codecampleadershippresentation-140406165930-phpapp01

Ole Dam

Ole Dam & AssociatesWorld Class Operations ConsultantsLEADERSHIPLeaders are made, not born -And here is how.

BOISE CODE CAMPApril 5, 2014

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Purpose of PresentationLay the foundation for your personal development towards a Leadership position!Development of your competence and leadership ability within your organization.Which will Provide for Operational Excellence and Organizational Leadership.Which will Develop superior levels of communications throughout your organization.

www.oledamandassociates.com


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The 5 Dumbest Management ConceptsDownsizingHuman ResourcesEmpowermentBusiness WarfareTeam Building ExercisesLeadership Secrets of ..



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In the past, we used to reward the lone rangers in the corner offices because their achievements were brilliant even though their behavior was destructive. That day is gone. We need people who are better at persuading than at barking orders, who know how to coach and build consensus. Today, managers add value by brokering with people, not by presiding over empires. Competition is tough, and it takes brains to win. But today we look for smart people with an added dimension: they have an interest in other people and derive psychic satisfaction from working with them.-Larry Bossidy, Chairman and CEO, AlliedSignal

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Appreciating the Ultimate Servant LeaderLeadership is not about controlling people. Its about caring for people and being a useful resource for people.Leadership is not about being boss; its about being present for people and building a community at work.Leadership is not about holding on to territory; its about letting go of ego, bringing your spirit to work, being your best and most authentic self.Leadership is less concerned with pep talks and more concerned with creating a place in which people can do good work, can find meaning in their work, and can bring their spirits to work.Leadership, like life, is largely a matter of paying attention.Leadership requires love.

From The Servant Leader, James A. Autry, 2010www.oledamandassociates.com


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Answers to the Question: What are the qualities of a good Leader from a bunch of elementary school kids.A good leader knows whats best for his or her people. They help you learn, then do whats best to help you have a great future.A good leader needs to have patience but be firm. They need to be open to listen. They cant be bossy. When I think of a good leader I think of my mom.A great leader should be able to change things and have the will to do it.I know one person that is a great leader and that is my mom. She is nice, trustworthy and strong.I think that a good leader is smart, courageous, kind and funny. I think of people that are leaders as kind, caring people and that anyone can be a leader as long as they have the right attitude and knowledge.



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The Personal Side XIAnswer the following:

Who are you?What are you doing here?Whom do you want to be?What do you want your purpose to be?



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Things to Do and RememberSay Please and Thank YouBe SpecificBe the Best at What you do.Know your Type!Meyer Briggs Type Indicators (MBTI)I am INTJ



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LEADERSCREATE VISIONAND VALUESCREATE CONDITIONSCONDUCIVE TO CHANGEREWARD APPRORIATEBEHAVIORSCREATE DISCIPLES WHO:ENCOURAGE OTHERS TO LEAD CHANGEBUILDCAPABILITIESTRANSLATE VISION INTO TANGIBLE BEHAVIORSACHIEVE CONTINUAL RENEWALBOOZ-ALLEN & HAMILTON

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THE LEVEL 5 HIERARCHYLEVEL 5 LEVEL 5 EXECUTIVEBuilds enduring greatness through a paradoxical combination of personal humility plus professional will.LEVEL 4 EFFECTIVE LEADERCatalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards.LEVEL 3 COMPETENT MANAGEROrganizes people and resources toward the effective and efficient pursuit of predetermined objectives.LEVEL 2 CONTRIBUTING TEAM MEMBERContributes to the achievement of group objectives; works effectively with others in a group setting.LEVEL 1 HIGHLY CAPABLE INDIVIDUALMakes productive contributions through talent, knowledge, skills, and good work habits.Jim Collins, Good to Great

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Leadership TraitsEnergyCharacterTeachable Point of ViewPurposefulnessEmotional IntelligenceResilienceJudgment



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EnergyA Leader is never energy neutral.Leaders create positive energy.Leaders exhibit positive energy themselves.Leaders never use their energy to intimidate.

What are examples of positive energy?www.oledamandassociates.com


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ENERGIZE PEOPLE THROUGH TRANSITIONS

CREATE A SENSE OF URGENCY

DEFINE A MISSION THAT IS INSPIRING AND WORTH ACHIEVING

SET GOALS THAT STRETCH PEOPLES ABILITIES

BUILD A SPIRIT OF TEAMWORK

CREATE THE EXPECTATION THAT GOALS CAN BE MET



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CharacterReal Leadership builds on Character - The qualities of moral excellence that compels a person to do the right thing in spite of temptations or pressure to the contrary.

Appreciation of SpiritualitySelf-discipline and courageForthright integritySelflessnessRespect for human dignityResponsibility



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The Personal Side VDefine the Characteristics you value in yourself as a leader and in a leader that you admire.How many of the characteristics you listed for yourself are born from experience?Can you pinpoint what occurred in your life to create these characteristics?Discuss with your partner what would happen if you sat in the office of the person of the top leadership position in the company. What might you learn about leadership style that you never knew before? Might this give you more insight into this persons decision making style, priorities, or frustrations



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Teachable Point of ViewLeadership is more about thinking, judging, acting and motivating than about strategies, methodologies and tools. Therefore, good leaders develop teachable points of view that help others learn to think, judge, act and motivate.

You have to teach to lead.www.oledamandassociates.com


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A LEADERS TEACHABLE POINT OF VIEW

IDEASVALUES EMOTIONAL ENERGYAND EDGEwww.oledamandassociates.com


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APPROACHES TO LEADING AND TEACHING

Teach ThemLeaders instruct othersto develop their ownteachable point of viewand how to develop others.Mutual learning takes placeand becomes the sourcefor confident action.Sell ThemLeaders provide their teachablepoint of view; they persuade followersthat this is correct. May include givingpseudo-participation, several limited options to choose from - a co-optation model.Tell ThemLeaders instruct the followers on their teachablepoint of view; followers are expected to adopt this.Action is based on this common point of view.Command ThemLeaders give mandates and directives to followers-command and control.Depth oflearningLevel ofcommit-ment andunder-standingby allthose involvedAmountof time requiredCapacityfor con-tinuousgenera-tion of leadersLowLowLowLowHighHighHighHigh

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THE DIFFICULTY OF VISION

MANAGERS RANK ORDERING OF DIFFICULTY OF CHANGE ELEMENTS

VISION

ARCHITECTURE OF ORGANIZATION

REWARDS & METRICS

VALUES & BEHAVIORSACTUAL RANK ORDER OF DIFFICULTY OF CHANGE ELEMENTS

VALUES & BEHAVIOR

REWARDS & METRICS

ARCHITECTURE OF ORGANIZATION

VISIONHardest to ChangeEasiest to Change

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The Personal Side VIIIVisionDo all our employees understand how the vision in your company relates directly to them?Sometimes a vision is so broad that there is no link between the big picture and the individual. Discuss ways that different areas can translate the company vision into a mission that directly affects them.Now break down this definition even further to determine how a company vision affects each member of the company on an individual level.



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PurposefulnessBoth highly focused and highly energetic. Use time well by carefully choosing goals and then taking deliberate action to reach them. Clarity about intentions in combination with strong willpower helps make sound decisions about how to spend time. Combines challenge and choice with a profound sense of urgency.

InitiativeWillResultsAssertivenessAction Orientedwww.oledamandassociates.com


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The Focus - Energy Matrix

HighFOCUSLowENERGYHighDisengagementPurposefulnessProcrastinationDistractionwww.oledamandassociates.com


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Emotional IntelligenceThe first person every good manager must lead is her- or himself. How we feel about our work has a tremendous impact on our followers. Some people believe that the special qualities of inspirational leaders flow from within and are a matter of attitude rather than anything specific about how they lead and what exactly they do.



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THE FIVE COMPONENTS OF EMOTIONAL INTELLIGENCE DefinitionHallmarks

Self-Awareness

The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others

Self-confidence

Realistic self-assessment

Self-deprecating sense of humor

Maturity

Self-Regulation

The ability to control or redirect disruptive impulses and moods

The propensity to suspend judgment to think before acting

Trustworthiness and integrity

Comfort with ambiguity

Openness to change

Motivation

A passion to work for reasons that go beyond money or status

A propensity to pursue goals with energy and persistence

Strong drive to achieve

Optimism, even in the face of failure Organizational commitment

Empathy

The ability to understand the emotional makeup of other people

Skill in treating people according to their emotional reactions

Expertise in building and retaining talent

Cross-cultural sensitivity Service to clients and customers

Tact

Social Skill

Proficiency in managing relationships and building networks

An ability to find common ground and build rapport

Effectiveness in leading change

Persuasiveness

Expertise in building and leading teams

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ResilienceResilience is the ability to bounce back and to be resistant to the effect of adversity. It is your capability to retain a positive self-image, a positive view of the world, even after you have been tested by difficult or traumatic circumstances.The Chinese character for crisis juxtaposes danger and opportunity in one pictogram. Your resilience brings with it the ability to turn crisis into opportunity!



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Leadership TraitsEnergyCharacterTeachable Point of ViewPurposefulnessEmotional IntelligenceResilienceJudgment



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Developing JudgmentSelf-Knowledge: Awareness of ones personal values, goals, and aspirations.Social Network Knowledge: Understanding the personalities, skills, and judgment track records of those on your team. Organizational Knowledge: Knowing how people in the organization will respond, adapt, and execute.Contextual Knowledge: Anticipating how all stakeholders will interact and respond through the judgment process.



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Decision Making and Framing the Judgment ProcessI

CharacteristicsTraditional ViewJudgment Process ViewTimeSingle Moment, Static.Dynamic Process that unfolds.Thought ProcessRational, Analytic.Recognition that rational analysis happens alongside emotional, human drama.VariablesKnowable, quantifiable.Interactions among variables can lead to entirely new outcomes.FocusIndividual heroic leader persona who makes the tough decisions.Organizational a process that the leader guides but is impacted by many actors and subsequent judgment calls.

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Decision Making and Framing the Judgment ProcessII

CharacteristicsTraditional ViewJudgment Process ViewSuccess CriteriaMaking the best decision based on known dataAbility to act and react through judgment process that guides others to a successful outcome.ActorsTop-down, leader makes key decisions.Top-down-up, execution influences how judgments are reshaped.TransparencyClosed system in which decision-makers hold information and rationale for judgment not explained.Open process in which mistakes are shared and used to learn and adjust.Capability BuildingUnconsciously happens through experience or luck. Reserved for top leadership.Deliberate development of key employees in all areas.

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Communicate? Me?The biggest Problem with Leadership Communication is the illusion that is has occurred.Clarke & Crossland

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The Personal Side XIIICommunicate for SuccessI like to think of healthy communications as rich communications - rich in ideas and facts and opinions, and also in spirit and emotion and all the human elements of striving to make something better of your life.What if your associates could vote you out or in at the end of every week? Would it affect your communication style?In what ways?



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Keys to LeadershipMy goal was to get you thinking about Leadership and how you can grow to become a leader - if that is your interest.Create an environment of shared visionReveal your inspirationLead intentionallyCommunicate endlesslyEngage in Value TalkRemain a student of the processAct as if they are watching you

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BibliographyNoel M. Tichy & Warren G. Bennis, Judgment, 2007.James Otoole, Leadership from A to Z, 1999.Jim Shaffer, The Leadership Solution, 2000.Warren Bennis, Old Dogs, New Tricks, 1999.Donald L. Laurie, The real work of leaders, 2000.Boyd Clarke & Ron Crossland, The Leaders Voice, 2002.John W. Gardner, On Leadership, 1990.Alex Hiam, Making Horses Drink, 2002.Ram Charan, Stephen Drotter, James Noel, The Leadership Pipeline, 2001.Warren Bennis & Robert Townsend, Reinventing Leadership, 1995.



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The 10 Worst Business Books of All Time#10: Reengineering the Corporation#09: Jesus CEO#08: The Fifth Generation#07: Radical E#06: CountdownY2K#05: Dow, 30,000 by 2008#04: The Leadership Genius of George W. Bush#03: In Search of Excellence#02: Corporate Magic#01: Leadership secrets of Attila the Hun



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codecampleadershippresentation-140406165930-phpapp01

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