1. Contemporary Leadership Issues

2. Leadership vs Management
Leaders set the vision and strategy.
Managers interpret the vision and implement the strategy.
Leaders influence individuals and/or groups to achieve goals and results.
Managers provide structure and a system to obtain results.
Leaders
-Setting a Direction
-Aligning People
-Motivating and Inspiring People
Managers
-Planning and Budgeting
-Organizing and Staffing
-Controlling and Problem Solving

3. The Five Practices of Exemplary Leadership®
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart

4. Model the Way
Clarify values by finding your voice and affirming shared ideals.
Set the example by aligning actions with shared values.

5. Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.

6. Challenge the Process
Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.
Experiment and take risks by constantly generating small wins and learning from experience.

7. Enable Others To Act
Foster collaboration by building trust and facilitating relationships.
Strengthen others by increasing self-determination and developing competence.

8. Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.

9. Credibility is the foundation on which leadership is built

10. How does working for a credible leader affect employees
How does working for a credible leader affect employees? What difference does it make?

11. 4 Most Commonly Cited Elements of Leader Credibility
[1] Honesty [2] Forward-looking [3] Competent [4] Inspiring

12. Honesty Ethical Authentic Integrity Truthful Principled Character
Trustworthy

13. DWYSYWD
Do what you say you will do…

14. “Choose accountability over popularity”
The Five Temptations of the CEO

15. Leadership is a process of discovery…
~ one of the first steps in becoming
a credible leader is discovering what
your core values are

16. How does having a strong sense of your core personal values make you a better leader?

17. Values are critical in developing credibility
The nature of your values
How well you know your own values
The extent to which others understand your
values
The degree to which your actions align with
your values

18. A strong sense of your core values helps you to be ‘inspiring’
What compels you?
…that which compels you, makes you compelling

19. The paradox and challenge of credibility
Credibility can be hard to earn, but easy to lose You can work for years to establish credibility, and lose it in an instant

20. Gaining credibility: What should be the first step?

21. [1] demonstrate a willingness early on to connect with your employees
shows that you have an interest in them as individuals
provides them the opportunity to assess your character and your trustworthiness
gives you the opportunity to informally share some information about yourself

22. Gaining credibility: What should be the second step?

23. As a leader, it is good to have built up “idiosyncratic credibility credits” with ees
“Idiosyncratic credibility credits” provide us with a ‘buffer’ for those times when we falter or make mistakes

24. [2] establish competence in some realm
If you do not yet have ‘technical’ competence, focus on competencies in other realms that you do have now
Find ways to convey competence without being arrogant but do not downplay your accomplishments

25. If we falter, are we lost?

26. Steps for regaining credibility
Acknowledge mistake immediately
Be accountable; don’t blame others
Be forthcoming with why you made the decision you did, or acted the way you did
Invite ees to share how they feel about what happened, what effect it had on them
State what you learned from the situation
State clearly what you will do different in the future

27. The Art of the Apology Say you are sorry and mean it

28. The Apology Pathology drive-by apology reciprocal apology
condescension apology
qualifier apology
passive apology
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