2. Leadership Gregory D. Dallari, PMP, SCPM, EPM

3. Overview ● Leadership – Leadership vs. Management – Lessons in Leadership ● Balancing a Team ● Time Management ● Knowing thy self ● Sources

4. Leadership ● “The act of empowering others changes lives.” ● “Real leadership is being the person others will gladly and confidently follow.” ● “The true measure of leadership is influence – nothing more, nothing less.” ● “The person you lead is you” ● Source: John C. Maxwell. “Leadership 101 WHAT EVERY LEADER NEEDS TO KNOW” (2002): 25, 61, 71

5. Management vs. Leadership ManagerLeader AdministersInnovates Is a copyIs an original MaintainsDevelops Focuses on systems and structureFocuses on people Relies on controlInspires trust Has a short-range viewHas a long-range perspective Asks how and whenAsks why Has his or her eye on the bottom lineHas his or her eye on the horizon ImitatesOriginates Accepts the status quoChallenges the status Classic good soldierIs his or her own person Does things rightDoes the right things Bennis, W. (1994). On becoming a leader. Addison-Wesley, Reading, MA, ISBN: 0-201-40929-1. p26

6. LESSON 1 "Being responsible sometimes means pissing people off." means pissing people off."

7. LESSON 2 "The day soldiers stop bringing you their problems is the you their problems is the day you have stopped leading them. They have either leading them. They have either lost confidence that you can help lost confidence that you can help them or concluded that you them or concluded that you do not care. Either case is a failure of leadership."

8. LESSON 3 "Don't be buffaloed by experts and elites. Experts often possess and elites. Experts often possess more data than judgment. Elites more data than judgment. Elites can become so inbred that can become so inbred that they produce hemophiliacs who they produce hemophiliacs who bleed to death as soon as they are nicked by the real world." nicked by the real world."

9. LESSON 4 "Don't be afraid to challenge the pros, even in their the pros, even in their own backyard."

10. LESSON 5 "Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant." be doubly vigilant."

11. LESSON 6 "You don't know what you can get away with until can get away with until you try." you try."

12. LESSON 7 "Keep looking below surface appearances. Don't shrink from doing so because you might not like what you find."

13. LESSON 8 "Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds."

14. LESSON 9 "Organization charts and fancy titles count for next fancy titles count for next to nothing." to nothing."

15. LESSON 10 "Never let your ego get so close to your position that close to your position that when your position goes, when your position goes, your ego goes with it." your ego goes with it."

16. LESSON 11 "Fit no stereotypes. Don't chase the latest management chase the latest management fads. The situation dictates which approach best accomplishes the team's mission." mission."

17. LESSON 12 "Perpetual optimism is a force multiplier."

18. LESSON 13 "Powell's Rules for Picking People:” Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done.

19. LESSON 14 "Great leaders are almost always great simplifiers, who can cut through argument, debate and through argument, debate and doubt, to offer a solution doubt, to offer a solution everybody can understand."

20. LESSON 15 Part I: "Use the formula P=40 to 70, in which P stands for the probability in which P stands for the probability of success and the numbers of success and the numbers indicate the percentage indicate the percentage of information acquired.” Part II: "Once the information is in the 40 to 70 range, go with your gut."

21. LESSON 16 "The commander in the field is always right and the rear echelon is wrong, unless proved otherwise."

22. LESSON 17 "Have fun in your command. Don't always run at a breakneck pace. Take leave when you've earned it: Spend time with when you've earned it: Spend time with your families. your families. Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and themselves, those who work hard and play hard."

23. LESSON 18 "Command is lonely."

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

25. Sources of Power ● Sources: – Personal attributes, skills and characteristics – Where you are in the organization – Behaviors that you do to strengthen and practice influence ● Source: Leadership for Strategic Execution, IPSolutions (2005) pg 156

26. Characteristics for acquiring and holding power ● Self awareness ● Energy ● Focus and vision ● Patience and drive ● Self-control and self- management ● Flexibility ● Projecting assurance ● Expertise ● Finding a fit and niche ● Socially perceptive of others and situations ● Source: Leadership for Strategic Execution, IPSolutions (2005) pg 157

27. Balancing a team Learning Styles Inventory (LSI), developed by David Kolb in 1981 AssimilatingPeople who excel at collecting and representing data in crisp logical form More interested in making sense logically than they are in any practical value DivergingPeople who like to look at alternatives and view the situation from a variety of perspectives Like brainstorm, generally have a broad range of interests and like gathering and analyzing information AccommodatingPeople who are results-oriented and want to put things in practice Strong at implementation and hands-on tasks and good team players ConvergingPeople who assemble information in order to solve problems Solution finders but not solution implementers Take concepts, models and ideas and turn them into practical use Results oriented

28. Time Management ● Source: The 7 Habits of Highly Effective People ((1998) P85 UrgentNot Urgent Important Crisis; Pressing problems; deadline-driving projects, meetings, preparations Preparation; Prevention; Values clarification; Planning; Relationship building; True re-creation; Empowerment Not Important Interruptions, some telephone calls or instant messages Some Email; some reports Some meetings Pressing matters Many popular activities Trivia, Busywork Some Telephone calls Time Wasters “Escape” Activities Irrelevant email; messages Excessive TV

29. Know Thy Self ● Business Personality Profile

30. Know Thy Self ● E = Extrovert (gregarious) ● S = Sensor (sensible) ● T = Thinker (analytical) ● J = Judgmental (decisive) ● I = Introvert (solitary) ● N = Intuitor (ingenious) ● F = Feeler (persuasive) ● P = Perceptive (tentative) ● Source: Camille Lavington, Stephanie Losee “You've Only Got Three Seconds”, (1997), 45

31. Know Thy Self and Others ● SP (ISTP, ESTP, ISFP, ESFP) = Sense of “Entitlement” – You are independent, risk taker, impulsive, energetic, generous, fickle, affectionate, free-spirited, lives in the present ● SJ (ISFJ, ESFJ, ISTJ, ESTJ) = “Work ethic” – You are conservative, traditionalist, honor bound and obligated, pessimist, joiner, backbone of society, comfortable in hierarchical structure ● NT (INTP, ENTP, INTF, ENTJ) = “Focus on the Future” – Creative thinker, inquisitive, perfectionist, self-critical, candid, usually open minded, terse ● NF (INFJ, ENFH, INFP, ENFP) = “Unique indentity” – Genuine, enthusiastic, intellectual butterfly, inspires, fluent speaker and writer, people watcher, empathetic, sees potential good in everyone ● Source: Camille Lavington, Stephanie Losee “You've Only Got Three Seconds”, (1997), 45

32. Final Thought – Leadership for the birds DUCKS AND GEESE Source Unknown When ducks and geese fly, it’s in the shape of a V. The leader, at the point, works the hardest of the flock, breaking the wind, forming an easier passage for all the birds that follow. As he flies, a vortex forms off the tip of each wing, and each bird that follows flies with the tip of his inboard wing in the vortex—(“drafting” bicyclists and race car drivers call it). Before long, the leader tires, and drops back into the line to rest—and another bird takes on the job of leading, breaking the wind, easing the flight of those that follow. In this way, a flock can fly together much further than one bird, alone, could ever fly. And when one of the flock is falling behind, they all slow, or circle, and call constantly— incessantly—to come and catch up and fly with them. For people it’s not the same; leaders often forget that leading is tiring until they are too tired. Followers often neglect the responsibility of helping with leading, sharing in the work of easing each other’s paths. And so, for people, when leaders make the transition to followers there is often pain, disappointment, feelings of failure, or rejection, indecision, and even a lot of wondering if they are worth anything at all. WE HAVE A LOT TO LEARN FROM THE BIRDS!