1. Take Personal Risk Chapter 3 Steve French & Courtney Poworoznyk

2. Leaders Mother Teresa Mother Teresa Martin Luther King Martin Luther King Mahatma Ghandi Mahatma Ghandi Napoleon Napoleon Peter Drucker Peter Drucker Isaac Newton Isaac Newton Jesse Jackson Jesse Jackson Who Care “I love all religions, but I am in love with my own” “I love all religions, but I am in love with my own” “I have a dream” “I have a dream” “My Life is My Message” “My Life is My Message” “A leader is a dealer in hope” “A leader is a dealer in hope” “Management is doing things right, leadership is doing the right things” “Management is doing things right, leadership is doing the right things” “If I have seen farther than others, it is because I was standing on the shoulders of giants” “If I have seen farther than others, it is because I was standing on the shoulders of giants” “Time is neutral. With courage and initiative, leaders change things” “Time is neutral. With courage and initiative, leaders change things”

3. Leading with Purpose Authentic leaders care enough to make themselves vulnerable Authentic leaders care enough to make themselves vulnerable Use passion to stretch the performance of others Use passion to stretch the performance of others Combination of strengths and weaknesses that make someone an authentic leader Combination of strengths and weaknesses that make someone an authentic leader Binary: driven to control, dominator seduce others interests Binary: driven to control, dominator seduce others interests Ternary: interpersonal power is regulated by an idea or purpose (able to observe themselves) Ternary: interpersonal power is regulated by an idea or purpose (able to observe themselves) To show you really care, must reveal true self To show you really care, must reveal true self Balance respect for individual, task at hand and higher purpose Balance respect for individual, task at hand and higher purpose RISK = RESPECT RISK = RESPECT

4. Vulnerability

5. Challenges “I don’t care” “I don’t care” Hindrances Hindrances Introvert vs. Extroverts Introvert vs. Extroverts Middle Manager Syndrome Middle Manager Syndrome Expertise Trap Expertise Trap

6. Leadership Hierarchy Best Leader Good Leader Not a Leader Good Leader Not a Leader Good Leader Not a Leader Better Leader

7. Leadership Hierarchy Better Leader Not a Leader Best Leader Better Leader Not a Leader Good Leader Better Leader Best Leader

8. Exposing Your Weaknesses Consider Strengths First Consider Strengths First Expose Sparingly Expose Sparingly Must be real/authentic Must be real/authentic Avoid: ‘Fake Alternative’ Avoid: ‘Fake Alternative’ Consider Consider Cannot be central to task performance Cannot be central to task performance Show Yourself – enough Show Yourself – enough

9. Reasons to Expose Confirm Humanity Confirm Humanity Reaffirm that you are simply human Reaffirm that you are simply human Allow others to participate Allow others to participate Lack a specific area of expertise Lack a specific area of expertise Skillful leadership Skillful leadership Become present instead of a role player Become present instead of a role player

10. Lost Leader

11. Oliver Oliver Visionary Visionary Builds Strong Relationships Builds Strong Relationships Ambitious Ambitious Inspiration Inspiration Karen Karen Organized Organized Persuasive Persuasive Energetic Energetic Numbers Oriented Numbers Oriented Pierre Pierre Strong Communicator Strong Communicator Technically Inclined Technically Inclined Humorous Humorous Bilingual Bilingual Sam Sam Results Oriented Results Oriented Supportive Supportive Fast Learner Fast Learner Risk-taking Risk-taking Terry Terry Disciplined Disciplined Risk-averse Risk-averse Active Listener Active Listener Hard Working Hard Working Jamie Jamie 25 Years Experience 25 Years Experience High IQ High IQ Creative Creative Flexible Flexible

12. Leadership Function L1L2GmS ALL Strengths & Weaknesses Strategic Exposure of Weaknesses