1. 1 Presented by Ron Penland LEADERSHIP

2. Copyright Renaissance E XECUTIVE F ORUMS 2 LEADERSHIP

3. Presented by Ron Penland LEADERSHIP

4. Copyright Renaissance E XECUTIVE F ORUMS 4 Richard Trundy – Major General (Retired)

5. Copyright Renaissance E XECUTIVE F ORUMS 5 Leadership “I have it, but I’ll be damned if I can define it.” GENERAL GEORGE PATTON l

6. Copyright Renaissance E XECUTIVE F ORUMS 6 Definitions Of Leadership “Leadership occurs any time one attempts to influence the behavior of an individual or group, regardless of the reason.” Hersey and Blanchard Wikipedia An effective leader will unite followers in a shared vision that will improve an organization and society at large. Wikipedia

7. Copyright Renaissance E XECUTIVE F ORUMS 7 Leadership “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” JOHN QUINCY ADAMS l

8. Copyright Renaissance E XECUTIVE F ORUMS 8 Leadership Leaders Inspire Challenge Model Encourage

9. Copyright Renaissance E XECUTIVE F ORUMS 9 Thoughts to Ponder “There are two ways to exert one’s strength; one is pushing down, the other is pulling up.” Booker T. Washington Leadership is Pulling Up

10. Copyright Renaissance E XECUTIVE F ORUMS 10 Management vs. Leadership Although your position as a manager or supervisor gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader... it only places you in charge. Leadership enables followers to achieve high goals, more through influence than authority.

11. Copyright Renaissance E XECUTIVE F ORUMS 11 A Leadership Responsibility For leadership to occur, leaders must communicate the Vision to followers in such a way that the followers adopt the Vision as their own Leaders must not just see the Vision themselves, they must have the ability to get others to see it

12. Copyright Renaissance E XECUTIVE F ORUMS 12 The First Responsibility of Leadership CLARITY Values - Guiding Principles Vision Statement Mission Statement Goals & Objectives

13. Copyright Renaissance E XECUTIVE F ORUMS 13 The CEO’s Tool Kit CEO Tools by Kraig Kramers –“The Professional CEO’s Toolkit” – 12 Action Items to Improve Your Business Performance and Make You More Successful

14. Copyright Renaissance E XECUTIVE F ORUMS 14 The CEO’s Tool Kit The One Page Business Plan –Too many employees come to work not understanding what business the organization is in, who customers and clients are, & how what they do fits into the goals of the organization –Developing a simple ONE PAGE Business Plan directed at the lowest level employee will improve communication, focus and results –Update it quarterly and mail it home to employees

15. Copyright Renaissance E XECUTIVE F ORUMS 15 The CEO’s Tool Kit Big, Hairy, Audacious Goals –In Good to Great Jim Collins points out that those companies who grew to greatness set Big, Hairy, Audacious Goals (“BHAG”) –BHAG should not be a secret –Share them with all employees so they get a sense of where the organization is going and that the company will be there for them in the future

16. Copyright Renaissance E XECUTIVE F ORUMS 16 The CEO’s Tool Kit Twelve Month Trailing Chart –Most employees can’t grasp numbers –Track sales and profits (or other key indicators) for the past twelve months –With a chart, the health of the organization can be seen at a single glance –If the date points are moving up, that is good –If the data points are trending down, take corrective action

17. Copyright Renaissance E XECUTIVE F ORUMS 17 The CEO’s Tool Kit The Daily Role Clarification 1.Doer 2.Manager 3.Leader 4.Doer, Manager and Leader 5.Manager and Leader Before you begin your day, and then again at lunch, read this sheet to clarify your role Are you running the organization, or is the organization running you?

18. Copyright Renaissance E XECUTIVE F ORUMS 18 The CEO’s Tool Kit Task Assignment Conversation Whenever you assign a task, make sure that you specify: 1.Who specifically, by name, will do the work 2.That the task is Specific, Measurable, Actionable, Realistic and Time-Bound 3.Expectation must be clear: Unacceptable performance Expected performance Exceptional performance

19. Copyright Renaissance E XECUTIVE F ORUMS 19 The CEO’s Tool Kit Questions to Ask Each Employee 1.Do you know what is expected of you at work? 2.Do you have the materials and equipment you need to do your work right? 3.At work, do you have the opportunity to do what you do best every day? 4.In the last seven days, have you received recognition or praise for doing good work? 5.Does your supervisor, or someone at work, seem to care about you as a person? 6.Is there someone at work who encourages your development?

20. Copyright Renaissance E XECUTIVE F ORUMS 20 Discovering Your Strengths Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton “Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer.” Peter Drucker

21. Copyright Renaissance E XECUTIVE F ORUMS 21 Flawed Assumptions Each person can learn to be competent in almost anything Each person’s greatest room for growth is in his or her areas of greatest weakness

22. Copyright Renaissance E XECUTIVE F ORUMS 22 Strength Authors’ Definition Consistent, near-perfect Performance in an activity

23. Copyright Renaissance E XECUTIVE F ORUMS 23 To Maximize Employee Potential “Capitalize on their Strengths and manage around their weaknesses”

24. Copyright Renaissance E XECUTIVE F ORUMS 24 Key Points Talents (natural recurring patterns of thought, feeling, or behavior) are not Strengths unless they are developed with: –Knowledge (facts & lessons learned) –Skills (the ability to perform the steps of an activity) ## Your Managers are Key ## Immediate managers are undisputedly linked to both profitability and employee retention

25. Copyright Renaissance E XECUTIVE F ORUMS 25 Meetings Death by Meeting by Patrick Lencioni –Daily Check-in 5 minutes –Weekly Tactical45-90 minutes –Monthly Strategic2 – 4 hours –Quarterly Off-site1 – 2 days What does meetings have to do with Leadership?

26. Copyright Renaissance E XECUTIVE F ORUMS 26 The Leadership Pipeline Manage Self Manage Others Director Passage 1 Passage 4 Passage 3 Passage 2 Source: Charan, R., Drotter, S.,and Noel, J. (2001) The Leadership Pipeline: How to Build the Leadership – Powered Company Passage 5 CEO President Vice President

27. Copyright Renaissance E XECUTIVE F ORUMS 27 The Leadership Pipeline Suggests Future work potential should be based on accumulated skills and experience as evidenced by: Past Achievement Ability to Learn New Skills Willingness to Tackle Bigger, More Complex or Higher-Quality Assignments. Has Demonstrated Some Skills Needed for the Next Level

28. Copyright Renaissance E XECUTIVE F ORUMS 28 Your Leadership Pipeline is Clogged at it’s source if………….. Directors are not skilled in the Passage 1 skills of the first time leader Directors are not capable of picking leaders from the individual contributor pool If any Leader at any level is performing the work of a subordinate consistently

29. Copyright Renaissance E XECUTIVE F ORUMS 29 PETER SCHULTZ STORY United followers in a shared vision Took the Porsche team to a place they would not have gone on their own Inspired, Challenged, Modeled, Encouraged Clarity BHAG Task Assignment

30. Copyright Renaissance E XECUTIVE F ORUMS 30 LEADERSHIP QUESTIONS

31. Copyright Renaissance E XECUTIVE F ORUMS 31 YOUR LEADERSHIP CHALLENGE First Responsibility of Leadership The CEO Tool Kit – Six Action Items Discovering Strengths Daily Five Minute Meeting Leadership Pipeline

32. 32 THANK YOU LEADERSHIP