We have discovered the 10 elements of transforming leader's DNA.

1. LEADERSHIP
SUMMIT
Robert Hargrove

2. What is
Leadership

3. Let’s study
leadership
in the
context of
history,
then in
business.

4. Our traditional
view of leadership
is images of
charismatic
Presidents, Prime
Ministers, CEOs
who wield
tremendous power
& speak to people
from on high.

5. In fact, genuine
leadership has
little to do with
one’s position,
and speaking
to people from
on high or
dominating
others.

6. Leaders are often
ordinary people
who dare to take a
stand for needed
change when
leaders at the top
have are stuck in
defending their
position or the
status quo.

7. Transactional leadership is the everyday leadership
needed to be a good steward or run the business
It involves reaching middle of the road goals and incremental
change through making deals, bargains, and tradeoffs

8. Transforming leadership is the kind of
leadership that alters the course of history
It involves raising the aspirations and
motivations of followers

9. Leadership is mobilizing people toward
a transforming vision consistent with
supreme and enduring values

10. Leadership without ethics and
values is just mere technique

11. How do you
develop
leaders

12. A recent study shows...
the Development of Leadership
Studying Leadership Competencies

13. Instead, start to think
of leadership, not as a set
of characteristics, but as
an ACTION you take

14. People are called to leadership by
throbbing human needs and wants
Seoul after Korean War Seoul Today

15. Leadership
represents
the triumph
of possibility
over
resignation

16. There are certain moments that
are “historic moments”
when it becomes possible for individuals
to make a difference, resulting in the
triumph of possibility over resignation
Social
Media
Courageous People

17. Leadership arises when we recognize an opportunity
to make a difference and dare to take a stand
Google executive who touched off the Egyptian Revolution

18. Leaders must win people over – both
supporters and opposers

19. Everything we have said
about political leadership
applies to business
leadership

20. Most CEO’s are transactional leaders
who focus on “running the business” –
the daily process of bargaining

21. Yet to reach an
Impossible
Future or create
a Game Changer
you must become
Transforming
Leaders

22. You need transforming leadership
when reputations are being
destroyed by a moral crisis
Toyota Motor Corp President Katsuaki Watanabe

23. Do you hear the
call to leadership
from employees
who feel stifled or
customers who are
frustrated?

24. You and I are presented with
opportunities to make a difference
every day on the job with…
Investors, Customers, Employees, Suppliers

25. Leadership development
depends on recognizing these
opportunities when presented to us
and daring to…
TAKE A STAND
The next step is to develop skills

26. We have discovered
10 elements of a
Leader’s DNA Code

27. Iconoclasts
Unleash your
entrepreneurial power.
Leaders follow their own
passions, talents, and
gifts, whether they
succeed or fail. Stop
trying to look good,
play it safe, conform.
1
I never wanted to be an
entrepreneur or business
person. I wanted to do
things I was proud of.
-Richard Branson

28. Become Your Own Seer
You can’t see new
possibilities sitting
behind your desk
weighted down by
corporate policy and
industry orthodoxy.
Get up and travel
outside your
business, outside
your industry.
The future belongs to people who
see new possibilities before they
become obvious and act on them.
-Mark Zuckerberg, CEO
2

29. Empathy
Ask yourself, where have all
significant competitors in your
market gotten too lazy or lost
touch with customers and
employees?”
-Herb Kelleher, CEO
Southwest Airlines on
creating a new niche
The voice of the
customer has got to
be ringing in your ear
3

30. Impossible Future
Take a stand for
an Impossible
Future and
communicate it
with every breath
you take.
4
From Third World to First. –PM Lee, Singapore

31. Be a Game Changer
You change the game with disruptive technology,
innovative business concepts, and creating a
value network.
5

32. Build capabilities that support
the Impossible Future
Disruptive Innovation starts with leveraging the
company capabilities and strategic assets you
already have.
6

33. Mastering the Political
Chessboard
7
You need to go for a
big dream and make big
decisions when you are
in a position of power
and leverage.
You need to build coalitions
and go for quick wins to build
credibility when
you are not.
Brazil’s Lula da Silva

34. Following Your Own True North
It’s important to
not bend your
values when you
are under stress
and pressure.
8
If we can get the
values lined up with
performance, then
this is an absolutely
unbeatable company.
–James McNerney,
CEO, Boeing

35. Be a Multiplier vs. Diminisher
Multipliers make
everyone around them
feel smarter and more
capable.
My role is about unleashing
what people already have
inside them that is maybe
suppressed in most work
environments.
You can't deliver good service
from unhappy employees.
Tony Hsieh, CEO, Zappos
9

36. Results Driven
I decided that I would go for a
breakthrough that would
seriously impact the stock price
before my first 100 days was up.
I decided to use innovation and
operational excellence to drive
revenue growth and profit
growth.
-Greg Goff, CEO, Tesoro, Fortune
500 oil company, doubled stock
price in 6 months
10

37. The leader’s DNA Code is translated
into specific learnable behavior
These leadership skills are intuitive. Yet when
it comes to the actual practice, “doing them is
counterintuitive.”
That’s because
the corporate
world “does
not value
these actions.”

38. Start by setting an Impossible Future
for your company and asking each
person to create an impossible goal.
Reading
Classroom Coaching
Stretch Assignments
Provide people with leadership development support:

39. Think of one thing you
will do differently as a
leader on Monday morning
as a result of being here
today.
What is it?

40. Robert Hargrove
Robert.Hargrove@MasterfulCoaching.com
Edward Choi
ceocoaching@yahoo.kr.co
CMOE, Masterful Coaching Korea
All Rights Reserved © 2011 Robert Hargrove