leadership -"leaders are made, not born - and here is how." from ole dam

Ole Dam

Ole Dam & AssociatesWorld Class Operations Consultants

LEADERSHIPLeaders are made, not born -

And here is how.

BOISE CODE CAMPApril 5, 2014

Purpose of Presentation

• Lay 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

The 5 Dumbest Management Concepts

• Downsizing

• Human Resources

• Empowerment

• Business Warfare

• Team Building Exercises

• Leadership Secrets of …..www.oledamandassociates.com

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

Appreciating the Ultimate Servant Leader

• Leadership is not about controlling people. It’s about caring for people and being a useful resource for people.

• Leadership is not about being boss; it’s about being present for people and building a community at work.

• Leadership is not about holding on to territory; it’s 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, 2010


Answers to the Question: “What are the qualities of a good Leader” from a bunch of elementary school

kids.

• A good leader knows what’s best for his or her people. They help you learn, then do what’s 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 can’t 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.


The Personal Side XI

Answer the following:

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


Things to Do and Remember

• Say Please and Thank You

• Be Specific

• Be the Best at What you do.

• Know your Type!– Meyer Briggs Type Indicators (MBTI)

– I am INTJ


LEADERS

CREATE VISIONAND VALUES

CREATE CONDITIONSCONDUCIVE TO CHANGE

REWARD APPRORIATEBEHAVIORS

CREATE DISCIPLES WHO:

ENCOURAGE OTHERS TO LEAD

CHANGE

BUILDCAPABILITIES

TRANSLATE VISION INTO TANGIBLE

BEHAVIORS

ACHIEVE CONTINUAL RENEWAL

BOOZ-ALLEN & HAMILTON

THE LEVEL 5 HIERARCHY

LEVEL 5 LEVEL 5 EXECUTIVE

Builds enduring greatness through a paradoxical combination of personal humility plus professional will.

LEVEL 4 EFFECTIVE LEADER

Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance

standards.

LEVEL 3 COMPETENT MANAGER

Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

LEVEL 2 CONTRIBUTING TEAM MEMBER

Contributes to the achievement of group objectives; works effectively with others in a group setting.

LEVEL 1 HIGHLY CAPABLE INDIVIDUAL

Makes productive contributions through talent, knowledge, skills, and good work habits.

Jim Collins, Good to Great

Leadership Traits

• Energy• Character• Teachable Point of View• Purposefulness• Emotional Intelligence• Resilience• Judgment


Energy• A 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

ENERGIZE PEOPLE THROUGH TRANSITIONS

• CREATE A SENSE OF URGENCY

• DEFINE A MISSION THAT IS INSPIRING AND WORTH ACHIEVING

• SET GOALS THAT STRETCH PEOPLE’S ABILITIES

• BUILD A SPIRIT OF TEAMWORK

• CREATE THE EXPECTATION THAT GOALS CAN BE MET


Character

Real 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 Spirituality

• Self-discipline and courage

• Forthright integrity

• Selflessness

• Respect for human dignity

• Responsibility


The Personal Side V

• Define 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 person’s decision making style, priorities, or frustrations


Teachable Point of View

Leadership 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.


A LEADER’S TEACHABLE POINT OF VIEW

IDEASIDEAS VALUESVALUES

EMOTIONAL

ENERGYAND EDGE

EMOTIONAL

ENERGYAND EDGE


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 teachable

point 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 teachable

point 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 oflearning

Level ofcommit-ment andunder-standingby allthose involved

Amountof time required

Capacityfor con-tinuousgenera-tion of leaders

Low Low Low Low

High High High High

THE DIFFICULTY OF VISION

MANAGERS’ RANK ORDERING OF DIFFICULTY OF CHANGE

ELEMENTS

1 VISION

2 ARCHITECTURE OF ORGANIZATION

3 REWARDS & METRICS

4 VALUES & BEHAVIORS

ACTUAL RANK ORDER OF DIFFICULTY OF CHANGE

ELEMENTS

1 VALUES & BEHAVIOR

2 REWARDS & METRICS

3 ARCHITECTURE OF ORGANIZATION

4 VISION

Hardest to Change

Easiest to Change

The Personal Side VIIIVision

• Do 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.


Purposefulness

• Both 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.

Initiative Will ResultsAssertiveness Action Oriented


The Focus - Energy Matrix

High

FOCUS

LowENERGY

High

Disengagement Purposefulness

Procrastination Distraction


Emotional Intelligence

• The 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.


THE FIVE COMPONENTS OF EMOTIONAL INTELLIGENCE

Self-Awareness

The ability to recognizeand understand yourmoods, emotions, anddrives, as well as theireffect on others

Self-confidenceRealistic self-assessmentSelf-deprecating sense ofhumorMaturity

Self-Regulation

The ability to control orredirect disruptive impulsesand moodsThe propensity to suspendjudgment to think beforeacting

Trustworthiness andintegrityComfort with ambiguityOpenness to change

Motivation A passion to work forreasons that go beyondmoney or statusA propensity to pursuegoals with energy andpersistence

Strong drive to achieveOptimism, even in theface of failureOrganizationalcommitment

Empathy The ability to understandthe emotional makeup ofother peopleSkill in treating peopleaccording to theiremotional reactions

Expertise in building andretaining talentCross-cultural sensitivityService to clients andcustomersTact

Social Skill Proficiency in managingrelationships and buildingnetworksAn ability to find commonground and build rapport

Effectiveness in leadingchangePersuasivenessExpertise in building andleading teams

Definition Hallmarks

Resilience

• Resilience 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!


Leadership Traits

• Energy• Character• Teachable Point of View• Purposefulness• Emotional Intelligence• Resilience• Judgment


Developing Judgment

• Self-Knowledge: Awareness of one’s 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.


Decision Making and Framing the Judgment ProcessI

Characteristics Traditional View Judgment Process View

Time Single Moment, Static. Dynamic Process that unfolds.

Thought Process Rational, Analytic. Recognition that rational analysis happens alongside emotional, human drama.

Variables Knowable, quantifiable. Interactions among variables can lead to entirely new outcomes.

Focus Individual – 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.

Decision Making and Framing the Judgment ProcessII

Characteristics Traditional View Judgment Process View

Success Criteria Making the best decision based on known data

Ability to act and react through judgment process that guides others to a successful outcome.

Actors Top-down, leader makes key decisions.

Top-down-up, execution influences how judgments are reshaped.

Transparency Closed 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 Building Unconsciously happens through experience or luck. Reserved for top leadership.

Deliberate development of key employees in all areas.

Communicate? Me?

“The biggest Problem with Leadership Communication is the illusion that is has occurred”.

Clarke & Crossland

The Personal Side XIIICommunicate for Success

I 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?


Keys to Leadership

My 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 vision• Reveal your inspiration• Lead intentionally• Communicate endlessly• Engage in Value Talk• Remain a student of the process• Act as if they are watching you

Bibliography• Noel M. Tichy & Warren G. Bennis, Judgment, 2007.• James O’toole, 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.


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


leadership -"leaders are made, not born - and here is how." from ole dam

Leadership & Management

good leader

smart people

caring people

great leader

leadership ability

organizational leadership

leadership position

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