1. BOOTS TO BUSINESS

2. Develop Leadership Competencies Share experiences with veterans at all levels WHY BOOTS TO BUSINESS?

3. TRANSFORMATIONAL LEADERSHIP

4. Warmth and respect Share your ideas and stories Get to know each other Take notes Cell phones off Time for questions Return on time from breaks Parking lot GROUND RULES

5. Part I: Identify and rank what values matter most Understand self-awareness, motivation, and conscious choices Part II: Contrast and classify various approaches to effective leadership Internalize the elements of a transformational leader OBJECTIVES

6. WHAT DOES A FLAG SYMBOLIZE?

7. Create a flag for your group Add words, symbols, or pictures that represent each person in your group Present your flag to the other group as a way introduce yourselves Try to add one thing you all share in common FLAG ICEBREAKER

8. PART I: IDENTIFYING WHAT MATTERS MOST

9. Be specific Be honest Don’t censor yourself Don’t make judgments about yourself Not someone else’s idea of what’s important IDENTIFYING WHAT MATTERS MOST

10. With a partner compare each index card and chose the one that is most important The true order of what matters to you should become solidified RANK YOUR VALUES

11. Personal Resources Money. Over the past month, how much money have you spent on each value listed? List as a percentage. Time. In the past week, what have you done with your time? Indicate the number of hours you spent on each value. Energy. Place a “+” next to any values you feel receive your focus or attention, and a “-” for those that don’t. TAKING STOCK

12. Did you find any big gaps between your values and where you spend your personal resources? Were you surprised? Why do you think gaps exist? DO YOUR COMMITMENTS MATCH YOUR CONVICTIONS?

13. Commitment Creep: Saying yes to new commitments without reflecting on the long-term costs of making the commitment COMMITMENT CREEP

14. Self-Awareness → Perceptions → Choices → Actions SELF-AWARENESS

15. External Motivators: Money Incentives Other’s expectations Crisis MOTIVATION

16. Intrinsic Motivators: Values Sense of purpose Commitment to a cause or belief MOTIVATION

17. Where will you be? What will you have accomplished? How has your focus and direction changed? LIFE IN 5 YEARS

18. “People do not buy what you do. They buy WHY you do it.” – Simon Sinek PART 2: THE TRANSFORMATIONAL LEADER

19. On your flipchart make two columns List the characteristics of management on the left List the characteristics of leadership on the right MANAGEMENT VS. LEADERSHIP

20. Planning and Budgeting Establish agendas Set timetables Allocate resources MANAGEMENT

21. Organizing and Staffing Provide structure Make job placements Establish rules and procedures MANAGEMENT

22. Problem Solving and Controlling Develop incentives Generate creative solutions Take corrective action MANAGEMENT

23. Every leader must have two things, what are they? What are the characteristics of a leader? How does a leader behave? Are leaders born or made? WHO IS A LEADER?

24. Remember that it is the actions, and not the commission that makes the officer, and that there is more expected from him than the title. GEORGE WASHINGTON

25. “WHATEVER YOUR 100% LOOKS LIKE GIVE IT” "IF YOU'RE TRYING TO HIDE SOMETHING, YOU WOULDN'T KEEP GETTING AWAY WITH IT FOR 10 YEARS. NOBODY IS THAT CLEVER." LANCE ARMSTRONG

26. Each person must live their life as a model for others. ROSA PARKS

27. Where you live in the world should not determine whether you live in the world. BONO (PAUL HEWSON)

28. A competency is a cluster of behaviors, skills and knowledge that someone must demonstrate to be effective in a job, role, function, task, duty, organizational level, or the entire organization. COMPETENCY MODEL

29. Build Trust and Commitment Collaborates with Others Demonstrate Business Acumen Communicates Effectively Develops Self/Others Recognizes the accomplishments of Others Champions Innovation, Change and Diversity MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES

31. LEADERSHIP APPROACHES

32. SITUATIONAL LEADERSHIP ACTIVITY

34. MARGINAL TEAM

35. EXPERIENCED TEAM

36. ALL TEAMS ARE COMPOSITES

37. LEADERSHIP CONTINUUM

38. Transformational leadership is concerned with improving the performance of followers and developing followers to their fullest potential. TRANSFORMATIONAL LEADERSHIP

39. Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration TRANSFORMATIONAL LEADERSHIP

40. REFLECTION