Download - 1 Presented by Ron Penland LEADERSHIP. Copyright Renaissance E XECUTIVE F ORUMS 2 LEADERSHIP
Copyright Renaissance EXECUTIVE FORUMS5
Leadership
“I have it, but I’ll be damned if I can define it.”
GENERAL GEORGE PATTONl
Copyright Renaissance EXECUTIVE FORUMS6
Definitions Of Leadership
“Leadership occurs any time one attempts to influence the behavior of an individual or group, regardless of the reason.”
Hersey and BlanchardHersey and Blanchard
An effective leader will unite followers in a shared vision that will improve an organization and society at large.
WikipediaWikipedia
Copyright Renaissance EXECUTIVE FORUMS7
Leadership
“If your actions inspire others to dream more, learn more, do more
and become more, you are a leader.”JOHN QUINCY ADAMS
l
Copyright Renaissance EXECUTIVE FORUMS9
Thoughts to Ponder
“There are two ways to exert one’s strength; one is pushing down, the
other is pulling up.”Booker T. WashingtonBooker T. Washington
Leadership is Pulling UpLeadership is Pulling Up
Copyright Renaissance EXECUTIVE FORUMS10
Management vs. Leadership
Although your position as a manager or supervisor gives you the authority to accomplish certain tasks and objectives in the organization,
this power does not make you a leader...it only places you in charge.
Leadership enables followers to achieve high goals, more through influence than authority.
Copyright Renaissance EXECUTIVE FORUMS11
A Leadership Responsibility
• For leadership to occur, leaders must communicate the Vision to followers in such a way that the followers adopt the Vision as their own
• Leaders must not just see the Vision themselves, they must have the ability to get others to see it
Copyright Renaissance EXECUTIVE FORUMS12
The First Responsibility of Leadership
CLARITY• Values - Guiding Principles• Vision Statement• Mission Statement• Goals & Objectives
Copyright Renaissance EXECUTIVE FORUMS13
The CEO’s Tool Kit
• CEO Tools by Kraig Kramers– “The Professional CEO’s Toolkit”– 12 Action Items to Improve Your Business
Performance and Make You More Successful
Copyright Renaissance EXECUTIVE FORUMS14
The CEO’s Tool Kit
• The One Page Business Plan– Too many employees come to work not
understanding what business the organization is in, who customers and clients are, & how what they do fits into the goals of the organization
– Developing a simple ONE PAGE Business Plan directed at the lowest level employee will improve communication, focus and results
– Update it quarterly and mail it home to employees
Copyright Renaissance EXECUTIVE FORUMS15
The CEO’s Tool Kit
• Big, Hairy, Audacious Goals– In Good to Great Jim Collins points out that
those companies who grew to greatness set Big, Hairy, Audacious Goals (“BHAG”)
– BHAG should not be a secret– Share them with all employees so they get a
sense of where the organization is going and that the company will be there for them in the future
Copyright Renaissance EXECUTIVE FORUMS16
The CEO’s Tool Kit
• Twelve Month Trailing Chart– Most employees can’t grasp numbers– Track sales and profits (or other key
indicators) for the past twelve months– With a chart, the health of the organization
can be seen at a single glance– If the date points are moving up, that is good– If the data points are trending down, take
corrective action
Copyright Renaissance EXECUTIVE FORUMS17
The CEO’s Tool Kit
• The Daily Role Clarification1. Doer2. Manager3. Leader4. Doer, Manager and Leader5. Manager and Leader
Before you begin your day, and then again at lunch, read this sheet to clarify your role
Are you running the organization, or is the organization running you?
Copyright Renaissance EXECUTIVE FORUMS18
The CEO’s Tool Kit
• Task Assignment Conversation Whenever you assign a task, make sure that
you specify:1. Who specifically, by name, will do the work2. That the task is Specific, Measurable,
Actionable, Realistic and Time-Bound3. Expectation must be clear:
• Unacceptable performance• Expected performance• Exceptional performance
Copyright Renaissance EXECUTIVE FORUMS19
The CEO’s Tool Kit
• Questions to Ask Each Employee
1. Do you know what is expected of you at work?2. Do you have the materials and equipment you
need to do your work right?3. At work, do you have the opportunity to do what
you do best every day?4. In the last seven days, have you received
recognition or praise for doing good work?5. Does your supervisor, or someone at work, seem
to care about you as a person?6. Is there someone at work who encourages your
development?
Copyright Renaissance EXECUTIVE FORUMS20
Discovering Your Strengths
• Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton
“Most Americans do not know what their
strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer.”
Peter Drucker
Copyright Renaissance EXECUTIVE FORUMS21
Flawed Assumptions
• Each person can learn to be competent in almost anything
• Each person’s greatest room for growth is in his or her areas of greatest weakness
Copyright Renaissance EXECUTIVE FORUMS22
Strength
Authors’ Definition
Consistent, near-perfect
Performance in an activity
Copyright Renaissance EXECUTIVE FORUMS23
To Maximize Employee Potential
“Capitalize on their
Strengths
and manage around
their weaknesses”
Copyright Renaissance EXECUTIVE FORUMS24
Key Points
• Talents (natural recurring patterns of thought, feeling, or behavior) are not Strengths unless they are developed with:
– Knowledge (facts & lessons learned)– Skills (the ability to perform the steps of an
activity)
## Your Managers are Key ##• Immediate managers are undisputedly linked
to both profitability and employee retention
Copyright Renaissance EXECUTIVE FORUMS25
Meetings
• Death by Meeting by Patrick Lencioni– Daily Check-in 5 minutes– Weekly Tactical 45-90 minutes– Monthly Strategic 2 – 4 hours– Quarterly Off-site1 – 2 days
What does meetings have to do with Leadership?
Copyright Renaissance EXECUTIVE FORUMS26
The Leadership Pipeline
Manage Self
Manage Others
Director
Passage 1
Passage 4
Passage 3Passage 2
Source: Charan, R., Drotter, S.,and Noel, J. (2001) The Leadership Pipeline: How to Build the Leadership – Powered Company
Passage 5
CEO
President
Vice President
Copyright Renaissance EXECUTIVE FORUMS27
The Leadership Pipeline Suggests
Future work potential should be based on accumulated skills and experience as evidenced by:• Past Achievement • Ability to Learn New Skills • Willingness to Tackle Bigger, More Complex
or Higher-Quality Assignments.• Has Demonstrated Some Skills Needed for
the Next Level
Copyright Renaissance EXECUTIVE FORUMS28
Your Leadership Pipeline is Clogged at it’s source if…………..
• Directors are not skilled in the Passage 1 skills of the first time leader
• Directors are not capable of picking leaders from the individual contributor pool
• If any Leader at any level is performing the work of a subordinate consistently
Copyright Renaissance EXECUTIVE FORUMS29
PETER SCHULTZ STORY
• United followers in a shared vision
• Took the Porsche team to a place they would not have gone on their own
• Inspired, Challenged, Modeled, Encouraged
• Clarity
• BHAG
• Task Assignment
Copyright Renaissance EXECUTIVE FORUMS31
YOUR LEADERSHIP CHALLENGE
• First Responsibility of Leadership
• The CEO Tool Kit – Six Action Items
• Discovering Strengths
• Daily Five Minute Meeting
• Leadership Pipeline