1. Leadership John Collins

2. What is Leadership The ability to create a strategic vision and motivate a group or organization to unite and successfully maximize their efforts towards the achievement common goal or cause. Requires a blend of different styles, characteristics, competencies, and skills Management is not the same as Leadership

3. Importance of Leadership In the absence of leadership it is difficult to coordinate the efforts of individuals o Few great accomplishments are based solely on a single person Personally proficiency in leading others is necessary to achieve my goals o Near term goal to become General Manager o Long term goal to become business owner or president of a small business. o Successful investments enable early retirement Give back to the community E.g. being on boards of non profits or charities.

4. Leadership Competencies Strategic Planning Business Acumen Decision Making Drive for Results Managing and Measuring Work Dealing with Ambiguity Organizational Agility Developing Reports Motivating Others Sizing up People Learn on the Fly Integrity and Trust Interpersonal Savvy Managerial Courage Keeping current with technological trends

5. Four Types of leaders Mode one: Technical Leaders are old-school command-and-control managers. They’re uncomfortable with uncertainty. Mode two: Cooperative Leaders foster teamwork and collaboration. Mode three: Collaborative Leaders embrace conflict, risk and failure. Mode four: Generative leaders are quick to learn new ways of thinking and just as quick to discard old ways of behaving.

6. Generative Leaders Identify the type of problem Know when it’s time to learn and when it’s time to decide Remain flexible about how goals are achieved Behave with emotional intelligence Look for diversity Learn constantly Seek uncertainty and ambiguity, and rewards will follow Know how to solve all types of problems Listen and talk like a generative leader Pull, don’t push Dump the rules that no longer apply

7. 7 Transformations of Ldrs Action LogicCharacteristicsStrengthsProfile % Opportunist Wins any way possible. Self-oriented; manipulative; might makes right Good in Emergencies and in sales opportunities 5% Diplomat Avoids overt conflict. Wants to belong; obeys group norms; rarely rocks the boat Good as supportive glue within an office; helps bring people together 12% Expert Rules by logic and expertise. Seeks rational efficiency Good as an individual contributor 38% Achiever Meets strategic goals. Effectively achieves goals through teams; juggles managerial duties and market demands Well suited to managerial roles; action and goal oriented 30% Individualist Interweaves competing personal and company action logics. Creates unique structures to resolve gaps between strategy and performance Effective in venture and consulting roles 10% Strategist Generates organizational and personal transformations. Exercises the power of mutual inquiry, vigilance, and vulnerability for both the short and long term Effective as a transformational leader 4% Alchemist Generates social transformations. Integrates material, spiritual, and societal transformation Good at leading society-wide transformations 1%

8. Level 5 Leadership Level 5 Executive Builds enduring greatness through a paradoxical combination of personal humility plus professional will. Level 4 Effective Leader Catalyzes commitment to a vigorous pursuit of a clear and compelling vision and are able to stimulate the group to high performance standards Level 3 Competent Managers Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. Level 2 Contributing Team Members Contributes to the achievement of group activities; works effectively with others in a group setting Level 1 Highly Capable Individuals Makes productive contributions through talent, knowledge, skills and good work habits

9. The Work of Leadership Adaptive work is required when a company’s deeply held beliefs are challenged, and when values that made them successful become less relevant Get on the Balcony Identify the adaptive challenge Regulate distress Maintain disciplined attention Give the work back to people Protect the voices of leadership from below

10. Exercise #1 Objective: Reflect on how someone who has positively influenced your life and the lives of the team and using that insight to adopt those best practices into your management style In a small group, share a story about an individual you consider being a high-performing leader. Think about the characteristics, behaviors, attitudes and values you admire the most. 1.How have you changed your leadership style as a result of that leader’s influence? 2.Have someone in your group capture a few of the common themes. 3.You have 10 minutes to complete this exercise.

11. Exercise #2 Objective: Taking a step back and gaining a broader self awareness of how others might perceive your leadership style. Think about, and take notes on how someone who has worked with or for you might describe your leadership style to others. o Most people are their own worst critics. It’s natural to think first about the things we would like to improve. o Self-reflection is a useful exercise for adjusting our realities. Whether you find strengths or weaknesses, it’s good to periodically make sure that the expectations you have for others are those that you demonstrate yourself.

12. Exercise #3 Objective: Powerfully demonstrate the importance of interpersonal and leadership skills in all management and supervisory positions Get a group of managers together. Ask them each to privately list 10 things that make them good at their jobs—qualities they have or things they know. When they are finished open the discussion by recording their answers on a whiteboard or flipchart in two categories: 1.Technical skills they possess (if they are engineers, anything related to engineering knowledge; if they are insurance managers, anything related to insurance knowledge, etc.) 2.Skills related to dealing with people (good communicator, approachable, positive attitude, democratic, etc.)