Download - Lead with Purpose: John Baldoni
© 2011 John Baldoni
Lead With Purpose!
Your Host
Nick Stein@stein_nick
Director of Content & Media Rypple
Our Guest
Rypple Leadership Series
John Baldoni@JohnBaldoni
Leadership Expert Baldoni Consulting LLC
Social Goals
Your Host
Nick Stein@stein_nick
Director of Content & Media Rypple
Our Guest
Rypple Leadership Series
John Baldoni@JohnBaldoni
Leadership Expert Baldoni Consulting LLC
Lead With Purpose: Giving Your Organization a Reason to Believe in Itself (AMACOM Books)www.LeadwithPurpose.biz
“The secret of success is constancy to purpose.”
Benjamin Disraeli
Who + Why
Impetus for Action
Happiness
Enrichment
Satisfaction
Meaning
Elements of Purposeful Work
90% of those surveyed, leaders must…• Communicate the vision• Link work to results• Show how customers benefit• Do what they promise• Instill confidence
Purpose in the Workplace
AMA/NFI Research 2010
Vision Mission Values
Origin of Purpose
Create Collaborate Execute
Purpose for Results
Prioritize People
>80% of those surveyed, leaders must…
• Deliver intrinsic awards (comp. time, bonuses, etc.)
• Offer developmental opportunities• Provide timely recognition• Promote from within
Put People First
AMA/NFI Research 2010
What Does My Team Need to Know about Purpose?
How Can I Make Purpose Relevant to My Team?
How to instill purpose
Act
Lead
Communicate
Make Ambiguity Understandable
>85% of those surveyed, leaders must…
• Provide vision• Set clear expectations• Engage in planning
Make Unknown More Uncomfortable
AMA/NFI Research 2010
Square the Circle
Be pragmatic
Persevere
Spread Cheer
Turn Intention into Results
75% of those surveyed, leaders must…
• Identify what it takes to innovate• Create internal think-tanks• Challenge everyone to think creatively• Reward employees for ideas into action
Stimulate Innovation
AMA/NFI Research 2010
Customer
Competitor
Employee
Stimuli for Innovation
Paired for Innovation
Left Brain• Rational, logical• Sequential analytic
processing• Verbal/Grammatical• Literal• Objective• Time-sensitive• Accuracy
Right Brain• Imaginative, intuitive,
whimsical• Holistic framing• Visual/Gestures• Perceptual, metaphorical• Subjective• Time-free• Ambiguity, paradox
Darrell Rigby, Kara Gruver & James Allen “Innovation in Turbulent Times” Harvard Business Review June 2009
Supporting Actions
• Match authority to responsibility.
• Enable employees to create their own job descriptions.
• Cherish employees as contributors
• Take the long view, especially when things are tough.
Make It Safe to Fail (and Prevail)
>85% of those surveyed, leaders must…
• Challenge employees to think outside the box• Reward employees for taking risks• Provide clear guidance of strategic direction• Recognize people who overcome job
challenges
Encourage risk-taking
AMA/NFI Research 2010
Engagement creates Trust!
What is happening?
What are you hearing?
What can I do to help?
Enable Others to Lead
90% of those surveyed, leaders must…
• Identify high potential employees• Encourage job rotations• Offer professional development• Provide coaching/mentoring
Groom Next Generation of Leaders
AMA/NFI Research 2010
Leadership DevelopmentCapability What do you know about you
Competency What does it take to be a leader
Challenges What is holding back leaders from leading
Solutions How can leaders solve problems
Opportunities What can leaders achieve
Be •Seen
Be •Heard
Be •There
Measure of Your Legacy
How To Do More Great Work
Wednesday, November 16, 2011
Michael Bungay StanierBox of Crayons
Coaching with Compassion pt. 2
Upcoming Webinars
Tuesday, November 29, 2011
Suzanne Rotondo Teleos Leadership Institute
Questions?
