1. Mana 30303 Entrepreneurial Leadership Stuart A
Mana Entrepreneurial Leadership Stuart A. Youngblood Dan Rogers Hall, Room 166D Phone: tcu.edu

2. Agenda Management vs. Leadership Maturity Continuum
Role of values/principles
Paradigms
The habit of being proactive
Circle of influence

3. Management vs. Leadership
Think about your definition of leadership – does this distinction matter?

4. Management vs. Leadership
Creating An Agenda
Planning & Budgeting
Establishing Vision & Strategy
Developing Networks
Organizing & Staffing
Creating Alignment
Execution
Controlling & Problem Solving
Motivating & Inspiring
Outcomes
Producing Results
Leading Change

5. Management vs. Leadership
Is there a difference between management and leadership? If so, what is it?
What is the value of Management?
What is the value of Leadership?
What is the Management PROCESS?
What is the Leadership PROCESS?

6. Maturity Continuum Dependence – my welfare depends mainly on YOU
Leading self helps you to move from dependence to independence
Independence – my welfare depends mainly on ME (private victories)
Leading others helps you move from independence to interdependence.
Interdependence – my welfare depends mainly on US (public victories)
Be proactive, begin with end in mind, first things first are leading self skills. Think win-win, seek to undertand then be understood, synergize are leading other skills.

7. Kohlberg: Character Development
Our ability to reason morally develops as we mature.
Three levels of character development reveal how we develop our critical thinking to resolve ethical dilemmas through maturation and education:
Pre-conventional: Most children, many adolescents, and some adults see the world as black or white, right or wrong; authority figures know what is best. Seek reward, avoid punishment.
Conventional: Many adolescents and some adults look to cultural norms for moral guidance. Seek social harmony.
Post-conventional: Character (moral reasoning) is based on a personal, principle-centered code of right & wrong.

8. Values/Principle Centered Leadership
Your behavior is based on PRINCIPLES or Values that govern interpersonal relationships, not social norms!
Why?
Principles are objective, timeless, and universal in relationships
The character ethic vs. the personality ethic: align behaviors with self chosen values instead of choosing to please others or meet others’ expectations of you. Values vs. subjective norms as guides to behavior.

9. Example: Values/Principle Centered Leadership
“Our challenges may be new. The instruments with which we meet them may be new. But those values upon which our success depends – hard work and honesty, courage and fair play, tolerance and curiosity, loyalty and patriotism -- these things are old. These things are true. They have been the quiet force of progress throughout our history.”
Barak Obama campaign quote, 2008.

10. Religious Character
Every major religion is based on a set of universal moral principles that govern human behavior.
Examples: The Golden Rule, The Ten Commandments, etc.
People have relied on these principles for thousands of years.

11. Aristotle: On Character
Courage – taking a stand
Faith – belief & trust
Justice – fairness & equal treatment
Prudence – balance & anticipation
Temperance – discipline & self-control
Love – compassion & mercy
Hope – creating a positive future

12. The True North Principle
What Does “Acting With Integrity” Mean to You?
When you act with integrity, what values/principles guide your actions?
Is it easy to determine when others are acting with integrity / lack of integrity when they deal with you?
It is not always so clear when you are acting with integrity / lack of integrity! Why?

13. Avoiding Ethical Pitfalls
Embrace a True North Life Center, that is, choose your values then live them!
Awareness: Can You Recognize Your Integrity Gaps? Self awareness, seeking feedback.
Develop Skills to Respond to Pressures.

14. Organizational Impact of Failed Integrity
Low regard for formal leaders - mistrust, disbelief and cynicism
People don’t believe that they can contribute enough to make a real difference … so they don’t even try!
People avoid taking risks and just play it safe
Harder to create a real team
Lowered business unit results
Seed bed for resistance to change. Change is always bad

15. What is a Paradigm?

16. Values/Principle Centered Leadership
Example: Law of the Harvest
What does every farmer know, if they are to have a really good harvest? What are the time honored principles they must follow, if a good harvest is to follow?

17. Old Path Farm in Sauguoit, New York

18. The Greenhouse at Old Path Farm

19. Cold Frame outside of the greenhouse at Old Path Farm

20. A few weeks later, the plants in the fields at Old Path Farm

21. Farmer’s Market in Clinton, NY outside of Utica, NY

22. A Paradigm: How You See the World
GET DO

23. Paradigm SEE – You are a product of your choices
DO – The behaviors that you engage in based on your choices
GET – The results that you earn from your behaviors

24. A Paradigm of Leadership
LEVEL PRINCIPLE
Intrapersonal …….. Trustworthiness
Interpersonal …….. Trust
Managerial ………... Empowerment
Organizational …… Alignment

25. Another Paradigm: The 7 Habits
Private Victories (Leading Self)
Be proactive
Begin with the end in mind
Put first things first
Public Victories (Leading Others)
Think win-win
Seek first to understand, then to be understood
Synergize
Sharpen the saw

26. What is Effectiveness? P / PC BALANCE
Production – Getting What You Want
Production Capacity – Getting What You Want Again and Again
Example: The Organic Farmer
Example: Aesop’s Fable of the Goose that Laid the Golden Egg
Assets: Physical, Financial, & Human

27. Habit 1: Be Proactive
Definition: Your life is a product of your values (based on principles), not your feelings or your external environment
Proactive mindset – You have the ability & freedom to choose how you will respond
Reactive mindset – You are controlled by outside influences (moods, feelings, circumstances, other people)

28. Stimulus > Response
Healthy adults have the capacity to pause and exercise the FREEDOM TO CHOOSE their responses to stimuli
Four Human Endowments
Self-Awareness (Who I am?)
Imagination (What can I be?)
Conscience (What are my values/principles?)
Independent Will (What is best for me?)

29. Stimulus  Response
A small space between the S and R, where you can choose your response.
S ? R
What do you choose?

30. The Power of CHOICE
You can claim (reclaim) your power by recognizing that you can choose…and have more control over your destiny than you ever imagined
Remember:
You either act or the world acts on you.
You either choose or let others choose for you.

31. On The Wall at Mother Theresa’s Childrens’ Homes in Calcutta
People are unreasonable, illogical and self-centered, so
Love them anyway
If you do good, people will accuse you of selfish, ulterior motives,
so Do good anyway
If you are successful, you will win false friends and true enemies,
so Succeed anyway
Honesty and frankness make you vulnerable, so Be honest and frank anyway
People really need help but may attack you if you help them, so
Help them anyway
Give the world the best you have & you’ll get kicked in the teeth,
so Give the world your best anyway

32. Circle of Concern, Circle of Influence
A way to think about how you focus your time and energy.

33. Circle of Influence
Circle of Concern
Circle of Influence

34. Circles of Concern & Influence
Draw two concentric circles, one inside the other. Label the inside one ‘circle of influence.’ Label the outside one ‘circle of concern.’

35. Circles of Concern & Influence
In the outer circle, list concerns, people or issues that concern you, but that you cannot exert direct control over. In the inner circle, list those concerns, people, or issues that you can exert direct control over.

36. Circle of Concern, Influence
Who is in your circle of concern?
Who is in your circle of influence?

37. Circle of Influence Circle of Concern Circle of Influence
Note the concept of direct, indirect and no control. Focusing influence on you increases proactivity.
What’s the most important thing within the Circle of Influence?

38. Paradigm: Ronald & Sheila

39. Circle of Influence, Concern
Sheila
Ronald
What’s the most important thing within Ronald’s Circle of Influence? Who can change Ronald?

40. The Power of Language Proactive Language Reactive Language
I can, I will, I choose, Let’s look at the alternatives, I will take responsibility for that, Let’s get organized, You can count on me ….
Reactive Language
I can’t, I won’t, It’s up to you, There is nothing I can do, That’s the way I am, You make me so mad, They won’t listen to me, I don’t have time, That’s not my thing ….

41. What Will You Change?
Pick one relationship in your current life that you want to improve most…by making new choices (family member, friend, colleague, boss, girl/boy friend, other …)
In your notes, write down the proactive choices that you need to make for this to be possible?

42. Spend 2-3 minutes writing about a time that you were very angry
Personal Exercise
Spend 2-3 minutes writing about a time that you were very angry
… record what you really felt and thought about the other person
…and what you might have said if you let your guard down!
What happened to make you so angry?

43. Look Back At Your “Anger” Story
Who made you mad?
Circle of Concern
Circle of Influence

44. Where Emotion Comes From: (Observe  Feel  Act)
Event
Action
Lots of stories from same set of facts!
Observe Conclusion Feel ACT
Judgment

45. Language of a Reactive Person
“You can only stop sabotaging yourself if you don’t think you were someone else’s victim.”
Rosabeth Moss Kanter, New York Times, September 19, 2004.
“A victim is a person who suffers a loss because of the actions of others. Victims believe salvation comes only from the actions of others”
Robert E. Quinn, Deep Change, 1997, p. 21

46. Watch for three clever stories:
Victim Stories – “My good deed got me punished!”
Villain Stories – “S/he just went psycho on me!”
Helpless Stories – “I had to retaliate!”

47. Why do we tell these three clever stories?

48. Why do we tell these three clever stories?
They help us rationalize our (bad) behavior.
They make us feel good about ourselves.
They reinforce and justify our self-belief that there is no need to change!

49. Clever stories keep us stuck!
What result do you really want to create?
Are you behaving in ways to produce a result you really want?
Be proactive!

50. Three clever stories: How to transcend them!
Victim Stories – “My good deed got me punished!”
What am I pretending not to know about my role in this story?
Villain Stories – “S/he just went psycho on me!”
Why would a reasonable, rational and decent person do or say that?
Helpless Stories – “I had to retaliate!”
What could I do right now to move toward what I really want?

51. You write the Program: You are the programmer!

52. What Is Most Important About This Habit?
YOU ARE THE PROGRAMMER!
You can’t “fix” someone else,
but you can fix yourself!
The door to proactive personal change
is locked from the inside.

53. End