NA Sales Leadership

We must become the change we want to see.,[object Object],- Mahatma Gandhi ,[object Object]

What is Leadership?,[object Object],Leadership is the ability to: “express a vision, influence others to achieve results, empower others, encourage cooperation, and be an example.”,[object Object]

Successful leaders are committed to “creating a world to which people want to belong.” ,[object Object],Successful leadership involves managing relationships and communicating within a team to move towards a specific goal.,[object Object]

Leadership is not the same thing as management. ,[object Object],Management is “getting things done through others.” ,[object Object]

Leadership is “getting others to want to do things.” ,[object Object],Leadership is intimately tied up with motivating and influencing others.,[object Object]

A good deal of leadership can come from people who are not formal leaders. ,[object Object]

Leading is the result of using one’s role and leadership ability to influence others in some way. ,[object Object]

True leaders are not “bosses” or “commanders”. ,[object Object],Instead of power, true leadership comes from influence and integrity.,[object Object]

Strengthening your leadership ability can help you improve your capacity to achieve results and reach personal or organizational outcomes.,[object Object]

Leadership Field Guide Table of Contents,[object Object],Model the Way aka Walk the Talk,[object Object],Inspire with Your Vision of the Future,[object Object],Challenge the Process – Change/Grow/Improve,[object Object],Empower Others to Act – Invest/Collaborate,[object Object],Encourage the Heart – Celebrate!,[object Object]

Model the Way ,[object Object],First, find your voice by clarifying and communicating your personal values,[object Object],Then, set the example by aligning your actions with your values,[object Object],Walk the Talk!,[object Object]

Do What You Say,[object Object],Be consistent in how you handle critical incidents, how you spend your time, how you recognize and reward, and the stories you tell to build the culture.,[object Object],Model the Way,[object Object]

Model the Way,[object Object],Bea Professional ,[object Object],Be loyal to the organization, perform selfless service, take personal responsibility. ,[object Object]

Be a professional who possess good character traits ,[object Object],Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. ,[object Object],Model the Way,[object Object]

Model the Way,[object Object],Be a professional who possess good character traits ,[object Object],Integrity is measured by what you do when no one is watching you. ,[object Object],Don’t compromise.,[object Object],No one can take your integrity—you have to give it away. ,[object Object],Don’t –it’s your most prized possession.,[object Object]

Model the Way,[object Object],Focus on Excellence,[object Object],Focus on excellence and those around you will follow suit.,[object Object]

Model the Way,[object Object],Focus on Excellence,[object Object],Leaders have GRIT ,[object Object],Guts,[object Object],Resilience,[object Object],Intensity,[object Object],Tenacity,[object Object]

Model the Way,[object Object],Focus on Excellence,[object Object],Winners contribute to their surroundings; losers complain about them. ,[object Object],Winners are problem solvers; losers are problem identifiers. ,[object Object],Be a winner.,[object Object]

Model the Way,[object Object],Focus on Excellence,[object Object],Winners forget they’re in a race – they just love to run.,[object Object],Enthusiasm is like a rumor—it spreads fast.,[object Object],Don’t rationalize failure. “Can Do.” ,[object Object]

Model the Way,[object Object],Focus on Excellence,[object Object],Great leaders leave a legacy of excellence in the hearts, minds, and souls of the people they lead.,[object Object],They are trustworthy, earn our respect, and genuinely care about us. ,[object Object]

Model the Way,[object Object],Focus on Excellence,[object Object],Their legacy is the example of excellence that shapes us. ,[object Object],They touch our souls. ,[object Object],They never ask for anything in return. ,[object Object],They embody what it means to be a leader.,[object Object]

Model the Way,[object Object],Focus on Excellence,[object Object],Many leaders get great results, but obtaining great results is not proof of great leadership. ,[object Object],For the great leader, great results are merely a byproduct of bringing out the best in others. ,[object Object],Such leaders are personal and national treasures. ,[object Object],Cultivate them. ,[object Object]

Model the Way,[object Object],Tend your own garden,[object Object],Make your functional area the best place it can possibly be. ,[object Object],Focus your talents and energies on areas you can directly influence and control. ,[object Object]

Model the Way,[object Object],Tend your own garden,[object Object],Make life better and more meaningful for those around you. ,[object Object],Be committed to excellence in every facet of existence.,[object Object],Defeat the entitlement mindset.,[object Object]

Model the Way,[object Object],Tend your own garden,[object Object],Pick your battles… ,[object Object],Beyond our area of control is another area, the area of influence, which we do not control but which we can help shape. ,[object Object],Events in the area of influence affect our gardens, but events we control in our gardens can also affect the area of influence.,[object Object]

Model the Way,[object Object],Tend your own garden,[object Object],Those who tend their gardens discover that excellence is infectious. ,[object Object],People want to be on winning teams, and they want to make their teams winners. ,[object Object],Engaging in petty rivalries and jealousies is counterproductive.,[object Object]

Model the Way,[object Object],Be an Expert in the Basics,[object Object],Great leaders are great teachers.,[object Object],Your mark on your profession is the quality of the junior leaders who follow you.,[object Object]

Model the Way,[object Object],Be an Expert in the Basics,[object Object],People expect their leaders to be experts in the basics. ,[object Object]

Model the Way,[object Object],Be an Expert in the Basics,[object Object],When leaders coach, they generate confidence among their subordinates. ,[object Object],Leaders learn a great deal about their peoples’ strengths and weaknesses while teaching the basics to them. ,[object Object]

Model the Way,[object Object],Be an Expert in the Basics,[object Object],As the leader coaches, the employees get to understand the standards that the leader expects in daily operations.,[object Object]

Model the Way,[object Object],Be an Expert in the Basics,[object Object],Set high standards and demand compliance. ,[object Object],People appreciate high standards that are uniformly enforced.,[object Object]

Model the Way,[object Object],Be an Expert in the Basics,[object Object],Never pass over a mistake.,[object Object],If you do, you have set a new standard.,[object Object]

Model the Way,[object Object],Be an Expert in the Basics,[object Object],Leaders must be visible, share hardships, and be the best. ,[object Object],Being with your employees sets a great example and demonstrates that you are a leader who cares.,[object Object]

Model the Way,[object Object],Be Trustworthy,[object Object],The foundation of every healthy relationship is trust. ,[object Object]

Model the Way,[object Object],Be Trustworthy,[object Object],Relationships usually fail because of an actual or perceived breach of trust. ,[object Object]

Be Trustworthy,[object Object],A leader must earn trust. ,[object Object],Good leaders are worthy of trust. ,[object Object],Model the Way,[object Object]

Model the Way,[object Object],Be Trustworthy,[object Object],Good leaders earn trust through:,[object Object],Good character and professional competence ,[object Object],Creating meaningful goals that generate excitement and coherent plans to meet those goals ,[object Object],Sound and timely decisions ,[object Object],Setting the example,[object Object],Uplifting those around them to be better,[object Object],Caring about others and treating them with respect ,[object Object],Good Leaders do the right thing.,[object Object]

Model the Way,[object Object],Be Trustworthy,[object Object],Trust, which is the foundation of morale, is the first principle of leadership and the emotion that holds an organization together. ,[object Object],Trust is the genesis of faith in oneself, one’s co-workers, one’s leaders, and one’s team.,[object Object]

Model the Way,[object Object],Be Trustworthy,[object Object],Mutual trust fosters initiative and instills a greater sense of responsibility. ,[object Object],People who trust one another share a bond of faith and understanding. ,[object Object]

Model the Way,[object Object],Be Trustworthy,[object Object],Leaders who trust their subordinates can loosen the reins and unleash creative energies. ,[object Object],Mutual trust in competence, discipline, character, and sound judgment is a requirement for independent initiative.,[object Object]

Model the Way,[object Object],Be Trustworthy,[object Object],The best leaders use the principle of trust to guide their actions and decisions. ,[object Object],Trustworthy leaders create high-performing units that have superb morale.,[object Object]

Model the Way,[object Object],Grow Through Feedback,[object Object],Feedback is a dialogue among professionals to improve the organization. ,[object Object],Good Leaders get feedback from subordinates.,[object Object]

Model the Way,[object Object],Grow Through Feedback,[object Object],Subordinates will only tell you the full truth if:,[object Object],They know you are genuine ,[object Object],They know disagreement does not equal disrespect ,[object Object],They see you take action on their feedback ,[object Object],They know that what they say is not going to be held against them,[object Object]

Model the Way,[object Object],Grow Through Feedback,[object Object],Give feedback on subordinates’ feedback. ,[object Object],Let them know when you implement one of their ideas, and tell them how the idea has improved the unit. ,[object Object]

Model the Way,[object Object],Grow Through Feedback,[object Object],A good leader has the courage and confidence to be humble, listen to others, set the example, and foster healthy disagreement and the exchange of ideas and insights.,[object Object]

Model the Way,[object Object],In summary:,[object Object],Clarify & Communicate your Personal Values,[object Object],Do What You Say,[object Object],Bea Professional ,[object Object],Focus on Excellence,[object Object],Tend your own Garden,[object Object],Be an Expert in the Basics,[object Object],Be Trustworthy,[object Object],Grow Through Feedback,[object Object]

Inspire a Shared Vision,[object Object],Envision the future by imagining exciting and inspiring possibilities,[object Object],A great Leader inspires excited and motivated people to reach for goals which they may not have even dared to dream about on their own.,[object Object]

Inspire a Shared Vision,[object Object],Envision the future by imagining exciting and inspiring possibilities,[object Object],Leaders passionately believe that they can make a difference. ,[object Object],They have a desire to make something happen, to change the way things are, to create something that’s never existed before. ,[object Object]

Inspire a Shared Vision,[object Object],Envision the future by imagining exciting and inspiring possibilities,[object Object],Leaders envision the future. ,[object Object],A vision is a mental picture of what tomorrow will be like. ,[object Object],It expresses our highest standards and values. ,[object Object],It sets us apart and makes us feel special. ,[object Object],It spans years of time and keeps us focused on the future. ,[object Object],And, it must appeal to all who have a stake in it. ,[object Object]

Inspire a Shared Vision,[object Object],Enlist support of others in a common vision by appealing to shared aspirations,[object Object],However, having a vision of the future isn’t enough. ,[object Object],Others must be able to see themselves in that future.,[object Object]

Enlist support of others in a common vision by appealing to shared aspirations,[object Object],Leaders know what motivates their constituents. ,[object Object],They forge a unity of purpose by showing constituents how the vision can meet their needs and serve the common good. ,[object Object]

Enlist support of others in a common vision by appealing to shared aspirations,[object Object],Leaders are personally convinced of the value of the vision and share it with genuine passion and conviction. ,[object Object],Enthusiasm is catching. ,[object Object],It uplifts people’s spirits.,[object Object]

Inspire a Shared Vision,[object Object],“The very essence of leadership is that you have to have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion.” ,[object Object],— Theodore Hesburgh, President of the University of Notre Dame,[object Object]

Inspire a Shared Vision,[object Object],In Summary,[object Object],Envision the future by imagining exciting and inspiring possibilities,[object Object],Enlist support of others in a common vision by appealing to shared aspirations,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],Exemplary leaders are proactive – they seize the initiative. ,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],Leadership and innovation are nearly synonymous. ,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],Leaders know that people will not change unless they can see how a new policy, process, or program fits with their personal needs. ,[object Object],Leaders find ways to make the work of change intrinsically motivating to their constituents.,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],Because new and innovative ideas often originate outside the organization – they come from customers, research labs, or other outside sources – leaders use their “outsight” – their ability to perceive external realities – to constantly survey the landscape of technology, politics, economics, demographics, art, religion, and society. ,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],Leaders are open to receiving ideas from anyone and anywhere.,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],“Try harder” is a sure-fire way to get nowhere when people are doing their best under a prevailing paradigm. ,[object Object],Instead of asking your people to try harder, how about asking them to think differently? ,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],Allow people to think in different ways to improve performance, and then unleash them and see what happens. ,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],Look for areas that need improvement, tell people what you want done and why, and then guide them. ,[object Object]

Challenge the Process,[object Object],Search for opportunities by seeking innovative ways to change, grow and improve,[object Object],The trust and confidence given to others will be rewarded in their enthusiasm, ownership of standards, and excellence. ,[object Object],People will amaze you with their ingenuity, and when they succeed, even partially, praise them in public.,[object Object]

Challenge the Process,[object Object],Experiment and take risks by constantly generating small wins and learning from mistakes,[object Object],A leader who promotes creativity and change must have the maturity to accept that not all will turn out well. ,[object Object],There is no better way to bring improvement to a halt than to punish someone when honest innovation goes awry. ,[object Object],Innovation rarely comes from a unit led by a screamer.,[object Object]

Challenge the Process,[object Object],Experiment and take risks by constantly generating small wins and learning from mistakes,[object Object],Humility and courage are complementary qualities and admitting mistakes takes courage. ,[object Object],Few people have earned respect who have not admitted mistakes, accepted feedback, or listened to others. ,[object Object]

Challenge the Process,[object Object],Experiment and take risks by constantly generating small wins and learning from mistakes,[object Object],Leaders must allow mistakes to teach and learn.,[object Object],They must never allow failure.,[object Object]

Challenge the Process,[object Object],Experiment and take risks by constantly generating small wins and learning from mistakes,[object Object],Real leaders promote the idea that disagreement does not equal disrespect. ,[object Object],The best leaders revel in disagreement because they know that independent thinking is the only way to discover the best solutions to problems. ,[object Object]

Challenge the Process,[object Object],Experiment and take risks by constantly generating small wins and learning from mistakes,[object Object],Independent thinking cannot occur in an environment that demands blind obedience.,[object Object],The magic of exchanging ideas is getting to know what and how other people think.,[object Object],Having faith and confidence in each other’s performance in uncertain and ambiguous situations is the key to initiative.,[object Object]

In Summary,[object Object],Seek innovative ways to change, grow and improve,[object Object],Experiment and take risks by constantly generating small wins and learning from mistakes ,[object Object],Challenge the Process,[object Object]

Empower Others to Act,[object Object],Foster collaboration by promoting cooperative goals and building trust,[object Object],“You can’t do it alone” is the mantra of exemplary leaders.,[object Object],You simply can’t get extraordinary things done by yourself. ,[object Object]

Empower Others to Act,[object Object],Foster collaboration by promoting cooperative goals and building trust,[object Object],Collaboration is the master skill that enables teams, partnerships, and other alliances to function effectively. ,[object Object],Leaders foster collaboration by promoting cooperative goals and building trust.,[object Object]

Empower Others to Act,[object Object],Foster collaboration by promoting cooperative goals and building trust,[object Object],At the very heart of cooperation is trust. Leaders help create a trusting climate by the example they set and through active listening. ,[object Object]

Empower Others to Act,[object Object],Foster collaboration by promoting cooperative goals and building trust,[object Object],Collaboration can be sustained only when leaders promote a sense of mutual reliance – the feeling that we’re all in this together. ,[object Object]

Empower Others to Act,[object Object],Strengthen others by sharing power and discretion,[object Object],Creating a climate where people are involved and feel important is at the heart of strengthening others. ,[object Object]

Empower Others to Act,[object Object],Strengthen others by sharing power and discretion,[object Object],It’s essentially the process of turning constituents into leaders themselves – making people capable of acting on their own initiative. ,[object Object]

Empower Others to Act,[object Object],Strengthen others by sharing power and discretion,[object Object],People must have the latitude to make their own decisions. ,[object Object],They must work in an environment that both builds their ability to perform a task and promotes a sense of self-confidence. ,[object Object],They must experience a sense of personal accountability so that they can feel ownership for their achievements.,[object Object]

Define clear roles and responsibilities,[object Object],Clear expectations produce good results. ,[object Object],People generally want to do well. ,[object Object],When leaders make expectations clear, people tend to rise to the occasion to meet them. ,[object Object],Empower Others to Act,[object Object]

Empower Others to Act,[object Object],Define clear roles and responsibilities,[object Object],When you analyze why an individual or unit failed to accomplish what you wanted, the reason is often unclear expectations and poor guidance. ,[object Object],Few things are more demoralizing than to believe you have done a good job, only to be told that you have completely missed the mark. ,[object Object]

Empower Others to Act,[object Object],Define clear roles and responsibilities,[object Object],Articulate expectations and have subordinates read back (the guidance) for possible correction. ,[object Object],If you work for someone who provides fuzzy expectations, read back for possible correction until you know what the person wants.,[object Object]

Empower Others to Act,[object Object],Define clear roles and responsibilities,[object Object],Clarifying expectations does not mean handholding or telling people how to do their jobs. ,[object Object],Simply express what you want done and why and then unleash your subordinates’ creativity to accomplish the mission.,[object Object]

Empower Others to Act,[object Object],Define clear roles and responsibilities,[object Object],How much guidance you give depends on the amount of trust and confidence you have in one another. ,[object Object]

Empower Others to Act,[object Object],Define clear roles and responsibilities,[object Object],Knowing what to do is knowing the letter of the law; knowing why you do it is knowing its spirit.,[object Object], Making the “what and why” clear enables subordinates to take meaningful initiative, and they might even succeed beyond expectations.,[object Object]

Empower Others to Act,[object Object],Define clear roles and responsibilities,[object Object],Enforcing standards and accountabilities demonstrates that what we say is important and what we do is consistent.,[object Object],Making policies that we do not enforce sends the message that standards are not important.,[object Object]

Empower Others to Act,[object Object],Define clear roles and responsibilities,[object Object],If discipline means doing what is right, then education is the critical component of discipline.,[object Object],Education helps promote ownership of standards. ,[object Object],People will be far more willing to meet standards when they understand their importance and do not regard them as mere harassment.,[object Object]

Leave a Legacy,[object Object],Great leaders leave a legacy of excellence for their unit by creating compellingly effective systems and leaving the systems in place when they, themselves, leave. ,[object Object],Empower Others to Act,[object Object]

Empower Others to Act,[object Object],Leave a Legacy,[object Object],The test of the systems’ excellence comes when a leader’s successor arrives. ,[object Object],If the successor understands the logic and the effectiveness of the systems the previous leader has put in place and keeps those systems in place, the previous leader will have succeeded.,[object Object]

Empower Others to Act,[object Object],Leave a Legacy,[object Object],Viable systems sustain predictability and balance, and because the best systems do not depend on a leader’s personality, units do not need to reinvent the wheel after every transition. ,[object Object],A unit with sound systems in place can sustain excellence over a long period.,[object Object]

In Summary,[object Object],Foster collaboration by promoting cooperative goals and building trust,[object Object],Strengthen others by sharing power and discretion,[object Object],Define clear roles and responsibilities,[object Object],Leave a Legacy,[object Object],Empower Others to Act,[object Object]

Encourage the Heart,[object Object],Recognize contributions by showing appreciation for individual excellence,[object Object],Accomplishing extraordinary things in organizations is hard work. ,[object Object],To keep hope and determination alive, leaders recognize contributions by showing appreciation for individual excellence. ,[object Object]

Encourage the Heart,[object Object],Recognize contributions by showing appreciation for individual excellence,[object Object],Use thank you notes, smiles, awards, and public praise to demonstrate your appreciation. ,[object Object],Leaders love to boast about the achievements of others. ,[object Object],They make others feel like winners.,[object Object]

Encourage the Heart,[object Object],Recognize contributions by showing appreciation for individual excellence,[object Object],Leaders expect the best of people.,[object Object],Recognition is done in a context of high expectations and clear standards. ,[object Object]

Encourage the Heart,[object Object],Recognize contributions by showing appreciation for individual excellence,[object Object],By paying attention, offering encouragement, personalizing appreciation, and maintaining a positive outlook, leaders stimulate, rekindle and focus people’s energies.,[object Object]

Encourage the Heart,[object Object],Recognize contributions by showing appreciation for individual excellence,[object Object],Correct and train people in private, reward them in public.,[object Object]

Encourage the Heart,[object Object],Celebrate the values and victories by creating a spirit of community,[object Object],Give awards for small group’s successes, and publicize both the groups and their leaders.,[object Object]

Encourage the Heart,[object Object],Celebrate the values and victories by creating a spirit of community,[object Object],Try something new and have the maturity to write off mistakes along the way.,[object Object],The road to excellence is not smooth; it is bumpy and full of high adventure; it is fun, painful, daunting, exciting, and rewarding.,[object Object]

Encourage the Heart,[object Object],Celebrate the values and victories by creating a spirit of community,[object Object],When a project falters, praise the individual publicly for having the guts to try something new.,[object Object],Look for the golden nuggets in the effort that the unit can use, and take the time to see if the effort can be directed onto another area. ,[object Object],Chances are you will see plenty of ways to use the innovations and ideas embedded in the project.,[object Object]

Show You Care,[object Object],Caring comes in myriad forms, including providing high-quality training, good tools and equipment, and a good quality of life for subordinates and their families.,[object Object],Encourage the Heart,[object Object]

Encourage the Heart,[object Object],Show You Care,[object Object],Leaders demonstrate that they care about people as individuals rather than as personnel or “human resources”.,[object Object]

Encourage the Heart,[object Object],Show You Care,[object Object],Great leaders do not need to read from a three-by-five card to discuss subordinates’ accomplishments at a promotion, award, or farewell. ,[object Object],They visit family members in the hospital. ,[object Object],They write letters to spouses after subordinates get awards or promotions, explaining why the person is valuable to the unit and to the organization. ,[object Object]

Encourage the Heart,[object Object],Show You Care,[object Object],When leaders demonstrate they truly care, bonds of trust and respect grow stronger. ,[object Object],Employees and their families will have confidence that the leader cares. ,[object Object]

Encourage the Heart,[object Object],Show You Care,[object Object],Caring takes time and effort, but then, anything worthwhile takes time and effort. ,[object Object],Take the time and effort to show others they are valuable members of the team,[object Object]

Encourage the Heart,[object Object],Treat People With Respect,[object Object],Respect begins with the conviction that all members of the human race are created equal despite differences in appearance, aptitudes, and talents. ,[object Object]

Encourage the Heart,[object Object],Treat People With Respect,[object Object],Leaders must understand the distinction between personal respect and professional respect. ,[object Object],People who add more value to the organization deserve and earn more professional respect.,[object Object]

Encourage the Heart,[object Object],Treat People With Respect,[object Object],Professional respect requires that we recognize and value the unique contribution of every individual in the organization. ,[object Object],Certainly some people, given their talents and dedication, contribute more than others less able or less motivated. ,[object Object]

Encourage the Heart,[object Object],Treat People With Respect,[object Object],Treating people with respect requires us to tell them when they fail to meet our standards. ,[object Object],Not correcting a mistake or deficiency sends a subtle message that the individual is not worth our time because s/he is either incapable of meeting standards or not important enough to be bothered with.,[object Object]

Encourage the Heart,[object Object],Treat People With Respect,[object Object],Respect goes hand-in-hand with caring. ,[object Object],When we show subordinates that we care about them, we demonstrate by our actions that we respect them, and we help them grow personally and professionally. ,[object Object]

Encourage the Heart,[object Object],Treat People With Respect,[object Object],People want to be treated with respect as human beings and as contributors to the unit. ,[object Object],They want to know that their contributions are meaningful and important. ,[object Object],When they know they are contributing to the common good, they have a sense of fulfillment.,[object Object]

In Summary,[object Object],Recognize contributions by showing appreciation for individual excellence,[object Object],Celebrate the values and victories by creating a spirit of community,[object Object],Show you Care,[object Object],Treat People with Respect,[object Object],Encourage the Heart,[object Object]

Leadership Behaviors – A Field Guide,[object Object],Model the Way aka Walk the Talk,[object Object],Inspire with Your Vision of the Future,[object Object],Challenge the Process – Change/Grow/Improve,[object Object],Empower Others to Act – Invest/Collaborate,[object Object],Encourage the Heart – Celebrate!,[object Object]

NA Sales Leadership

NA Sales Leadership

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