1. What a Difference Leadership Makes!!!

2. Full Engage- ment Strong Foundation Right People Full Engagement Successful Businesses and Individuals think and act differently. High Performance is a Personal Choice Success is Cumulative Small changes today lead to BIG changes tomorrow Key Message

3. “Leadership is the art of accomplishing more than the science of management says is possible.”

4. Ambitious Establishes Strong Relationships Consistently High Performance Team Building and Leadership Skills Intelligence Willingness to Take Risks Able to Adapt Problem-Solver *Centre for Creative Leadership What Defines Success in an Executive?*

5. Problems with Interpersonal Relationships Failure to meet Business Objectives Inability to Build and Lead a Team What Defines Failure in an Executive?* *Centre for Creative Leadership

6. Comparison Companies © Copyright Jim Collins, All Rights Reserved Comparison Companies Gallup50 © Copyright Jim Collins, All Rights Reserved What does the Research Say? Good to Great Companies Ratio of Cumulative Stock Returns to General Market Good to Great Built to Last Companies Ratio of Cumulative Stock Returns to General Market Built to Last S&P500 (less Gallup50) Gallup50 vs S&P500 Avg. Closing Stock Price (1983 = 100) Gallup50

7. Level 5 Leadership. –Humility and Will The Stockdale Paradox 3 Circles of the Hedgehog Concept Culture of Discipline What do Effective Leaders Do Differently?

8. Level 5 Executive Effective Leader Competent Manager Contributing Team-Member Highly Capable Individual Level 5: Level 4: Level 3: Level 2: Level 1: © Copyright Jim Collins, All Rights Reserved Level 5 Leadership

9. Clock Builders Not Time Tellers Genius of the ‘AND’ Core Ideology Preserve the Core/Stimulate Progress What do Effective Leaders Do Differently?

10. Select for Talent Define the Right Outcomes Motivate by Focusing on Strengths Develop by Seeking the Right Fit What do Effective Leaders Do Differently?

11. 1.Be Humble and Willful 2.Be Self-Aware 3.Be Accountable and Focused 4.Be a Builder 5.Be Performance Driven 5 Critical Behaviours That Make A BIG Difference DISCIPLINE

12. 1.Strong Foundation 2.The Right People 3.Full Engagement 3 Principles and 5 Behaviours to Achieve & Sustain Extraordinary Performance 1.Be Humble and Willful 2.Be Self-Aware 3.Be Accountable and Focused 4.Be a Builder 5.Be Performance Driven 3 Essential Principles 5 Critical Behaviours

13. What a Difference Effective Leadership Makes

14. Management ‡ Leadership..… but …. both are important !!!

15. *John Kotter……Leading Change Planning and Budgeting Organizing and Staffing Controlling and Problem Solving Management Management is Not Leadership* Establishing Direction Aligning People Motivating and Inspiring Leadership AND Produces Degree of Predictability & Order Produces Change (often to a dramatic degree)

16. Ambitious –Made sacrifices; Desire to succeed Establishes Strong Relationships –Easy to be with; Gets along with all kinds of people; Liked; Collaborative; Has integrity; Honest; Trustworthy; Ethical Consistently High Performance –Outstanding track record; Consistent; Exceptional performance Team Building and Leadership Skills –Able to build and lead a team; Can motivate employees What Defines Success in an Executive?*

17. Intelligence –Incredibly bright; Smart; Learns quickly Willingness to Take Risks –Took career risks; Willing to take risks Able to Adapt –Maintains composure under stress; Handles mistakes with poise and grace; Able to develop and adapt to environment Problem-solver –Focused on problems and solved them; Entrepreneurial *Centre for Creative Leadership What Defines Success in an Executive?*

18. Inability to Change or Adapt During a Transition –Unable to adapt to a boss or culture; Not strategic; Strategic differences with upper management Not Prepared for Promotion* –Too narrow business experience; narrow functional orientation *an emerging theme What Defines Failure in an Executive?

19. Inability to Change or Adapt During a Transition –Unable to adapt to a boss or culture; Not strategic; Strategic differences with upper management Not Prepared for Promotion* –Too narrow business experience; narrow functional orientation *an emerging theme What Defines Failure in an Executive?