Leadership Foundations
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A thought provoking presentation by Ingrid Gattari of Achievers Group on the foundation of Leadership
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Leadership Foundations
- 2. Leadership is… Influence • Parents influence • Teachers influence • Employees influence • Sports coaches influence • Sales people influence
- 3. Leadership is not just… • Managing • Being first • Positional • Being the smartest • Being entrepreneurial
- 9. Adding Value Help people up
- 11. Respect People naturally follow those stronger than them.
- 12. The sixth sense An internal understanding that fills in the blanks
- 13. Attracting people Who we are is who we attract.
- 15. Inner Circle Help, grow, inspire you
- 17. Empower others Teach others to drive.
- 18. Leading by example People do what they see
- 19. Buy In People buy into the leader first, before the vision.
- 20. Winning Find a way to succeed
- 21. Momentum Easier to steer than start.
- 23. Self Discipline Leaders are like athletes • Spent time in preparation • Pay the price to succeed
- 24. Timing Knowing the ‒ when the ‒ how the ‒ where is Vital
- 25. Lead leaders The multiplication factor
- 26. Leaving a Legacy Live & lead with the end in mind
Notes de l'éditeur
- http://www.istockphoto.com/stock-photo-19224493-large-group-of-happy-people-standing-together.php?st=6b79b3a
- http://www.istockphoto.com/stock-photo-15207675-chief-executive-officer-ceo-acronym.php?st=d9b68a4
- Raising our leadership lid
- Main points: These are the key elements of leadership. Get these nailed down and you are well on your way to leading well. Good Character Relationships (who they know) Knowledge Intuition Experience Past success Ability
- http://www.istockphoto.com/stock-photo-20642035-learn-and-lead.php?st=600d3ac Main point: Foster a continuous improvement value. For self and organisation Raising our leadership lid It takes time to build a house. It takes time to build your character It takes time to gain experience and have some runs on the board It takes time to develop our leadership skills.
- http://www.istockphoto.com/stock-photo-200451-compass-on-a-map.php?st=79af24c The navigator ensures the ship gets to its destination. The navigator prepares very well The navigator ensures the ship avoids the dangerous waters The navigator calculates how fast to go and what supplies it needs to ensure the entire organisation gets to the destination The navigator creates a pathway forward for the crew. This brings certainty. The navigator recalculates and recalibrates when challenges arise. - leaders see the future - leaders learn from past mistakes - leaders adjust course according to conditions - leaders listen to the team - leaders ensure their conclusions are based in fact.
- http://www.istockphoto.com/stock-photo-16768581-developing-a-plan.php?st=1fefab5 P Predetermine a course of action L Lay out the goals A Adjust priorities N Notify key personal A Allow time for acceptance H Head into action E Expect problems A Always point to success D Daily review the plan Story of South Pole explorers Scott and Amundsen. Scott did not plan well and Amundsen did. Scott and his team perished where as Amundsen succeeded in his mission.
- http://www.istockphoto.com/stock-photo-19326943-assist.php?st=02d770c Main Points: Adding value to people is a motive not a strategy Creates a positive organisational culture Builds a firm foundation for buy in. Great local stories of an endless flow of new business as a result of helping others achieve their goals first. Result is it gives you an incredible edge in the marketplace
- http://www.istockphoto.com/stock-photo-3727447-teamwork-building-human-pyramid.php?st=baf242c Main points: Character builds trust. Building the car Character. A key leadership fundamental. Our character is what people bump into. Our character is something we can work on Elements: - Character develops trust - it communicates consistence - communicates potential - communicates respect - Character builds organisational culture
- http://www.istockphoto.com/stock-photo-5474184-elephant-family-at-sunset.php?st=6b91e90 Main Points: Respect is given to the leader. Respect is a result of good character. Respect is a result of past success Respect is a result of connection Leaders develop and gain respect by: - their natural leadership ability - give respect to others - gain respect because they have courage - gain respect because they achieve success - loyalty in today ’ s world commands respect - gain respect because they add value to others What undermines your team ’ s respect for you? These could be the brakes in your car, preventing you moving forward. Is it a character issue Is it behavioural issue Is it a financial concern such as not paying people the award Is it a people management issue What can you do address it. How can you rebuild respect.
- http://www.freedigitalphotos.net/images/Signage_g309-Wood_Sign_p29761.html Leaders have an internal understanding of what to do next Leaders naturally steer in the direction of their gifting and passions Intuition for leaders has to do with people, timing, problem solving, decision making and more. It develops over time. Leaders read trends a situation people resources themselves
- http://www.istockphoto.com/stock-photo-21152697-magnet-concepts.php?st=3175555 Be deliberate about build team. Staff your weaknesses Consider who is around you at present. Look at the following criteria and check to see if your team is similar to you in the following areas. Generation Attitude Background Values Energy Giftedness Leadership ability Challenge:- Work at attracting people who are not like you and staff your weaknesses.
- http://www.freedigitalphotos.net/images/Teamwork_g404-3d_Businessmen_Connecting_Puzzles_p60105.html For effectiveness, leaders need to connect with people. Good connection with you helps people feel comfortable. This is when they sit down and relax and let you drive. “ Because you first have to touch a person ’ s heart before asking for a hand. ” J C Maxwell Story about John Maxwell moving his company to Atlanta. All his staff came with him. 1/ Connect with yourself first - insecure leaders are scary leaders 2/ Communicate with openness and sincerity 3/ Know your audience 4/ Live your message. Be authentic 5/ Go where they are 6/ Focus on them not yourself 7/ Believe in them 8/ Offer direction and hope Positional leaders often have a problem with connecting with staff. “ I ’ m the boss, they come to me. ’ To connect with someone takes initiative. Story about Southwest Airlines and Herb Kelleher.
- http://www.istockphoto.com/stock-photo-15294617-3d-small-people-statistics-improvement.php?st=e79ee2e Leaders have key relationships, an inner circle. that lifts them not leans on the Who are your advisors, your supporters and your helpers Do they have high influence with others Do they bring a complimentary gift Do they hold a strategic gift in the organisation Do they add value to you and the organisation - Are they adding or subtracting. - Lift you or leaning on you. Who comes to mind when you review these questions? _______________________________ What is the next step with those that came to mind? __________________________________ Story about my tough decisions. My lesson? We can walk a good distance with someone close to us. Because of the close relationship, we overlook and forgive and work around issues. There comes a time though, that if the pattern of behaviour continues to pull down, wear you down, then the relationship is ‘ leaning on you. ’ They are subtracting. Tough decisions can be just the thing that pulls them out of it. Or not. Either way, a change in the nature of the relationship by placing boundaries around unhealthy behaviours etc, goes along way in protecting you.
- http://www.istockphoto.com/stock-photo-19627258-teenage-boy-taking-a-driving-lesson.php?st=bcbcf4f Building the car, (image of the driver) - Ability Secure leaders give power to others. They teach others to drive. Leaders release others to have a go at driving. Leadership analysts Lynne McFarland, Larry seen and John Childress “ Empowerment leadership model moves away from positional power to people power ” within which all people are given leadership roles to contribute to their fullest capacity. This is the engine that powers the machine. Released, empowered people participating to outcome of the organisation. Maxwell writes “ the only to way to make yourself indispensable is to make yourself dispensable. If you continually empower others and help them develop so that they become capable of taking over your job, you will become so valuable to the organisation that you become indispensable. That is the paradox of the Law of Empowerment. ” Barriers to empowerment 1/ Desire for job security 2/ Resistance to change 3/ Lack of self worth
- http://www.istockphoto.com/stock-photo-8283819-at-the-fitness-club.php?st=7064a1fMain Point: People do what people see Funny story of Mikaela at 4 and copying me. “ Leaders are dreamers ” author Hans Finzel noted. Its my experience that the successful leaders are also highly practical. Leaders who do not test their dream and are not practical in the outworking of their dream, will find their dream fizzle out to nothing. And at significant cost financially and with the people who bought into the dream. Good leaders know the - why ( Mission provides purpose) The mission engages the heart of the people. And when the rough patch comes the team can engage in the reason ‘ why ’ they are on your team. It keeps them going forward. - what (Vision provides the picture) When a leader helps the team “ see ” a better future or outcome, again, it energises. Team often though loose sight of the vision because as Maxwell states, “ Vision leaks. ” So leaders need to communicate the vision both verbally and in how they live their life. They have to model the better future, the better way to doing things. Sometimes the decision maker or positional leader (boss) can loose sight to the vision. Leaders in the middle then end up dealing with confusion and uncertainty. One such event happened to a good friend of mine. Here is her story. “ What has challenged me the most in the area of trust is when my team realised that during the GFC I didn't have the control on the future of the business, even if I was managing it. The GFC started 6 months after our product launch, we were just starting a new business, with a new product in a new market. During this start-up stage we needed the financial support of our parent Company: BlueScope. But BlueScope, like many other Companies was struggling. Every couple of months there were questioning their investment in emerging businesses. My team was aware of that and it was quite damaging for my leadership because they started to doubt that I could lead them to a better place. I knew I needed to do something about it. I told my husband that next month I may not have a job as I was going to challenge our CEO. For the budget review I presented the potential of the business and also explained how this lack of support was damaging our progress. I told the CEO that he needs to choose either he supports us for at least one year or he closes the business now. He was quite surprised by the question but made the decision to support us. Sometimes to be able to maintain the trust that our team has in us we need to be prepared to lose everything in order to properly deal with issues with our managers. - how. (Strategy provides the plan) Normally, the visionary leader knows how to get where he/she wants to go but by nature, they don ’ t have all the details nailed down. A good team will provide the expertise and will plug the gaps in the plan and often, smooth and prepare the way forward with those further down the pecking order. These key 360 degree leaders are also, communicating and interpreting the ‘ mission, vision, and plan. ’
- Ingrid to supply link to free image for use on this slide Building the car (4 wheels around a car) This law is the great test of your leadership. Without your team ’ s buy in you are like a car without wheels. If people have not bought into you go back and work on the previous laws. If people have to bought into you, its like trying to drive a car with out the wheels. You ain ’ t going anywhere When followers don ’ t like the leader nor the vision, they look for another leader. -when followers don ’ t like the leader but they like the vision, again they look for another leader -when followers like the leader but not the vision they change the vision - when followers like both the leader and the vision, they buy in and support. Choosing the right words to help people get past their natural resistance. If someone is feeling defiant, upset or angry, there will be no buy in. Scientifically speaking there is a part of the brain that, if engaged at the time you want a Yes from someone, will resist and resist and you end in a deadlock. To gain buy in from a team that is showing signs of resistance, you have to take things down a level and create safety. Show them you understand. Reflect back their comments so they know you understand. When its safe for them, and if the timing is right, try again to gain buyin.
- http://www.istockphoto.com/stock-photo-16027840-victorious-businessman-stands-on-rock-pinnacle.php?st=7647aff Main Points: Leaders find a way for the team to win. Past success Building the car, (picture of a gear stick) 4 components or gears of victory Unity of vision Diversity of skills Culture of developing others to their potential Determination to keep going. Churchill and the war. He had many of the key elements of these laws. He was experienced as found with his time during the Boer War, he had intuition (he knew Hitler was a threat and warned the government many times prior to the outbreak of war.), he was able to bring England and its allies to a unity of vision through his speeches and his ability, he employed the potential of those around him and, he was stubbornly stubborn. “ War is our policy. You ask, what is our aim? I can answer in one word: Victory – victory at all costs, vistory in spite of the terror, vicotry, however long and hard the road maybe for without victory, there is no survival. ” What was Churchill doing with this speech? Answer, he was uniting them around a greater cause – freedom for democracy. It was the vision for a free world that he communicated. He pointed to victory and then lead them through. With all the highs and lows, Churchill rallied the courage of a nation and the democratic free world. For our businesses, we as leaders have to celebrate our little small victories. Talk about them and congratulate your team. Let them see, they are part of victory. Then when or if a challenge comes, do what ever you can to pull them through. Southwest airlines: (Read the story about the airline) Update. During the GFC, many Southwest airline customers sent in cheques with notes of encouragement wanting to ensure the company did not go under. Have you ever hear of such a thing? Totally amazing. Read the story.
- This picture is of zorbing, a new sport where people go inside the ball and roll down a hill http://www.istockphoto.com/stock-photo-5438266-zorbing-down-a-hill.php?st=dd09601 Main Points: Building the car, (picture of petrol going into the car) Momentum is easier to steer than start Momentum is a powerful change agent Momentum is the leaders responsibility Momentum is begins with the leader Experiences Negative momentum can destroy like diesel in a petrol motor.
- http://www.istockphoto.com/stock-photo-18537479-business-man-drawing-a-now-and-later-check-box.php?st=d6acfa5 Main Point: Knowledge Leaders are good at doing the top priorities. Do what is required Do what gives the greatest return Do what brings the greatest reward. Understand what you are good at and what you are not. Work to your strengths and delegate what you can to someone who is strong in your areas of weakness. Ask yourself daily, what is the most important thing I need to do today? Do that most important thing. The difference between those who succeed in achieving their goals and those who don ’ t? - Those that achieve are those that daily do the most important things
- http://www.istockphoto.com/stock-photo-16241916-businesspeople-lined-up-for-a-race.php?st=d6acfa5 Leaders give up to go up. Great performing CEO ’ s or leaders are like a well trained athlete at Olympic level. They have paid their dues in training. Great athletes know they can ’ t do some things or eat certain foods if they want to reach the top.
- http://www.istockphoto.com/stock-photo-1496188-she-got-him.php?st=eed5077 The wrong action at the wrong time leads to disaster The right action at the wrong time brings resistance Understanding (leaders must have a firm grasp on the situation) Maturity (wrong motives in the heart of the leader will generate impatience and they will miss the timing) Confidence Decisiveness (wishy washy leaders create wishy washy followers) Experience Intuition (often getting the timing right involved a ‘ sense ’ that the time is right) Preparation The wrong action at the right time is a mistake The right action at the right time results in success
- http://www.istockphoto.com/stock-photo-12023183-organization.php?st=4625f5d Building the car, The multiplication factor, Leaders understand they have to lead leaders By developing other leaders within your organisation, you are revving up the motor to move. Forward motion is the result. Leaders find the influencers and work with them – this is the top 20% Leaders who develop leaders focus on strengths Leaders who develop leaders reward the top performers Leaders who develop leaders invest time in others Challenges:- - leaders are hard to find - most people are followers - some are producers - a few are leaders. - leaders are eagles, they don ’ t flock - hard to gather - they want to go their own way, they want to know where you are going and how you plan on getting there and, many will tell you their own thoughts on the way - hard to keep - the only way to lead leaders is to be a better leader yourself - strong leaders look for leaders stronger than themselves. “ The only one leader in 10 is able to blossom without the help of another leader. ” John C Maxwell.
- http://www.istockphoto.com/stock-photo-19550070-do-i-make-a-difference-question.php?st=6faa375 Main Point: Your life is the book people read. What are they reading, what are you writing A sentence that describes your life, your purpose and your legacy. My current life sentence: What:----To impart values, skills and wisdom to leaders so they live in prosperity with purpose. Be: -----To be a person who lives my values, develops my skills, to live prosperous and then to impart it to others with wisdom and respect. How? Through education and training via our company Achievers Group. Know the legacy you want to leave. Lead your life don ’ t just accept it. - be proactive and lead your own life first. If you are putting up with things, you are not being proactive, you are settling. What is your Life ’ s Sentence? What are you writing in your book the book people are reading daily. When you die, what will people say about you? You can write it for them now. What changes need to be made? What do you need to stop doing? What do you need to start doing. Live the legacy you want to leave. - live what you say you believe. (Me when I started giving to a Microloans company, honest look at the areas I was living in poverty of mind) - there are 7 sectors of our society within which we can have influence. Economics (Business) Family Government Media (arts) Religion Education Sports Workshop: Write your life sentence now. Your Business: What is your exit strategy? Are you selling, passing over, closing it down? What need to be done to achieve your exit strategy?