1.
2014
LEADERSHIP DEVELOPMENT
S.E.R.V.E. to Lead
Session One

2.
Agenda & Outcomes

3.
Our Vision & Business Plan

4.
Gallup Poll

5.
Agenda & Outcomes
Leadership Pillars of S.E.R.V.E. – a success formula
• Understand the significance of gaining a big-picture view
• Learn collaboration strategies, linking it to delegation and its benefits
• Learn a leadership strategy that creates development opportunities for
individual employees
• Know what it means to have a growth mindset
• Understand the value of having ‘proactive relationships’ and building
rapport with your employees
• Learn a better communication strategy
• Belief in our core values

6.
• 47% never received training
• > 10% were prepared for role
• 65% “guess” how to lead
Hires & Promotions based heavily on technical skills

7.
S.E.R.V.E.
Seethefuture
Engage&develop
Reinventcontinuously
Valueresults&relationships
Embody the values
See
the
future
Engage
&
develop
others
Reinvent
continuously
Value results
and
relationships
Embody
The
values

8.
See the future
Clarity of direction

9.
See the future
Your Future

10.
See the future
“As a Senior Operations Manager of
three operations managers and a staff
of 125, I lead by example. My passion,
credibility, and desire to excel promote
a safe culture of respect and
ownership. As a fair and consistent
coach to my direct reports, I develop
our team’s strengths and drive
innovative improvements. Our team is a
role model that inspires others to
deliver world-class service and achieve
breakthrough performance."
Your Painted Picture of Purpose

11.
See the future
“…lack of
confidence…”
“…alienate
everyone…”
“…believed in
me.”
“He inspired me
and helped me to
see new
possibilities...”

12.
See the future

13.
See the future

14.
See the future

15.
See the future

16.
See the future

17.
See the future

18.
See the future
Leaders inspire a shared vision – excite and energize others by
holding out a vision of the possible
1. Clarity of Direction – lean into the future of what
will be
2. See the Big Picture
3. Image Future Possibilities
4. Share the…
— “Why” of an organization define its purpose
— “How” is the collection of values
— “What” is its goals providing quantifiable measures
— Together, employees are motivated by “why”, guided by “how” and targeted
to achieve “what”

19.
Engage and develop others

20.
Engage and develop others
Trust is an Action Verb

21.
Engage and develop others
“I love it! What do you need me to do to
help you move this forward?”

22.
The Iron Law of Delegation
• “Every time you do work you could have delegated, you’re
nothing more the highest paid member on your team.”
• “If you can’t let go, you are over controlling and not
developing your people.”
• “If you continue to get caught up in the details of doing
work you could have delegated, you’ll be “thinking too
small to think big.””

23.
The Iron Law of Delegation
• “The job must get done ASAP and I am the one person
who has the expertise to get it done on time.”
• “I’m concerned that I am losing my technical relevance
because the professional knowledge and skills that I
developed prior to becoming a manager are now
deteriorating.”
• “Isn’t there some way that as a manager, I can delegate
most tasks, but still get productively involved in other tasks
that I might have delegated?”

24.
The Myth of the Iron Law of Delegation
The misguided belief
that if you are not
delegating, you are not
managing.

25.
“But too much is on my plate!”

26.
Multi-Impacts

27.
Think TPL

28.
Thinking TPL in real time

29.
Think TPL Exercise
What is a recent dilemma or challenge you faced in the
last month dealing with an employee or your team?
Now apply TPL,
and think of questions to ask which address the relevant
Task, People and Learning issues.

30.
Applying TPL On-the-Job
• Site Visit and Walk-through
When doing a site visit, how can you spend that 10-15 minutes and accomplish
TPL with the site supervisor?
• Discussing a Performance Issue
Someone is not doing the job as well as you would like them to. How do you
diagnose their performance through TPL?
• Delegating an Assignment
How can you make sure the assignment is done in a well-rounded way to address
all three TPL elements?
• Providing Timely Feedback
How can you use TPL to be prepared for on-the-fly coaching?
• Career Coaching
You have a rock star and you really want them to do well in their career. How can
you use the TPL framework to help them build off of their strengths and what do
they still need to learn to be even more successful?

31.
Session 1 Complete

32.
2014
LEADERSHIP DEVELOPMENT
S.E.R.V.E. to Lead
Session Two

33.
Session One Recap

34.
The Can-Do Leader
TPL Leadership
Style Profiler

35.
TPL Leadership Style Scoring Sheet

36.
Our Natural First Move

37.
Engage and develop others
Leaders enable others to act – lead “through” others by
strengthening their peers and forming strong, collaborative
relationships.
1. Trust is an Action verb
― Follow Through
― Communicate
― Be Consistent
― Have Their Backs
2. The Iron Law of Managerial Delegation
3. Think TPL

38.
Reinvent continuously

39.
Reinvent continuously
— Debrief
— 360 assessment
— Inside mentor
— Outside coach

40.
Reinvent continuously
1.
2.
3.
4.
5.
6.
7.
8.
Agree or Disagree
1. Your intelligence is something very basic about you, and you can’t change it very much.
2. No matter what kind of person you are, you can always change substantially.
3. You are a certain kind of person, and there is not much that can be done to really change
that.
4. No matter how much intelligence you have, you can always change it quite a bit.
5. You can learn new things, but you can’t really change how intelligent you are.
6. You can always change basic things about the kind of person you are.
7. You can do things differently, but the important parts of who you are can’t really be
changed.
8. You can always substantially change how intelligent you are.

41.
Reinvent continuously

42.
Reinvent continuously
Even Statements = Growth Mindset
Odd Statements = Fixed Mindset
1. Your intelligence is something very basic about you that you can’t change very much.
2. No matter what kind of person you are, you can always change substantially.
3. You are a certain kind of person, and there is not much that can be done to really change
that.
4. No matter how much intelligence you have, you can always change it quite a bit.
5. You can learn new things, but you can’t really change how intelligent you are.
6. You can always change basic things about the kind of person you are.
7. You can do things differently, but the important parts of who you are can’t really be
changed.
8. You can always substantially change how intelligent you are.

43.
Reinvent continuously
Statements #2,3,6 & 7 = Personality
Statements #1,4,5 & 8 = Intelligence
1. Your intelligence is something very basic about you that you can’t change very much.
2. No matter what kind of person you are, you can always change substantially.
3. You are a certain kind of person, and there is not much that can be done to really
change that.
4. No matter how much intelligence you have, you can always change it quite a bit.
5. You can learn new things, but you can’t really change how intelligent you are.
6. You can always change basic things about the kind of person you are.
7. You can do things differently, but the important parts of who you are can’t really be
changed.
8. You can always substantially change how intelligent you are.

44.
Reinvent continuously
“A few modern
philosophers…assert that an
individual’s intelligence is a
fixed quantity, a quantity
which cannot be increased.
We must protest and react
against this brutal
pessimism… With practice,
training, and above all,
method, we manage to
increase our attention, our
memory, our judgment and
literally to become more
intelligent than we were
before.”

45.
Reinvent continuously

46.
Reinvent continuously

47.
Reinvent continuously

48.
Reinvent continuously

49.
Reinvent continuously
Your mindset on the job…
• Is there something in the past six months that you think
measured you?
• A time where someone outdid you?
• Are there ways you could be less defensive about your
mistakes?
• Could you profit more from the feedback you get?
• Are there ways you can create more learning
experiences for yourself and your people?
• Are you a fixed-mindset boss, focused on authority more
than on your employees’ development?

50.
Reinvent continuously
Leaders challenge the process – step out into the unknown
and search for opportunities to innovate, experiment, take
risks, and welcome new ideas
1. Welcome Feedback
2. Be Coachable
3. Growth Mindset

51.
Value results and relationships

52.
Value results and relationships

53.
Value results and relationships

54.
Value results and relationships

55.
Value results and relationships

56.
Value results and relationships

57.
Value results and relationships

58.
Value results and relationships
4 Magic Phrases You Can Use to Respond to ANYTHING
“…tell me more.”
“…why would you say that?”
“…why would you do that?”
“…why would you ask that?”
“…why did you do it that way?”
“…how would you do that?”

59.
Value results and relationships
3 Magic Navigational Phrases

60.
Value results and relationships
“Starting next
Monday…
…helping our
coworkers…”
“Can’t the
accountants just
figure it out…?”
“I see your point,
and…
…we’re going to…”
“…going to take
extra time…?”
“That may be,
and…
…will help…”
“We’ve never had
to calculate this
before.”
“I understand;
however, starting
Monday…”

61.
Value results and relationships
What was the situation?
What was your message?
What did the other person say?
What could have been your response with a magic
phrase?

62.
Value results and relationships

63.
Value results and relationships
• Decide to become a better listener
• Show respect
• Quiet your mind…
…and mouth
• Lean in and keep comfortable eye contact
• Tune into what people are NOT saying
• Challenge assumptions…
…and ask questions for clarification
Active Listening

64.
Value results and relationships
Leaders encourage the heart – genuinely care – believe in
their abilities, set clear expectations, provide ongoing
feedback, and celebrate progress & milestones.
1. Develop your own relationships
2. Treat everyone as VIPs
3. Communicate often
— Active listening
— Magic Phrases

65.
Painted Picture of Purpose
• Clear vision
• Alignment in
life & business
• Awareness of
roadblocks
• Tools
• Decision filter
• Action steps
• Clear way of
expressing
• Accountability

66.
Embody the values

67.
Embody the values

68.
Embody the values

69.
Embody the values

70.
Embody the values

71.
Embody the values

72.
Embody the values

73.
Embody the values

74.
Embody the values

75.
Embody the values
Leaders model the way – set examples for others by
consistently aligning your actions and values

76.
Transfer of Learning Success Plan

77.
• What is an important
concept, idea, or skill which
you plan to take from the
training session and
implement in your work?
• How will you implement and
apply this on the job? Please
identify specific actions.
• What benefits do you hope
will result? How will these
benefits be observed or
measured by others?
Transfer of Learning Success Plan
• What resources (people,
equipment, extra skills or
support, etc.) do you need to
help implement this plan?
• What are the obstacles to
the implementation of this
plan that may keep you from
doing this?
• What strategies could be
used to get around those
obstacles?

78.
Closing
Excerpts from Successful Employees = Successful Business, by Albert J. Weatherhead