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© 2008. CoachWorks ® International, Inc. All rights reserved. An Introduction to Legacy Leadership ®

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1 © 2008. CoachWorks ® International, Inc. All rights reserved. An Introduction to Legacy Leadership ®

2 This isn’t about money, financial investment or material wealth and capital building. Legacy Leadership ® is not about building things. It is about building people. It is about investing your time, your energy, your competencies and your interest and concern in individuals who then share what they have learned with others, maximizing the return on your investment. © 2008. CoachWorks ® International, Inc. All rights reserved.

3 It’s who we are and what we live today that shapes our legacy for tomorrow. Legacy Leadership is about LIVING your legacy, not just leaving it. It’s who we are and what we live today that shapes our legacy for tomorrow. Legacy Leadership is about LIVING your legacy, not just leaving it. © 2008. CoachWorks ® International, Inc. All rights reserved.

4 After over 40 years of combined experience as executive coaches, we have discovered that Legacy Leaders all have the same “right stuff.” We have identified this “right stuff” and built a leadership model and system - a comprehensive development tool, and a platform on which to base leadership excellence. We call this Legacy Leadership ®. After over 40 years of combined experience as executive coaches, we have discovered that Legacy Leaders all have the same “right stuff.” We have identified this “right stuff” and built a leadership model and system - a comprehensive development tool, and a platform on which to base leadership excellence. We call this Legacy Leadership ®. © 2008. CoachWorks ® International, Inc. All rights reserved.

5 Legacy Leadership is not a leadership style – it is a life system and a way of being, not just doing. It is based on 5 best practices, which we also call “Legacy Practices.” Each of the 5 Legacy Practices has three components: one part being, and two parts doing. Great leaders don’t just do, they are. Legacy Leadership is not a leadership style – it is a life system and a way of being, not just doing. It is based on 5 best practices, which we also call “Legacy Practices.” Each of the 5 Legacy Practices has three components: one part being, and two parts doing. Great leaders don’t just do, they are. © 2008. CoachWorks ® International, Inc. All rights reserved.

6 1: Holder of Vision and Values ™ 2: Creator of Collaboration and Innovation ™ 3: Influencer of Inspiration and Leadership ™ 4: Advocator of Differences and Community ™ 5: Calibrator of Responsibility and Accountability ™ 1: Holder of Vision and Values ™ 2: Creator of Collaboration and Innovation ™ 3: Influencer of Inspiration and Leadership ™ 4: Advocator of Differences and Community ™ 5: Calibrator of Responsibility and Accountability ™ A great leader is first a holder, a creator, an influencer, an advocator and a calibrator. Leadership greatness resides in who the leader is first, and what he or she does second. © 2008. CoachWorks ® International, Inc. All rights reserved.

7 The Legacy Leadership ® Model © 2008. CoachWorks ® International, Inc. All rights reserved.

8 A HOLDER “Keeps in hand” those things that are important, embracing and encouraging their remembrance. VISION is a clear view and understanding of realizable goals, plans and intentions. VALUES are those things considered right, worthwhile and desirable – the basis of guiding principles and standards. A HOLDER “Keeps in hand” those things that are important, embracing and encouraging their remembrance. VISION is a clear view and understanding of realizable goals, plans and intentions. VALUES are those things considered right, worthwhile and desirable – the basis of guiding principles and standards. This Legacy Practice is not merely about having vision and values, but about using them, living them, in daily operations to undergird the entire organization, to reflect the organization’s ideals, and to bring it into a prosperous future. Holder of Vision and Values ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

9 1.Consistently reinforce organizational vision and values. 2.Intentionally model guiding principles in everything, with everyone. 3.Personally integrate the organization’s vision in all responsibilities. 4.Have a well-defined strategic plan for accomplishing the vision. 5.Enable the team to translate organizational vision, and align daily responsibilities with organizational goals. 6.Establish measurable milestones congruent with vision. 7.Ensure that organizational values are integrated into how the organization does business. 8.Clearly identify your personal values; “walk the talk” in everything. 9.Place importance on developing others. 10.Effectively communicate, sustain processes to achieve vision and values. 1.Consistently reinforce organizational vision and values. 2.Intentionally model guiding principles in everything, with everyone. 3.Personally integrate the organization’s vision in all responsibilities. 4.Have a well-defined strategic plan for accomplishing the vision. 5.Enable the team to translate organizational vision, and align daily responsibilities with organizational goals. 6.Establish measurable milestones congruent with vision. 7.Ensure that organizational values are integrated into how the organization does business. 8.Clearly identify your personal values; “walk the talk” in everything. 9.Place importance on developing others. 10.Effectively communicate, sustain processes to achieve vision and values. CRITICAL SUCCESS SKILLS: Core Competencies Holder of Vision and Values ™ Holding Vision and Values involves an unswerving commitment to intentional behavior that enables an organization to realize its vision and operate with integrity – consistently. © 2008. CoachWorks ® International, Inc. All rights reserved.

10 This Best Practice is about direction and commitment. We often refer to this as one of the bookends of leadership, the other being Best Practice 5, which is about execution and performance. Holding Vision and Values means first BEING this Holder, one who intentionally lives personal and organizational vision and values. A Legacy Leaders cannot DO the Critical Success Skills well unless he or she IS this Holder. Holder of Vision and Values ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

11 A CREATOR causes something to “come into being” often through original or inventive means. COLLABORATION is the process of working together to achieve common goals instead of personal agenda. INNOVATION is the introduction of something new and different in the process of achieving goals. This Legacy Practice is not about being creative, it is about being a creator, one who instinctively creates opportunities and the environment where collaboration and innovation can flourish. Creator of Collaboration and Innovation ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

12 1.Create innovative and sound possibilities for the organization. 2.Foster a learning, trusting environment for true collaboration and innovation. 3.Masterfully listen for both what is said and not said. 4.Be comfortable not knowing “the answers” and learn from individual perspectives. 5.Draw out different perspectives and believe disagreement is a learning opportunity. 6.Ask timely, tough questions while keeping in mind the big picture. 7.Set the tone for thinking beyond the present in order to innovate for the future. 8.Project how ideas will play out in the organization and in the marketplace. 9.Discern, and assist others to understand, when change needs to happen and when it does not. 10.Masterfully facilitate conversations where everyone contributes their best thinking toward the task or goal. CRITICAL SUCCESS SKILLS: Core Competencies To create collaboration and innovation within an organization, the Legacy Leader ensures high levels of trust, develops processes for capturing innovation, and encourages a team spirit that challenges new thought without boundaries. Creator of Collaboration and Innovation ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

13 This Best Practice is about creating a positive environment for working relationships. The term “creator” indicates the leader’s ability to create a learning, trusting environment where collaboration and innovation can occur. Collaboration and innovation are not automatic functions. They are to be encouraged, nurtured – with opportunities created by leaders. Creator of Collaboration and Innovation ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

14 AN INFLUENCER brings about a desired effect in others, either by direct or indirect means. INSPIRATION is the process of animating, motivating or encouraging others to reach new levels of achievement. LEADERSHIP is the process of guiding and directing others to shared success. This Legacy Practice is about growing, promoting and sustaining inspirational leadership by always providing a consistent and positive role model, by creating opportunities for learning and growing of personal leadership styles and encouraging ongoing and lasting positive energy and passion in others. Influencer of Inspiration and Leadership ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

15 1.Be very adept at developing and maintaining relationships. 2.Use emotional intelligence and positive energy to influence others. 3.Choose to model the positive perspective in all situations. 4.Bring out the best in people. 5.Constantly acknowledge and recognize the attributes and contributions of others. 6.Intentionally delegate for the development of others. 7.Lead with a constant focus on showcasing others, not self. 8.Have the ability and courage to take risks and inspire others to follow. 9.Be able to make tough decisions with minimal negative impact. 10.Lead with humility and unwavering resolve to accomplish the goals of the organization through others. CRITICAL SUCCESS SKILLS: Core Competencies These critical success skills include behaviors that take inspiration and leadership from mere words on a page to active influencers for shaping corporate success, and tomorrow’s leaders through a nurturing structure and environment. Influencer of Inspiration and Leadership ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

16 This Best Practice is about making connections with individuals – the heart of relationships, as well as leadership. The term “influencer” indicates the leader’s ability to influence and inspire others to greatness. This Legacy Practice stokes the fires of great leadership. It is what drives and sustains this leadership model. Legacy Leaders are intentional about their influence. Influencer of Inspiration and Leadership ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

17 AN ADVOCATOR stands in support of a cause, a practice or people on its or their behalf. DIFFERENCES are those qualities that distinguish people or things from other people or things. COMMUNITY is a group of people with shared interest working together to achieve shared success. This Legacy Practice is about promoting and combining differences into a unified whole, and then standing in support of this community as it builds relationships – both inside and outside the organization – that enlarge and expand the growth and success of the organization. Advocator of Differences and Community ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

18 1.Be able to take a stand for a person, practice or cause. 2.Constantly raise visibility of individuals by mentoring and developing them. 3.Advocate for a strengths-based culture. 4.Be a connoisseur of talent, recognizing, valuing and utilizing the best each person has to offer. 5.Insist on building teams with diverse approaches and capabilities. 6.Look for and create cross-functional opportunities to develop unique talent. 7.Promote inter-departmental collaboration, rather than “silo” orientation. 8.Consider impact of actions on greater community (beyond organization). 9.Maintain ongoing dialogue and involvement with internal/external communities. 10.Promote inclusive environment to unite toward common focus. CRITICAL SUCCESS SKILLS: Core Competencies These behaviors serve to generate a team-building environment that tears down personal, departmental or organizational “walls” or silos, and fabricates a healthy culture based on understanding the community strength and ultimate success afforded in differences. Advocator of Differences and Community ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

19 This Best Practice is about the distinction of individual strengths and the inclusion of differing perspectives. “Differences” goes well beyond the commonly understood “diversity.” The term “advocator” refers to the leader’s ability to promote, encourage, build, preserve and defend the differences that make a whole, and contribute to overall organizational success. Advocator of Differences and Community ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

20 A CALIBRATOR “sets the mark” for the quantitative measurement of success (desired results). RESPONSIBILITY is the ability to respond correctly to – and meet – stated expectations. ACCOUNTABILITY is the obligation to explain or justify conduct, conditions or circumstances. This Legacy Practice is the most often missed practice of leadership, and everything else depends on it. It is being vigilant, accountable, responsible, thoughtful and nimble, with a constant eye on the target. Calibrator of Responsibility and Accountability ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

21 1.Execute the organization’s strategic plan and use appropriate checks and balances to reach the goals. 2.Have your “finger on the pulse” of the organization and know your milestone status. 3.Be sure individuals on your team are clear about position responsibilities and how they fit into the organization’s direction and deliverables. 4.Require peak performance and support everyone with appropriate resources. 5.Provide regular feedback and coaching, and take action when performance does not meet stated expectations. CRITICAL SUCCESS SKILLS: Core Competencies Continued… Calibrator of Responsibility and Accountability ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

22 6.Have clearly defined accountabilities for yourself and for your organization. 7.Have a clearly developed action plan with benchmarks and milestones, and provisions for making adjustments along the way. 8.Model a sense of urgency both in getting things done and responding to change. 9.Be alert to trends that potentially affect results, and re-calibrate action plans where necessary. 10.Gain commitment from everyone in your area of responsibility, and have established accountabilities with appropriate consequences and rewards. CRITICAL SUCCESS SKILLS: Core Competencies This Legacy Practice is not about discipline, punishment, hall monitors, rule books or pointed fingers. It is a standard set by leadership by which the whole community has ownership of the process – and therefore is wholly accountable for progress made during that process. These behaviors enable the leader to guide all individual parts of the community to contribute their very best to the process and share the results. Calibrator of Responsibility and Accountability ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

23 This Best Practice is about execution and performance measured against vision and values. It is the other “bookend” of the leadership model. The term “calibrator” indicates constant vigilance, with possible adjustments, of progress toward accomplishing goals. This Legacy Practice will create a path to a deliberate process with a desired outcome. Calibrator of Responsibility and Accountability ™ © 2008. CoachWorks ® International, Inc. All rights reserved.

24 Legacy Leadership ® requires living today the behaviors, competencies and attitudes of the great leader who will be remembered tomorrow. HOLD the vision and values of what you want to become, CREATE opportunities to be that kind of leader, INFLUENCE yourself in ways that promote this attitude, ADVOCATE this kind of leadership in yourself, and CALIBRATE it – until you become it. © 2008. CoachWorks ® International, Inc. All rights reserved. ®

25 Available at amazon.com and barnesandnoble.com © 2008. CoachWorks ® International, Inc. All rights reserved. “Not since “Built to Last” have I resonated so much with a leadership book. There are a lot of leadership models out there, but most of them lack the one critical factor for real legacy – the genuine caring about others that builds trust. Smith and Sandstrom have captured that heart connection, and combined it with the essence of solid leadership for a timeless platform for leaders to achieve real and lasting greatness. Legacy Leadership should be the well-worn, dog-eared guide of every leader.” Dave Sabey, President and Founder, Sabey Corporation Commercial Real Estate Development

26 Please visit our website at www.CoachWorks.com or www.LegacyLeadership.com, where you will find a lot more information about Legacy Leadership, and the availability of rich resources and training materials, including a full online dual 360 assessment process for Legacy Leadership. www.CoachWorks.com www.LegacyLeadership.com We hope you will visit often, and we would love to hear from you with any comments or questions regarding this model. Contact us at info@coachworks.com. © 2008. CoachWorks ® International, Inc. All rights reserved.


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