MANY VERY IMPORTANT THINGS ARE NOT LEADERSHIP Many very important things are not Leadership…. ….. and still just as important But leadership involves ‘leading’ and ‘following’ Leadership requires a cause Usually an emotion connected to that cause to stir passion
MANAGEMENT IS NOT LEADERSHIP Management can be important to leadership You can be a great manager and lousy leader Not by itself leadership I can manage a bunch of people not committed to a cause But I rarely lead that bunch I can lead a bunch of people committed to a cause And I may not need to manage them at all.
WHO IS A LEADER? Someone who can move a team to take initiative Frequently to go beyond boundaries Someone who the team recognizes as representing them They trust a leader to act in their stead
IS THERE ONE LEADER? In America one leader resonates with us. In other cultures, there are groups that act as leaders. The three leaders concept Someone who has the vision Someone who has the plan Someone who never lets anyone fail** **its tempting to arrange these three in a hierarchy, but not desirable
CAUSES LEAD TO LEADERSHIP MOMENTS Some of the greatest instances of leadership come about because of a cause. “We don’t do these things because they are easy…..we do them because they are hard.” “that if the British Empire and its Commonwealth last for a thousand years, men will still say, This was their finest hour.” “ these dead shall not have died in vain—that this nation, under God, shall have a new birth of freedom—and that government of the people, by the people, for the people, shall not perish from the earth.” And not just a cause but an emotional cause.
WHAT TYPES OF CAUSES FIT A WORK SITUATION? Pride Devotion Camaraderie Service Best product in the industry (Video Games) Loving the cause (Finding a Cure) The best team in the world (NASA) A friend in unfriendly space (Cancer Hospital)
SIGNS OF LEADERSHIP SKILLS Kirkpatrick and Locke’s key leadership traits Drive Leadership motivation,-- the desire to lead others toward a vision Honesty and integrity--respect Self-confidence Cognitive ability Knowledge of the business, Three they forgot? Responsibility/ownership of problem Emotional intelligence’ Communication skills Many of these can be developed These can be harvested from different people on a team.
GROWING SKILLS/ HARVESTING SKILLS Look for Emotional Intelligence— are they trustworthy? Look for Responsibility/Ownership— are they motivated? Communication skills –in particular can they articulate a vision Work on growing the rest. Look for effective teamwork solutions (3 leaders?) Emotional Intelligence CommunicationOwnership
CULTURAL DIFFERENCES We all come from a different culture. We have gender differences, heritage differences, familial differences. Look for different ways of ‘taking the lead’ Anything you might associate with interest or responsibility
FINDING LEADERS Is aggression a sign of leadership? Can be if it indicates drive and passion. Avoid aggressive players who direct aggression negatively Past and present history: Taking leadership roles is a strong indicator. Look for someone who is always involved in getting things done Look for different ways of taking leadership Persuasiveness: Could this person persuade someone? Does this person identify and work toward an end-point?
NEGATIVE LEADERS Negative leader result from charisma and an environment that supports bad behavior. Teams become divided, paranoid, high drama Dilbert’s cartoon Team building efforts and sometimes products and people are sabotaged. Most often schedules are sabotaged Negative leaders can be identified by the projects that become quickly dysfunctional Harnessing Negative Leaders Remove the rewards for the leader Reassign, and redirect his energies if possible
GROWING LEADERS—DO YOU KNOW YOUR OWN PEOPLE? To find a leader you have to understand what motivates them. Leaders have a cause!
GROWING LEADERS—CAN YOU IDENTIFY FUTURE LEADERS? Ask them what they see as your challenges Ask them what they would do.
GROWING LEADERS—THINK ABOUT THEM, NOT YOU Recognize that their strengths are not yours. Don’t clone yourself Build on their strengths If they are great communicators, grow that skill Teach them to go around their weaknesses or borrow skills
GROWING LEADERS—TEACH THEM TO THINK ABOUT THE LONG GAME Mentor them, or assign a mentor Give them responsibility Give them credit…. ….and teach them not to take it.
GROWING LEADERS—TEACH THEM THE PEOPLE TRADE Make them develop others Expect them to mentor others Teach them to ask the right questions Teach them to build a rapport & trust Expect them to take the time Reward them for that.