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Leaders: Born or Bred Jeanne Stuntz and Karen El-Tawil Synergy Conference October 1, 2014.

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Presentation on theme: "Leaders: Born or Bred Jeanne Stuntz and Karen El-Tawil Synergy Conference October 1, 2014."— Presentation transcript:

1 Leaders: Born or Bred Jeanne Stuntz and Karen El-Tawil Synergy Conference October 1, 2014

2  Career Backgrounds: Karen and Jeanne come from very different industries.  Skills needed to lead an organization regardless are universal.  Mentoring over the years. Leadership Goes Beyond.. 2

3 Disclosure Nothing that we are going to share with you today is new information. We have compiled the information from many published leadership theories and our own and other’s personal experiences. These principles apply to each and every leadership role you are privileged to serve in. There is many resources available to supplement our time today and we suggest that you seek out resources continually to enhance your path to be an exceptional leader 3

4 Management is something you do with things  You manage a budget, your inventory, your checkbook, your resources but you do not manage people Leadership is something you do with people  You lead a team or organization, you lead others not things Management vs. Leadership 4

5 Leadership Defined: 5 The art of mobilizing others to want to struggle for shared aspirations -Jim Kouzes & Barry Posner “ The Leadership Challenge”

6 Leadership Defined: The skill of influencing people to work enthusiastically towards goals identified as being for the common good A skill is simply a learned or acquired ability 6

7  People in your organization are entrusted to your care  Employees spend approximately half their waking time working and living in the environment that you create  The employees are counting on you for financial security  To be successful at leadership is a personal decision to develop the skill of influencing people Leadership is a Responsibility 7

8 Leadership: The skill of influencing people to work enthusiastically towards goals identified as being for the common good  How do we develop influence with people?  How do we get people to do our will?  How do we get people engaged in the vision of the enterprise?  How do we get their ideas, commitment, creativity and excellence? Leadership is About Influence 8

9 To understand Influence you must understand the difference between Power and Authority Power : The ability to force or coerce someone to do your will, even if they would choose not to, because of your position. Power can be bought and sold, given and taken away. Authority : The skill of getting people to willingly do your will because of your personal influence. Authority can not be bought or sold, given or taken away. It is about who you are as a person, your character and influence that you have built with people. Power vs. Authority 9

10 Think of someone who has authority (not power) in your life! Honest Good Role Model Trustworthy Good listener Caring Holds People Accountable Positive Encouraging Respectful Committed Thankful Enthusiastic Selfless 10

11  All leaders have followers.  Do you have followers?  Are your followers good for the organization?  Your responsibility as a leader is to interact with the followers to ensure they’re working in the direction of the goals of the organization.  In any position in an organization you have both a leader and follower role. Leaders Have Good Followers 11

12 Eight Lessons in Leadership

13  Getting your drivers license was a major step in your life  But driving is a big responsibility and it changed the way that you travel  You were now responsible for others  Your actions could impact other lives # 1 - Be a Driver Not a Passenger The transformation from Manager to Leader 13

14  As a Leader you take on new responsibilities and lose some freedoms as well  It is your responsibility to fix problems. Use all resources available.  You cannot openly complain about the company. You will never earn the respect of your staff.  You cannot blame others for a problem within your group. You must take responsibility for everything that happens.  You lose the right to some of your time because you have to share your time with your staff.  You lose the right to be liked by everyone, instead you seek to be respected by everyone. # 1 - Be a Driver 14

15 # 2 - What is the Main thing?  The Main Thing is the mission of an individual group.  It should be as easy as 2 to 4 simple bullet points.  Teams/employees that underachieve often don’t know or focus on their main thing.  It is the leaders responsibility to get buy in from their boss on the groups main thing. 15

16  How to determine “The Main Thing”  Start with the goals of the group. If you don’t have written goals then write some.  Meet individually with your staff and solicit their input to what is the main function of the group.  Meet with your boss or superiors and get buy-in on the Main Thing.  Communicate the main thing with your group. Make sure that you get total alignment.  Use the main thing to prioritize and focus activities. Help your staff prioritize their efforts to ensure success. # 2 – What is the Main Thing? 16

17  Remember # 2 – What is the Main Thing? 17

18 # 3 – Escaping from Management Land  Management Land is the overly political office place  Simple things become complex  Game playing is more important than success  Employees are rewarded for telling the boss what he/she wants to hear  Egos are large  Truth is hard to determine  Problems are not dealt with promptly 18

19 # 3 – Escaping from Management Land  Many good companies have leadership with the will to succeed but that lacks modesty. This creates a culture where:  Employees tend to feed the ego of the leader.  Employees do not feel part of the success or appreciated  The company breeds a culture of individualism  To escape from Management Land:  Strive to be a servant leader by focusing on the task and not self  Always be honest with your team – even when it is hard  Stay in close touch with your people to ensure you are getting clear and honest input. 19

20 # 3 – Escaping from Management Land Managing For Performance  Consider a team composed of:  Super Stars – knowledge, desire and experience  Middle stars – adequate knowledge and reliable or previous superstars who lost their motivation  Falling stars - doing as little as they can get away with  ASK YOURSELF  What is the minimum acceptable level of performance and Is falling star behavior acceptable to you?  Are you rewarding falling stars by giving them less work and letting them stay onboard?  Falling Stars breed Falling Stars!!! 20

21 # 4 – Do the Right Thing  Suppose your superstar violates the company code of conduct and no one knows but you. What do you do?  If you terminate the superstar the performance level will drop. Don’t we want to raise the performance level? A Leader must focus on raising the performance level for long-term sustainable success 21

22 # 4 – Do the Right Thing Integrity is doing the right thing even when no one is watching - C.S. Lewis  Doing the right thing is always right, even when it is hard  Doing the right thing is always right, even if it causes short term problems  Doing the right thing is always right, even when you are the only one that knows This sounds easy in theory but can be very difficult in reality 22

23 # 4 – Do the Right Thing Having contingency plans and conducting risk analysis before you get into trouble will help you stay on course  It is healthy to ask “what if?” or “what could go wrong?”  Contingency plans help you do the right thing when faced with a challenging situation  Develop the plan before you get into crisis Everything counts when it comes to Leadership You need to guard your personal integrity as if it is your most valuable leadership possession. “To know what is right and not to do it is the worst cowardice” - Confucius 23

24 # 4 – Do the Right Thing Accountability  If you as a leader have made a mistake then you must recognize it and apologize for it  Holding staff accountable for behaviors or actions is difficult and must be handled properly  Holding yourself and team accountable for their behavior, actions, and performance is critical to create a culture of leadership “It is wrong and immoral to seek to escape the consequences of one's acts.” ― Mahatma GandhiMahatma Gandhi 24

25 # 4 – Do the Right Thing Holding Each Other Accountable  Each individual must be responsible to act in line with the company code of conduct or value statement  Each employee should have clear and written goals of performance  Addressing accountability issues with staff should always be done promptly, privately and in a positive manner  If accountability issues persist then a written plan for improvement should be use and clear definitions of the potential consequences  Regular follow-up is imperative to correct the behavior 25

26 # 5 – Hiring the Right People  The right people are your most important asset  Finding employees and putting them in the right roles is the most important job of a leader  Work diligently to get the right people on the Bus and the wrong people off the bus.  If you hire tough then managing gets easier and if you hire easy then managing gets tougher. Getting the Right People on the Bus! 26

27 # 5 – Hiring the Right People What can we do to hire the right people?  When you know in your heart that you need to make a people change on your team – act promptly  Be rigorous not ruthless in the selection process  Never lower your standards just to fill a position quickly, you may pay dearly for that later  Be prepared for the interview  Use your time to evaluate character (work ethic, ego, energy) and intellect. 27

28 # 5 – Hiring the Right People The interview process  Don’t get hung up on looking for people with the exact experience the job requires  Look for people who can step up to the opportunity and grow. They will be a more satisfied employee The “right person” usually has more to do with the character traits and intellect that previous experience 28

29 # 6 – Do Less or Work Faster  Leaders can feel that their time is not their own  This can be a huge source of stress  A leader must be able to set their own agenda and take control of their time  Working harder can sometimes help but working smarter always helps  The trick is to look for small increments Time management 29

30 # 6 – Do Less or Work Faster Do Less  Think about lesson # 2 What is the main thing?  Have the discipline to say NO when it is not part of your main thing Work Faster  Prioritizing and organizing :  Use the 80/20 rule to focus your team.  Have a daily plan and prioritize what you want to accomplish  Question the value in department reports and only produce what has value  Control the vacuum  Batch like activities 30

31 # 6 – Do Less or Work Faster Work Faster Limiting interruptions:  Create strategies to mitigate interruptions  Stand during the interruption instead of sitting  Schedule one on one sessions with team members that habitually interrupt  If there is something that needs quick attention get all the right people involved at the beginning  Communicate your time plan with others especially when there are critical tasks pending  Ask your staff what you do that wastes their time 31

32 # 6 – Do Less or Work Faster Work Faster Managing meetings effectively:  Meetings should be productive and short with a specified time period  Beware of perpetual meetings  Prioritize the agenda and cover the most important items first  Ensure appropriate attendees  Do not stop and re-cap to bring the late attendees up to date  Summarize action items and the responsible parties that arise from the meeting at the end and identify  Schedule a follow-up meeting before adjourning. 32

33 # 7 – Motivation Filling Buckets Imagine that each employee carries a bucket that holds their motivation  We want all buckets full  But some buckets leak and need to be refilled  Each employee also has a dipper and can empty their own and others buckets  Dippers = cynicism, negativity, stress, confusion, complaining, doubt and fear As a Leader you are the chief bucket filler 33

34 # 7 – Motivation The best way to fill buckets is with excellent communication  Communicate the team score card  Provide feedback – sincere, specific, and timely  Provide recognition  Tailor recognition to the individual  Involve them in making major decisions  Take time to know them personally beyond the task at hand  Demonstrate compassion when they go the extra mile.  Provide hand written thank you notes  Assign top performers to mentor junior people on the team  Make one on one time available to spend w/every person on the team 34

35 # 7 – Motivation Bucket filling is contagious. The more you fill the more you will find that your own bucket is full.  Create a culture of bucket filling – routine ways to celebrate  Ensure that there is a balance between fun and intense effort  Allow yourself to be apart of the fun as well as the effort  Support and celebrate individuals  Provide opportunity for employees to connect with each other – fill each other’s buckets  Company events  Newsletter acknowledging departments or individual success  Team lunches 35

36 # 8 – Be the Servant  A leader removes the barriers so that their team can serve the customer or others.  A leader must respect and honor those that do the “doing”  A leader must provide the avenue for the team to meet the vision  A leader must SERVE the team 36

37 # 8 – Be the Servant A Servant Leader  Believes that everyone has a deep human need to contribute to a personally meaningful enterprise  Listens, hears, provides feedback and takes action  Is a life long learner – learning from everyone and everything in their life  Is committed to the growth of others  Views leadership as being a host and not a hero I they share the difficulty as well as the success.  Is aware – general awareness and especially self awareness  Builds community 37

38 Leaders…Born or Bred?  There’s a difference between management and leadership.  There’s a difference between Power and Authority  Leadership defined: The art of mobilizing others to want to struggle toward shared aspirations.  Leaders exist in all parts of the organization. Leaders have good followers. 38

39 Leaders…Born or Bred?  Eight lessons:  Be a Driver  What’s the Main thing?  Escaping Management land  Do the Right thing  Get the right people on the bus  Do less or work faster  Filling Buckets  Be the SERVANT 39

40  Born: Existing from the time of someone’s birth. Natural or instinctive.  Bred: To develop by training or education Leaders…Born or Bred? 40

41 Resources “Good to Great” by Jim Collins “Built to Last” by Jim Collins “Leadership” by Brian Tracy “The Servant” by James C. Hunter “Five Levels of Leadership” by John C. Maxwell “The Right to Lead” by John C. Maxwell “How Full is your Bucket?” by Tom Rath, Donald O. Clifton “Jesus, CEO” by Laurie Beth Jones “Servant Leadership” by Robert K. Greenleaf “The Servant Leader” by Kenneth H. Blanchard, Phil Hodges, J. Countryman “Accountability: Becoming People of Integrity” by Wayne Schmidt, Yvonne Prowant 41

42 Resources “The Servant Leader” by James Autry “The Leadership Challenge” by James Kouses and Barry Posner “Principle-Centered Leadership” by Stephen Covey “Seven Habits of Highly Effective People” by Stephen Covey “The Transparent Leader” by Herb Baum “First Things First” by Stephen Covey “Built to Last?” by James Collins “Encouraging the Heart” by James Kouses and Barry Posner 42

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