2. Transformational Leadership Helping Those We Work With To Pull in the Same Direction Servant Leadership Larry Blackmer NAD Vice President

3. Bottom Line You must be a transformed leader in order to have transformational leadership! Spirituality and discipleship is caught not taught! Fishing

4. Are Leaders Born or Developed? They are born to be leaders They are developed – If not why are we talking

5. Adventist Leadership Is it different than Chrysler or IBM? What are your tools? One tool only – – Influence Law #2 – The 21 Irrefutable Laws of Leadership – The Law of Influence- » “The true measure of leadership is influence. Nothing more, nothing less” Influence Theory – Bank model

6. E.G. White and Influence Heaven is watching to see how those occupying positions of influence fulfill their stewardship. The demands upon them as stewards are measured by the extent of their influence.—Gospel Workers, 495

7. Servant Leadership Leaders touch a heart before they ask for a hand – Maxwell law #10 Empowering Inspire to achieve personal and corporate goals Spiritual dimension Treat their employees as valuable assets

8. Will to Power Will to Serve TransformationalTransactional Enthusiasm for wielding power over others, resisting followers’ power and being out of the box Enthusiasm for New ENDS, and ways to transform the world; out of the box Enthusiasm for people, their concerns, relationships, thoughts, and feelings. Staying in the box, but making it comfortable Enthusiasm for bargaining and negotiating MEANS to attain higher efficiency, and staying inside the box Bureaucrat Prince Superman/Superwoman Hero Max Weber’s Model 1947

9. Who’s Responsibility is it to Build a Team? Leaders The Teams – “No one makes progress-much less success- alone”, James Amos, CEO, Mailboxes, ETC – Leader must provide guidance and atmosphere for team building – Team must make individual and group decisions that lead toward teambuilding

10. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

11. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

12. Excellence in Teamwork Develop and Maintain a Clear Mission, Goals & Roles * Information is crucial for cooperation. * Know how goals and roles fit the larger picture. * Believing, knowing, having fit, ----MOTIVATES *Team members need to know each other at a deeper level than the role each is playing. 1

13. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

14. Excellence in Teamwork 2 Think, Plan, an Act Strategically Thinking strategically means thinking with end results in mind. Thinking strategically means thinking with end results in mind. Planning strategically means anticipating the needs of students and parents in accomplishing your job.Planning strategically means anticipating the needs of students and parents in accomplishing your job. Acting strategically means stepping up to a problem and doing the right thing…Acting strategically means stepping up to a problem and doing the right thing… Complex tasks require that everyone think, plan and act strategicallyComplex tasks require that everyone think, plan and act strategically

15. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

16. Excellence in Teamwork 3 Accurate, timely information is the lifeblood of an effective organization.Accurate, timely information is the lifeblood of an effective organization. Complete communication doesn’t mean telling everyone everything you know.Complete communication doesn’t mean telling everyone everything you know. Every person in the organization needs two kinds of information…Every person in the organization needs two kinds of information… Effective listening is a vital part of the complete communicationEffective listening is a vital part of the complete communication Go for Complete Communication

17. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-Winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

18. Excellence in Teamwork 4 Reframe Conflict as a Win-Win Activity When people strive for honest, complete communication, it’s inevitable that there will be differences.When people strive for honest, complete communication, it’s inevitable that there will be differences. When viewed and dealt with productively, conflict need not cause problems in team relationships.When viewed and dealt with productively, conflict need not cause problems in team relationships. Good conflict resolution skills are an essential part of effective teamwork.Good conflict resolution skills are an essential part of effective teamwork. Lively, productive conflict is energizing and can be a rich source of ideas.Lively, productive conflict is energizing and can be a rich source of ideas.

19. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

20. Excellence in Teamwork 5 This may be the most important aspect of effective teamwork and one of the most difficult to accomplish. Everyone needs to feel powerful in the same sense that they can make a difference Feeling powerless is probably one of the most discouraging feelings anyone can have. When power is shared, people are able to devote tremendous energy to the work at hand Power sharing does not mean giving everyone an equal vote on every decision. Share Power

21. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

22. Excellence in Teamwork 6 Effective teams never become complacent. Effective teams are learning machines. Calculated risk-taking is encouraged and rewarded. Barriers and limits to performance are continually pushed back. The team’s ability to see reality is constantly expanding. Make Continuous Improvement THE Way of Life

23. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

24. Excellence in Teamwork 7 Preserve the Core Shared Values People on effective teams share some core values People on effective teams share some core values Team leaders make it their business to preserve the core values and teach them. Team leaders make it their business to preserve the core values and teach them. Fairness and equality are two such values. Fairness and equality are two such values. Quality is another. Quality is another. Caring is the universal core value. Caring is the universal core value. Service to others is the ultimate core value. Service to others is the ultimate core value.

25. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

26. Excellence in Teamwork 8 Taking the systems view means operating with a constant awareness that everyone in the organization is a part of the same system and therefore subject to each of the following principles. Taking the systems view means operating with a constant awareness that everyone in the organization is a part of the same system and therefore subject to each of the following principles. Individuals can effect the whole system. Individuals can effect the whole system. The whole system is influenced by at least one other part of the system. The whole system is influenced by at least one other part of the system. Parts of the whole system can be grouped into functional subsystems. Parts of the whole system can be grouped into functional subsystems. The performance of the whole system depends critically on how well the parts fit and work together. The performance of the whole system depends critically on how well the parts fit and work together. The whole is greater than the sum of its parts. The whole is greater than the sum of its parts. Take the System View

27. Excellence in Teamwork Systemsview SharedValues Continuousimprovement PowersharingWin-winconflict Clear mission goals, & roles Completecommunication Strategicplanning Informedcooperation

28. Excellence in Teamwork Build the Key to Effectiveness Informed Cooperation Informed cooperation is the key to effective teamwork. Informed cooperation requires a lot more than an intention and willingness to cooperate. It requires learning on a continuing basis how to offer help effectively. It requires that team members not wait to be asked for help. It sometimes means throttling back your individual performance. It always means evaluating individual performance in the light of the contribution to team goals.

29. The 5 Dysfunctions of a Team Patrick Lencioni

30. Absence of Trust The 5 Dysfunctions of a Team Patrick Lencioni

31. Absence of Trust Fear of Conflict The 5 Dysfunctions of a Team Patrick Lencioni

32. Absence of Trust Fear of Conflict Lack of Commitment The 5 Dysfunctions of a Team Patrick Lencioni

33. Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability The 5 Dysfunctions of a Team Patrick Lencioni

34. Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results The 5 Dysfunctions of a Team Patrick Lencioni

35. Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results The 5 Dysfunctions of a Team

36. Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results The 5 Dysfunctions of a Team Invulnerability Artificial Harmony Ambiguity Low Standards Status and Ego

37. In the work of setting things in order in all the churches, and ordaining suitable men to act as officers, the apostles held to the high standards of leadership outlined in the Old Testament Scriptures. They maintained that he who is called to stand in a position of leading responsibility in the church “must be blameless, as the steward of God; not self-willed, not soon angry, not given to wine, no striker, not given to filthy lucre; but a lover of hospitality, a lover of good men, sober, just, holy, temperate; holding fast the faithful word as he hath been taught, that he may be able by sound doctrine both to exhort and to convince the gainsayers.” Titus 1:7-9. – {AA 95.2} – AA Ch. 9

38. Responsibility of Leadership No Child’s Play—The position occupied by my husband is not an enviable one. It requires the closest attention, care, and mental labor. It requires the exercise of sound judgment and wisdom. It requires self- denial, a whole heart, and a firm will to push matters through. In that important position God will have a man to venture, to risk something; to move out firmly for the right, whatever may be the consequences; to battle against obstacles, and waver not, even though life be at stake.— Testimonies for the Church 1:320.

39. What Type of Leader Are You? Transactional? Team builder? In or Out of Box? OR? Are you a Christ-centered, win-win, transformed, leader?