presented by richard meyers
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Presented by Richard Meyers. Presented by Richard Meyers & Associates, Inc. What I s the face of leadership Look like?. What is your Philosophy of leadership?. Here is one example……. INVICTUS. “ YOU MUST BE INSPIRED IN ORDER TO INSPIRE OTHERS ” … - PowerPoint PPT PresentationTRANSCRIPT
Presented by Richard Meyers
Presented by Richard Meyers & Associates, Inc.
What Is the face of leadership Look like?
What is your Philosophy of leadership?
Here is one example……..
INVICTUS
“YOU MUST BE INSPIRED IN ORDER TO INSPIRE OTHERS”…
Mandela had three perspectives that he lived by: Kindness Forgiveness Humility
Leading vs. Managing• What managers and management teams do:
– Create order out of complexity• Plan, organize, harmonize, manage risks• Managers focus on WHAT needs to be done—execution, both quality and speed
• What leaders and leadership teams do:– Create change
• Strategy is insufficient!• Focus on RESHAPING culture to better enable execution of the strategy
– They have a firm grasp of reality and create the vision of how to achieve success
•Leaders make emotional connections!
• Success requires both strong leadership and great management– Most companies are over-managed and under-led, and many fail to manage the most
important things well
When Leading vs. ManagingWhen Leading….• Influencing change with a bold
vision and firm grasp of reality—communicating a compelling story—with conviction
• Taking personal risks• Challenging assumptions--thinking
out of the box• Creating disruption/discomfort with
the status quo• Redefining standards of excellence• Making emotional connections--
inspiring the best from others• Engaging conflicting points of view
—building trust-based relationships
When Managing….•Managing to results•Measuring performance•Harmonizing/optimizing processes•Holding others accountable for deliverables•Managing risks•Following guidelines—thinking in context•Stabilizing
Every role requires both leadership and management,but few executives have talent sets or profiles that
are equally balanced (From, Leading Change, John Kotter, Harvard Business School)
Risk Analyst
VPHead of Risk
Director/Risk Manager
M I N D S E T / C O M
P L E X I T Y
Levels of Professional Complexity
How Role Complexity Requires a Different “MINDSET”
1. Gets Things Done
• Execution• Relating
2. Gets Things Done thru Others
• Execution• Relating
• Influencing
3. Creates Change• Influencing
• Vision• Strategy
• Org. Development• Relating
Leadership vs. Management Teams
Leadership Teams Proactively shape culture to
market leadership strategy Have collective team goals Hold one another mutually
accountable Interdependent-leverage
talents and experiences Focus on realizing their
purpose, vision, BHAG
Management Teams Unconsciously shape
culture Have functional goals Are accountable to the
leader Independent Share information Review numbers Negotiate resource
allocations
Authentic Leadership* The values derived from your beliefs and convictions
These become truly tested when you are under pressure
Leadership principles are values translated into action Self-awareness is the most important capability for
successful leaders This is why knowing what is most important to you is
critical
*Adapted from; Discovering Your Authentic Leadership, George, Sims, McLean, Mayer, Harvard Business review, 2007
How to Become an “Authentic” Leader• Ask yourself the following questions:
1. Which people or experiences in your early life had the greatest impact on you?
2. What tools do you use to become self-aware?
3. What are your most deeply held values?
4. What motivates you extrinsically?
5. What kind of support team do you have?
6. Is your life integrated?
7. What does being authentic mean in your life?
8. What steps can you take tomorrow to become a more authentic leader?
Developing Your Leadership Point-of-View
Your Leadership POV is your philosophy of leadership: the beliefs that explain your goals and drive your values, style, behaviors, priorities and/or decisions These are not “ideals” or platitudes
The underlying principle is that your behaviors reflect what’s important to you (your values), and what’s important to you is based on underlying beliefs, some of which you may not be readily conscious of
Think about 1-2 key people or experiences that most impacted who you are as a leader
Identify the 5 principle beliefs that best define who you are as a leader
THE 3 KEYS TO LEADERSHIP
THE THREE KEYS
WHY? Are you doing that… WHAT? We do… HOW? We make it…
QUESTIONS