grow to trust your commitmentto your values, they’ll relax expectations of you to be morecontrolling or task-oriented.







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“we developed language because of our deep inner need to complain.” JAN WAGNER

“My rewards come from short-term results”Many companies are structured to reward quick hits inproductivity and short-term gains. Leadership is oftenperceived as producing only long-term gains. If you feelthat financial or career opportunities would pass you byas you lead the thousand-mile march toward achievementof your vision, you may be tempted to abandon it.

Leadership absolutely creates long-term results, but italso creates an environment where short-term goals canbe reached more easily – without the damage to moralethat a short-term management push can have on people.

Leadership is how you get there, not how long it takesto get there.

“I don’t know where to start”The good news is, there’s a lot of information availableabout leadership. The bad news is, there’s a lot of infor-mation available about leadership. What do you do whenconfronted by all that’s available? Take the training pro-grams, read the books, watch the videos, listen to thetapes, grab the free T-shirt? (Easy answer: grab the T-shirt.)

You don’t have to be born a leader. Few people are. Youcan learn to become one. Few people do. Leadership is amatter of acquired skills, not inborn abilities.

When you came to Bury My Heart at Conference Room B,you came to the right place.







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THANKS FOR TAKING THE TIME. YOU WERE A GREAT AUDIENCE.







CONTENT: Did we talk about the right things? Were the topicstimely and directly applicable to your current situation? Didwe give you tools you could take back and use immediately inyour job?


IMPACT: Did we lead you to a new awareness about thetopic? Inspire you to commit to change?


PRESENTATION: Did we present the information in a waythat grabbed you and kept your attention? Was it compellingand memorable? Did we turn the mythological into the tactical?


EVERYTHING ELSE: Do you have any other comments orsuggestions for us? Things you’d like us to do in the future?Never do again? Do to somebody else?

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bmh >videowb z4-dt06 bury my heart at conference room b “deadly serious. totally twisted.”...

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