1. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Different Perspectives on Leadership What You Can Learn from Today’s Thought Leaders Alan Cabelly, Ph. D., SPHR Portland State University Portland Leadership Institute 74 th Annual NHRMA Conference, Anchorage Oct. 2, 2012 alanc@sba.pdx.edu 503-250-3758

2. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d There is an urge within us, at once both idiotic and ingenious. Idiotic, because it (the urge) will not look beyond its comfortable mud hole and move on. Ingenious, because to defend its muddy fortress it will summon a myriad of excuses: society, luck, incompetent teachers, lazy co-workers, accidents, unfit parents, low self-esteem, bad management, etc. to avoid making significant change. Every excuse but the real one: Its instinctive obstinacy to remain in the mud hole it knows so well.

3. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Where are you STUCK in your own mudhole? 2 minutes: Briefly describe two places where you are stuck (no rationale/excuses, no analysis, no solutions)

4. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Where Am I Stuck (at work)? Place #1: Place #2:

5. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Let’s Get Out! And we have help!

6. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d

7. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Let’s start with Gladwell Today it’s all about networking

8. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d What is Gladwell’s impact today? from a book’s index to a revolution Or Occupy!

9. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Focus on Behavioral Style DiSC © Questioning Logic Focused Objective Skeptical Challenging Accepting People Focused Empathizing Receptive Agreeable Active Fast Paced Assertive Dynamic Bold Thoughtful Moderate Paced Calm Methodical Careful D Dominance Green WHAT/ WHEN? i Influence Red WHO? S Steadiness Blue HOW? C Conscientiousness Yellow WHY? Who Are You?

10. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Let’s move to Collins Level 5 Generation Today Prepare them!

11. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d The Mighty and Focused Hedgehog What were you Born to Do? What are you Truly Good at? What will people Pay You to do? $$$/ demand passion skills Your personal hedgehog Your SWEET Spot Big Hairy Audacious Goal

12. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d What about Leadership focus epitomizing the hedgehog companies that performed at levels up to 10X that of their competitors learn all you can from survivable mistakes understand the data, take advantage of luck, make well reasoned, creative decisions

13. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d What are to be your own Hedgehogs/BHAGs? Work Personal

14. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Two worksheets finished  Where are you stuck?  Where “should” you go

15. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d On to Amabile FOCUS

16. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Remember checklists Catalysts (support the work) 1. Setting Clear Goals 2. Allowing autonomy 3. Providing resources 4. Providing sufficient time 5. Helping with the work 6. Learning from problems and successes 7. Allowing ideas to flow Nourishers Events supporting the person Catalysts Events supporting the work Nourishers (support the person) 1. Respect 2. Encouragement 3. Emotional Support 4. Affiliation

17. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d How might you apply the Progress Principle in your organization  Signify progress?  Improve catalysts?  Increase nourishers?  Daily check-ins/ progress reports  Red, yellow, green cards o What leads to success? o What are the key blockers? HR Applications

18. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Progress, Catalyst, Nourish, or Check-In: What can you/will you do at work? Remember the networks!

19. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d We’ll finish with Lencioni

20. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d Organizational Health Cohesive Leadership Team Create Clarity Reinforce Clarity Over-communicate Clarity

21. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d How Groups go Wrong…. And What the Leader Must Do The GroupThe Leader’s Role Go First Mine for Conflict Force Clarity and Closure Confront Difficult Issues Focus on Collaborative Outcomes

22. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d And then……… Mission Vision Values Success Behavior What’s Important FOCUS Say it Say it often Be interactive Say it again Show it with systems: Appraisal Rewards and Discipline Leader actions and commitment

23. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d

24. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d You Now Have the Tools: Select One Challenge My Challenge is: This is important to me because: I Will: Contact person from NHRMA Anchorage: We will communicate on (date/time): Signature date  Personal or at Work  Stuck or Hedgehog/BHAG  Establish a plan, with timelines, to create change

25. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d RESOURCES  Teresa Amabile  The Progress Principle (2011)  Creativity in Context (1996)  Growing Up Creative (1992)  www.progressprinciple.com  Jim Collins  Great by Choice (2011)  Good to Great (2001)  Built to Last (1994)  www.jimcollins.com see his diagnostic tool here  Daniel Pink  Drive (2009)  A Whole New Mind (2005)  Free Agent Nation (2001)  www.danpink.com  Malcolm Gladwell  What the Dog Saw (2009)  Outliers (2008)  Blink (2005)  The Tipping Point (2000)  www.gladwell.com  Patrick Lencioni  The Advantage (2012)  The Three Signs of a Miserable Job (2007)  The Five Dysfunctions of a Team (2002)  www.tablegroup.com

26. P ORTLAND L EADER S HIP I N S TITUTE N OURISH THE L EADER W ITHIN Y OU d www.portlandleadershipinstitute.com d ALAN CABELLY, Ph. D., SPHR PROFESSOR, Portland State University Human Resource Leadership EXECUTIVE DIRECTOR, Portland Leadership Institute Excellence In Leadership and Teambuilding EXECUTIVE AND CAREER COACH Internationally Recognized Speaker  Improving Working Relationships: Generational Differences in the Workplace  Authentic Leadership in the 21 st Century  Negotiation Strategies and Conflict Resolution  Human Resource Leadership  Workplace Balance and Your “Juggling Act” alanc@sba.pdx.edu 503/250-3758