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Leadership top tenleadershipmistakes-jack smalley-express 2010

Practical Solutions
               for Today’s
           Managers and Leaders

Leading Organizational Excellence By Av...
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This booklet and presentation are designed to provide a general
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Leadership top tenleadershipmistakes-jack smalley-express 2010

  1. 1. Practical Solutions for Today’s Managers and Leaders Leading Organizational Excellence By Avoiding The Top Ten Leadership Mistakes for Friends and Clients of Express Employment Professionals 2010 Presented by: Jack Smalley, SPHR Director – HR Learning and Development jack.smalley@expresspros.com
  2. 2. Advisory Consideration This booklet and presentation are designed to provide a general discussion of the subject matter. Neither the presenter nor Express Services, Inc. is engaged in rendering legal, financial, or other professional service. Because each situation described herein may have additional unknown factors that must be considered in order to render accurate advice, strictly applying this information may not yield intended or satisfactory results. Consequently, if legal advice or other expert assistance is required, the services of a competent professional should be sought. HRCI Credits "This program has been approved for [number of recertification credit hours awarded above] recertification credit hours toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI). For more information about certification or recertification, please visit the HRCI homepage at www.hrci.org.” Express will provide a certificate documenting your completion of this seminar. “The use of this seal is not an endorsement of HRCI of the quality of the program. It means that this program has met HRCI’s criteria to be pre-approved for recertification credit.” 3/26/09
  3. 3. LEADING ORGANIZATIONAL EXCELLENCE BY AVOIDING THE TOP TEN LEADERSHIP MISTAKES Live Learn Lead The Evolution of a Leader Presented by Jack Smalley, SPHR Director, HR Learning and Development 1
  5. 5. Group Exercises 1. List traits of Great Leaders 2. List Leaders who have lost integrity 3. List mentors in your personal or business life who have made an impact on you • Describe what they taught you Introduction 3
  6. 6. Introduction More than 350 definitions of Leadership Like Love, many knew it existed But few have experienced Leadership is spelled I N F L U E N C E One who influences others to go where they have never been 4
  7. 7. Great Leadership can move Men, Women, and Mountains BUT can also: Do irreparable damage to our followers from our mistakes The higher level we achieve the further we can fall Our employees choose to allow us to succeed or fail Introduction 5
  8. 8. With the pressure of Global Hyper Competition we must: Become better leaders then anyone has ever lead us It’s simply called Survival Exiting the recession Massive turnover Introduction 6
  9. 9. Where did your Leadership Career Begin? 4th Grade physical fitness program • Exercise Leader High School Football QB • Too Small • Weak Arm • Determination • Leadership College Fraternity Introduction 7
  10. 10. Group Exercise #1 List Traits of Great Leaders
  11. 11. Traits of Great Leaders Vision Knowledge Honesty Loyalty Competent Ethical Forward thinking Trust Inspiring Confidence Intelligent Maturity Courageous Assertiveness Straight forward Candor Imaginative Sense of humor Judgment Competence Initiative Commitment Decisiveness Creativity Tact Humility Integrity Flexibility Enthusiasm Empathy Unselfishness Compassion Influence Rate your Leaders 9 Rate yourself
  12. 12. Some of the Greatest Leaders Have Made the Largest Mistakes Gen. Patton – Russia Pres. Reagan – Iran Contra Pres. Clinton – Lewinski * If the mistake involves lack of integrity, you seldom get it back Introduction 10
  13. 13. Group Exercise #2 List Leaders Who Have Lost Integrity
  14. 14. The Greatest Lessons I’ve Learned about Leadership were from My Mistakes • Poor Hiring Decisions • Social Similarity • Holding non-performers accountable Wrong message to best employees • Defining True Diversity • Lapses in Integrity • Lost in Management Land • Allowing Subordinates to Feed the Ego Introduction 12
  15. 15. Reluctant Leaders Those thrown into position without training or desire Most fail Leaders should embrace role *To become an excellent leader you should love your role and have a passion for people Introduction 13
  16. 16. Leadership Myths Myth: Leadership is a rare skill • While great Leaders may be rare • Most have opportunity to succeed • Many successful Leaders come from ordinary lives PTA President Church Leaders National Guard Officers City Mayors Introduction 14
  17. 17. Leadership Myths con’t. Myth: Leadership exists only at the top of an organization • Some of the best leaders are in middle management • Larger organizations have layers of great leaders Succession Planning • Enterprise Rental Cars • Military JMO’s Introduction 15
  18. 18. Leadership Myths con’t. Myth: Leaders control, direct, and manipulate • Leaders empower others • Translate intentions into reality by aligning energies • Reward progress • Are excellent at specific recognition • According to Towers Perrin’s Quarterly Workplace Watch 12/15/09 The impact to employees from the lengthy recession has put leaders in a negative light Introduction 16
  19. 19. #10 Leadership Mistake Putting Projects Before People 17
  20. 20. #10 Putting Projects Before People Person-To-Person contact is essential to Leadership success Leaders tend to be either task oriented or people oriented Leadership is a people business 18
  21. 21. #10 Putting Projects Before Employees are People Opportunities NOT Interruptions Normally a result of Type “A” personality Signs of a Type “A” Paper Pusher • “People are interruptions” • “I prefer to be alone to get my work done” • “This job would be great except for the people” • “I’m impatient” 19
  22. 22. #10 Putting Projects Before People Signs of a Type “A” Paper Pusher con’t. • “My wife thinks I’m escaping from her” • “I speed up my wife’s story telling” • On Saturdays you make a list of weekend projects • You cannot relax • Subordinates know they have 5 minutes to get their point across 20
  23. 23. #10 Putting Projects Before People Bill Clinton Presidency • Aids kept him focused on economy • Campaign HQ sign “It’s the • “It’s the economy stupid” people Great Leaders sign stupid” • “It’s the people stupid” Our employees decide our future • Success/Failure 21
  24. 24. #9 Leadership Mistake Assuming Your Best Employees Require Little Recognition 22
  25. 25. #9 Assuming Your Best Employees Require Little Recognition Who is the most important person in your life? • Your spouse • Have you ever heard, “You never tell me you love me anymore” • And we say? • Who are the most important people in your work? * I rest my case 23
  26. 26. #9 Assuming Your Best Employees Require Little Recognition Drop the thought, “If I am NOT talking to you, all is OK” Employees (especially your best) need affirmation of good performance • Affirmation does not last and needs to be repeated Specifics Often Best practice is not an annual performance appraisal but specific, regular feedback 24
  27. 27. #9 Assuming Your Best Employees Require Little Recognition Raises and promotions do not appeal to everyone. • Baby boomers winding down their career Employees want leaders who excel in: • Giving respect • Providing learning opportunities • Creating enjoyable work experiences L. Ferree/SHRM Conference reward 25
  28. 28. #9 Assuming Your Best Employees Require Little Recognition Practice Patrick Lencioni’s The Three Signs of a Miserable Job By Avoiding 1. Anonymity 2. Irrelevance 3. Immeasurement 26
  29. 29. #9 Assuming Your Best Employees Require Little Recognition Affirmation of good performance motivates • Often better than financial incentives • Employees thrive on praise Especially your best Catch your best off guard • If employee says “Is something wrong?” We say “No, I’m calling because something is right” • In front of senior management • Mobil Oil CEO “what’s right” call 27
  30. 30. #9 Assuming Your Best Employees Require Little Recognition Recognition during economically uncertain times When $$ and promotions are not available for high potentials • Assign temporary projects/assignments • Challenging with visibility to senior leadership • One-on-One time with Executives on special projects 28
  31. 31. #9 Assuming Your Best Employees Require Little Recognition Common Leadership Mistake Other leaders compliment you for specific event but … If your leader ignores the opportunity, the accomplishment has lost the impact The VP’s note to your boss Employees need most encouragement in early stages of new job Positive feedback tied to specific details 29
  32. 32. #9 Assuming Your Best Employees Require Little Recognition Different Strokes for Different Folks Desperados Desperate for feedback Require praise often Warm and fuzzy Little confidence Fragile Up & Downers Go through mixed emotions Extremes 30
  33. 33. #9 Assuming Your Best Employees Require Little Recognition Different Strokes for Different Folks con’t. Auto-Pilots Tough as nails Leave me alone Energizer bunnies Praise can be a pesky annoyance View praise with suspicion Self-reliant 31
  34. 34. #9 Assuming Your Best Employees Require Little Recognition Bottom Line on Praise Do it for all deserving especially your best Mean it Be specific Make a big deal of it Do it often 32
  35. 35. #8 Leadership Mistake Accepting Mediocre Performance Report Card C- 33
  36. 36. #8 Accepting Mediocre Performance Goal Setting Great leaders set goals and involve their people throughout the process Communication of business results Progress Celebration of results Hold non-performers accountable 34
  37. 37. #8 Accepting Mediocre Performance Classifying Your Performers A • “A Performers” are the reason we are successful • “B Performers” are productive but may B lack broad promotability • “C Performers” meet minimal expectations C and do not move the organization forward 35
  38. 38. #8 Accepting Mediocre Performance Choices for mediocre performance “C Performers” • Coach to improve performance • Counsel out of organization • Remain as status quo is unacceptable Many companies regularly prune out the “C Performers” • Jack Welch, GE But most lower their standards to accommodate • Message to “A Performers” Leaders and managers should be held accountable for “C Performers” • Only 1 “C appraisal” 36
  39. 39. #8 Accepting Mediocre Performance Lowering bar to accommodate non- performers Asking best employees to do more Best employees quit due to not holding non performers accountable Not getting truthful exit interviews • “I quit for better opportunity” No secrets who are non- performers Everyone is watching Leader is last to identify even if they think they are the first 37
  40. 40. #8 Accepting Mediocre Performance Managing “C Performers” Establish Clear Accountability • Performance objectives • Performance contract • Short-term objectives • Establish competencies • Avoid the bad attitude/good worker mentality Can you have a “bad attitude” employee who is a good worker? Hold Leaders accountable Even great Leaders struggle with this 38
  41. 41. #7 Leadership Mistake Failure To Build Relationships And Trust 39
  42. 42. #7 Failure to Build Relationships and Trust Do relationships impact success? 1. Relationships lead to 2. Trust leads to 3. Information leads to 4. Success Your employees must trust you in order to share information 40
  43. 43. #7 Failure to Build Relationships and Trust in HR Hierarchy of Relationships (4) 1. Relationship with your Leader/subordinates • My first day/month with Express 2. Multiple relationships with peers • Begin at Day 1 • Building for the future • Target former incumbent’s adversaries 3. Relationship with other departments 4. Relationships within the community • Boards • Volunteer • Business connections • Candidate sources 41
  44. 44. #7 Failure to Build Relationships and Trust Employee Relationships Audit * Assign score 1 (poor) to 10 (outstanding) For each of four relationship types Leader/subordinates Peers Other Departments Community Do same for yourself Identify your group’s relationship strengths/weaknesses Create an improvement plan if needed 42
  45. 45. #7 Failure to Build Relationships and Trust (A Personal Story on Relationships) Building relationships has always been my strength Became low priority as I drifted apart from co- workers Department employee opinion survey Department scored low on trust Weekly department meeting on “The Speed of Trust” • Stephen Covey Online trust exercise confirmed major trust issues Opened my eyes Back to basics to rebuild relationships within department 43
  46. 46. #7 Failure to Build Relationships and Trust Leaders cannot succeed from behind closed doors • Keep people close • Communicate regularly • Communicate in person There is no such thing as an effective absentee Leader 44
  47. 47. #7 Failure to Build Relationships and Trust Trust The capacity to sustain trust is one of the most effective ingredients of Leadership • The greatest vision can not be accomplished without trust Great Leaders’ glass is never half full it is overflowing • President Ronald Reagan 1982 – 32% approval rating Chief of Staff in a panic “Don’t worry, I will just go out and get shot again” 45
  48. 48. #7 Failure to Build Relationships and Trust Four Cores of Establishing Credibility: Your Integrity Your Intent Your Capabilities Your Results 46
  49. 49. #7 Failure to Build Relationships and Trust Four Cores of Establishing Credibility 1. Your Integrity • Honesty • Walking your talk • Courage to remain with your values and beliefs • Most violations of trust are violations of integrity 2. Your Intent • Your motives • Your agendas • Behavior • Caring as much for others as ourselves • No hidden agendas 47
  50. 50. #7 Failure to Build Relationships and Trust Four Cores of Establishing Credibility 3. Your Capabilities • Ability to Inspire Confidence ▪ Knowledge Attitudes ▪ Style Skills ▪ Restore trust 4. Your Results • Track record • Performance • Right things done • Achieving results as promised • Creating a reputation 48
  51. 51. #7 Failure to Build Relationships and Trust * The fine line separating Success/Failure may be Credibility • Witnesses at trials • Ex Enron Execs 49
  52. 52. #7 Failure to Build Relationships and Trust Competencies That Impact Trust Respect • Supporting professional development • Diverse thinkers • Collaboration with employees on relevant decisions Most fail at this Fairness • Equity treatment for performance/rewards • Superstars vs. falling stars 50
  53. 53. #7 Failure to Build Relationships and Trust Trust Competencies con’t. Pride • In individual performance • In work produced by team • In organization’s products/service Camaraderie • Ability to be yourself • Socially friendly • Embracing family values * 2002 Great place to work institute 51
  54. 54. #7 Failure to Build Relationships and Trust Failing at Trust Self-Centered Leadership Wall Street Bankers • Tax payers bailout • Big bonuses “It’s all about the Team until It’s all about me” 52
  55. 55. #7 Failure to Build Relationships and Trust Some who failed in trust • Enron • Tyco • Wall Street • Big banks • Auto industry • Arthur Anderson Gallup Survey on Trust • Trust in people who run your company 86% • Top executives do right for customers 90% • Top executives do right for employees 72% * How would you rate your leader/company in trust? 53
  56. 56. #7 Failure to Build Relationships and Trust Leaders who ignore employee conflict • Destroy trust • Lose credibility • Endanger integrity • Damage organization’s success 54
  57. 57. #7 Failure to Build Relationships and Trust All leaders make mistakes, great leaders admit their mistakes • Increases trust and loyalty • Subordinates see Leader as human • Send message of honesty, openness, and accountability How does a Leader rate by admitting mistakes vs. Covering up with smoke & mirrors with a bag of excuses and blame 55
  58. 58. #7 Failure to Build Relationships and Trust Three ways to “Rebuild” Trust after Mistakes 1. Take responsibility • Blame yourself vs. others • Get out of blame game to solution game • “I made a mistake” 2. Communicate your solution • Reestablish your credibility This is what I did This is what I’ll do 3. Ask for advice • Swallow your pride • From above, peers and especially subordinates 56
  59. 59. #6 Leadership Mistake Failing At Organizational Change 57
  60. 60. #6 Failing At Organizational Change Organizational change is the most sought after competency for Leadership talent Progressive organizations align organizational change to embrace company culture Employees who resist organizational change may be a reflection of their leadership Companies will continue to implement constant organizational change for survival in a global economy 58
  61. 61. #6 Failing At Organizational Change A leader who fails to adapt or change becomes out of touch and obsolete • End up outside inner circle of decision makers • No longer involved in strategy sessions • Outside progressive thinkers bypass and go directly to their subordinates • Organization is in over-drive and you are outside looking in Failing to endorse organizational change is becoming stuck in the present 59
  62. 62. #6 Failing At Organizational Change Failure to communicate Failure to involve your top performers Having a good message but inadequate messengers Put the Leaders with the most integrity in front of your employees 60
  63. 63. #6 Failing at Organizational Change FROM TO Few leaders/many managers Leaders at every level/few managers Downsizing for low cost/high Creating organizations of quality uniqueness-rewarding competencies Reactive/adaptive to change Anticipating future/creating change Directing/supervising individuals Empowering people thru teamwork Information held by a few decision Information shared with all makers Leadership responsibility for Leaders responsible for creating creating good managers new leaders – leader of leaders 61
  64. 64. #5 Leadership Mistake Dictatorship Decision Making By Stifling Maverick Thinkers 62
  65. 65. #5 Dictatorship Decision Making “He that thinketh he leadeth and hath no one following him only taketh a walk” Dr John Maxwell “Top down management command and control became extinct with the 40 lb. cell phone” Jack Smalley 63
  66. 66. #5 Dictatorship Decision Making Collaborate (as long as you agree) Resist new ideas • Boomers vs. Xer’s My 2nd Boss • Introduction • Borrowed lunch $$ • Lectured on who was boss #1 insecurity of ineffective leaders View talented subordinates as threatening thus restricting diverse thinkers 64
  67. 67. #5 Dictatorship Decision Making Knowledge in an organization = Power Dictatorship decision-makers restrict subordinates by keeping Knowledge in dark KEEP OUT • Racism in South 1940s-1960s • Gov. G. Wallace – University of Alabama • My wife’s co-worker -- Beaumont, TX • Ignorance rules 65
  68. 68. #5 Dictatorship Decision Making Disguising Top-Down attitude as Servant Leadership Top-down attitude comes naturally to most Military style management • Successful in 60s-70s May be greatest leadership sin in today’s environment of generational balance #1 cause of turnover with X’s & Y’s 66
  69. 69. #5 Dictatorship Decision Making Why Dictatorship Decision Making Will NOT Work With Gen Xer’s & Y’s Turn-Off’s Hearing about the past – especially yours Inflexible work/life balance Workaholism Micro-managers Feeling pressure for traditional behavior Feeling disrespected 67
  70. 70. #5 Dictatorship Decision Making Why Dictatorship Decision Making Will NOT Work With Gen Xer’s & Y’s Turn-On’s Recognition/Praise Time with Leaders Tying work to organizational success Opportunities to learn new things Fun work while building relationships Small unexpected rewards 68
  71. 71. #5 Dictatorship Decision Making Prevents you from Surrounding Yourself with Diverse Thinkers 69
  72. 72. #5 Dictatorship Decision Making How Poor Leaders Silence Diverse Thinkers 1. The job description says 10 years experience not 7 2. We don’t do it that way 3. We tried that once and it didn’t work 4. I wish it were “that easy” 5. It’s against policy 6. When you’ve been around longer you’ll understand 7. Who authorized you to change the rules 8. How dare you suggest we are wrong 9. You don’t have the experience to do this 10. That is too radical a change for us 70
  73. 73. #5 Dictatorship Decision Making Great Leaders Embrace Maverick Diverse Thinkers 1. Henry Ford 2. Sam Walton 3. Herb Kelleher 4. The Wright Brothers 5. Thomas Edison 6. Rosa Parks 7. Bill Gates 8. Dr. Martin Luther King, Jr. 9. Robert A. Funk 10. Others * List the Maverick Diverse Thinkers who influenced you 71
  74. 74. #5 Dictatorship Decision Making Must Read A Peacock In The Land Of Penguins Recognizing talent within diversity Those from a different mold can teach us Story of Kim Griffin Little HR experience Non-degreed Exceptional work ethic Diligent learner Refused to give up Outstanding HR professional Large organizations can silence diverse thinking from hidden cultures 72
  75. 75. #5 Dictatorship Decision Making How poor Leaders stifle Diverse Thinkers Create too many layers of management for decision making Constantly looking over their shoulder Make your policy manual 18 volumes single spaced Send everything to a committee Make them wait Great Leaders seek out Diverse Thinkers Recruit them Nurture them Mentor them For they are the future 73
  76. 76. #4 Leadership Mistake Too Much Talking; Not Enough Walking 74
  77. 77. #4 Too Much Talking; Not Enough Walking Servant Leadership Employees Most companies don’t • A Great Concept have the Leadership Managers integrity or employee • Difficult to Implement maturity level to sustain • Servant Leadership is servant leadership Leaders serving their • Often employees want Employees Leader leaders to take charge • To make difficult decisions • To lead organization thru turbulent times
  78. 78. #4 Too Much Talking; Not Enough Walking The Perfect Servant Leader Eight relocations 20 years 10 employers No retirement vesting Limited succession planning Sacrificed own career to follow Never spends $$ on self Family always first Pam Smalley Now, it is her turn Servant Leadership is about caring for others’ successes more than your own 76
  79. 79. #4 Too Much Talking; Not Enough Walking True Servant Leaders roll up their sleeves • Do everything anyone else does • Remain close to their people • Communicate everything • Are available 24/7 77
  80. 80. #4 Too Much Talking; Not Enough Walking Quiet Servant Leadership “The Magnificent Cathedral” A King promises a huge reward for who contributes most to the cathedral • Architect • Contractor • Woodcutter • Artist skilled in gold, iron, brass, and glass • Carpenter * Little old lady who, everyday, carried hay over for Ox that pulled cart of marble 78
  81. 81. #4 Too Much Talking; Not Enough Walking Unclear Goals Some Leaders fail at including employees in goal setting • Employees will buy-in what they are part of Why do Leaders excel at buy-in to their boss But Fail at employee buy-in 79
  82. 82. #4 Too Much Talking; Not Enough Walking Why? Because ineffective Leaders excel at “Kissing Up” But fail at “Kissing Down” Some are more concerned with who said vs. what was said It’s comical observing ineffective leaders Kissing Up • Talk like a lion • Walk like an infant 80
  83. 83. #4 Too Much Talking; Not Enough Walking USA Today 11-18-09 “To Brown-Nose or Not to Brown-Nose” • The complimentary Leader • The absent Leader • The Leader who can change style on a dime A Kiss-Up Leader is easy to spot and will lose integrity permanently Remember Our employees “Choose” To allow success or failure 81
  84. 84. #3 Leadership Mistake Getting Lost In Management Land 82
  85. 85. #3 Getting Lost in Management Land Why after we reach a certain level we become someone else Lose touch with employees Focus 100% above and little below Communicate at minimal level Little issues become major crisis Simply out of touch • “Out of Office” Develop Apathy Cave symptoms 83
  86. 86. #3 Getting Lost in Management Land Apathy Cave Symptoms Non-caring negative attitude Problems are • Ignored • Covered up • Blame others Leaders become afraid to make decisions • 2nd guessed • Former Chicago Leader Culture dominated by • Blame • Excuses Employee absenteeism, tardiness, lack of position ownership • The absent employee and the out of touch leader • Wife’s counsel 84
  87. 87. #3 Getting Lost in Management Land Apathy Cave Solutions Create a positive culture Constant communication Stay connected to your people Identify employee strengths • Focus on strengths • Mentor • Support • Marcus Buckingham “Discover your strengths” Create a climate of ownership Empower Reward positive performance 85
  88. 88. #3 Getting Lost in Management Land Avoiding the Valley of Comfort Symptoms Become comfortable • Avoid risks at all costs Frustrating for high achievers Accept mediocre efforts No vision for future Newer challenge status quo 86
  89. 89. #3 Getting Lost in Management Land Valley of Comfort: Solutions Create a climate of measured risk taking • Reward successes • Canadian union strategy Encourage new ideas • Employees have solutions $100k book savings Reward mavericks • Arkansas union contract 87
  90. 90. #3 Getting Lost in Management Land A View into Management Land Large egos Power hungry Individual Accomplishments vs. Team Successes Leading by fear • Focusing on mistakes Risking integrity Base all decisions on protecting integrity 88
  91. 91. #2 Leadership Mistake Poor Communication “The Leadership Death Penalty” 89
  92. 92. #2 Poor Communication Top 10 Leadership Communication Mistakes 10. Communication Mistake • “This will be off the record” • There is no such thing • State clearly why 9. Communication Mistake • Assuming your employees know what is going on • Assume they know nothing • Some know all • Others know little 90
  93. 93. #2 Poor Communication Top 10 Leadership Communication Mistakes 8. Communication Mistake • Spinning the message Avoiding the truth Bad news Lose integrity Honesty rules 91
  94. 94. #2 Poor Communication 7. Communication Mistake • Failure to listen • Ego • Power hungry • Insensitive • Short attention span • Arrogant • According to Ken Blanchard 81% of Executives know leaders who failed from NOT listening • Poor communicators • Not allowing time to listen • Develop “Ivory Tower Syndrome” • Leaders who fail to listen are not listened to • Failing at listening is failing at integrity • Listening and embracing ideas of employees is valuing your people 92
  95. 95. #2 Poor Communication 6. Communication Mistake • Failure to Manage Conflict • 42% of Leaders time • Why some Leaders hide from conflict • Don’t take sides • Address immediately • Avoiding the extremes 5. Communication Mistake • Criticizing employees • Focusing on Past vs. Present • Come across as bully • Integrity 93
  96. 96. #2 Poor Communication 4. Communication Mistake • Talking Too Much • The one who loves to hear themselves • Walking thesaurus • Only goal is to impress • Hog the clock • Talk over others • Constantly interrupting 94
  97. 97. #2 Poor Communication 3. Communication Mistake • Unsolicited Advice • Ready, Shoot, Aim • Responses not thought out • Professional know-it-all • Expert on everything • Fixing the spouse “Golf Swing” • Ask permission to respond 95
  98. 98. #2 Poor Communication 2. Communication Mistake • Admitting You’re Wrong • Disagreement becomes emotional • Leader crushes subordinate • Lose objective thinking 1. Communication Mistake • Lying (The Leadership “Death” Penalty) • Partial truths • Breaking confidentiality • Lose trust forever • Instead say “I’m not free to comment” • Silence rules over lies 96
  99. 99. #1 Leadership Mistake Failure To Mentor 97
  100. 100. #1 Failure to Mentor Group Exercise #3 List mentors in your personal or business life who have made an impact on you Describe what they taught you 98
  101. 101. #1 Failure to Mentor Origin of “Mentor” • Greek mythology • Odyssey • Ulysses chose Mentor to look after family Mentors • Ordinary people achieving extraordinary success helping others • Best mentoring is “unofficial” • Larger corporations support formal programs Mentors help employees: • Formal mentoring programs increase retention in 77% of companies – J Davis • Exec support is essential for success • Hold Leaders accountable 99
  102. 102. #1 Failure to Mentor Mentoring Is At A Critical Crossroads Baby Boomer exit Cradle-To-Grave employment no longer exist Programs needed to retain talented millennials while embracing organizations culture Mentoring must expand beyond boss/subordinate relationships Companies must focus on female mentoring opportunities • Male-To-Male 100
  103. 103. #1 Failure to Mentor Characteristics Of An Effective Workplace Mentor Committing necessary time Viewing mentoring as an opportunity vs. an assignment Sensitive to culturally diverse backgrounds Capable of encouraging motivating and leading others Willing to share constructive criticism and feedback in a supportive sensitive and patient manner 101
  104. 104. #1 Failure to Mentor Mentor Shadowing • Observing actions without participating Conference call Sales meeting Observing presentation Observing what your good at Observing how you learn from your mistakes Observing your success Mentoring extends beyond teaching • Long-term relationships • Sharing mutual respect • Shares knowledge/wisdom 102
  105. 105. #1 Failure to Mentor Knowledge Wisdom Can be learned Must be acquired Having the right words Knowing when and how to say them – when to keep them to yourself 103
  106. 106. #1 Failure to Mentor “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” - General George C. Patton “The greatest lesson in mentoring leadership is building self-confidence in someone else.” - Jack F. Smalley 104
  107. 107. #1 Failure to Mentor Employees Mentored Earn more $$ Better socialized organization More productive Experience less stress Get promoted earlier • According to T. Scandura, University of Miami 105
  108. 108. #1 Failure to Mentor Mentoring begins at parenting and continues throughout life Henry Porter, Grandfather • Be myself • Utilize my strengths • Church leader Jack Smalley, Sr., Father • Became my best friend • Never ask anything you aren’t willing to give • Fire chief Sam Dugger • QB 1960 • Worked with me on my dream • Saturday mornings 106
  109. 109. #1 Failure to Mentor Mentoring begins at parenting and continues throughout life con’t. Jim Smith • 1st HR mentor • Relationships first • Took risk on me • Learn the business for • Created my style credibility Ron Sybert • Mobil Oil mentor • Guided my career • Surround yourself with people better than yourself • Kept me out of management • Resist being HR cop land • Win over adversaries Larry Ferree • Mentored me at 52 • Best at avoiding anonymity • Leader/Friend • Protect integrity • Took risk on hiring me Pam Smalley • Family Leadership • Family first • Servant Leadership 107
  110. 110. #1 Failure to Mentor There is No Success Without Successors Develop succession planning Recognize your future Leaders • Hire your replacement Think outside the box • H. Sweet, Trainer VP, MFG • F. Moran, HR Manager RIF list Visionary VP HR • M. Powell, US Navy Management trainee, Mfg Recognized HR talent VP, HR, Wells Fargo 108
  111. 111. #1 Failure to Mentor A mentor’s greatest achievement is recognizing hidden talent • K. Griffin Limited HR experience Non- degreed Top work ethic Passion for success A mentors dream • K. Walters • G. Gongora Both written off as “C Performers” Never take predecessor’s advice on performance Discover your strengths 109
  112. 112. #1 Failure to Mentor Great Leaders Welcome Mentoring from Subordinates Strong subordinates mentor up Let subordinates know when they inspire us B. Naclerio K. Kusomoto B. Gannon K. Griffin Each would ground me back to reality 110
  113. 113. #1 Failure to Mentor Document your real life’s experiences • Refer back often • Create a “Personal Hero Wall” • Direct contact has the greatest impact on our life Baby Boomers • Last generation of great mentors • 60mm leaving workforce • Put a mentoring plan in action • If not, we will be mentoring from nursing homes Continue to learn 111
  114. 114. Conclusion 112
  115. 115. Jack’s Recipe for Leadership 3 cups Follower • To become a great leader we must first be a great follower 3 cups Responsibility • Take full responsibility for each failed action • Admit mistakes early 3 cups Praise Follower • Share the praise for all Responsibility successes Praise 113
  116. 116. Jack’s Recipe for Leadership con’t. 3 cups Listening • Listen to your people and be assessable 5 quarts Integrity • Make decisions based on protecting it MIX WELL, Nurture and Mentor Note: “Integrity” is mentioned in this presentation 21 times 114
  117. 117. Review Top 10 Leadership Mistakes 10. Putting projects before people 9. Assuming your best employees require little recognition 8. Accepting mediocre performance 7. Failure building relationships and trust 6. Failing at organizational change 5. Dictatorship decision making by stifling maverick thinkers 4. Too much talking; not enough walking 3. Getting lost in management land 2. Poor communication 1. Failure to mentor 115
  118. 118. Suggested Reading Ahlrichs, Nancy S. Manager of Choice 5 Competencies for Cultivating Top Talent. Palo Alto, Calif: Davies-Black Pub., 2003. Print. Bennis, Warren G. Leaders Strategies For Taking Charge. New York: HarperBusiness, 1997. Print. Cascio, Wayne F., and John W. Boudreau. Investing in People Financial Impact of Human Resource Initiatives. New York: FT, 2008. Print. Cottrell, David. Leadership Energy: A High-Velocity Formula to Energize Your Team, Customers and Profits. Dallas: CornerStone Leadership Institute, TX. Print. Cottrell, David. Monday Morning Leadership: 8 Mentoring Sessions You Can't Afford to Miss. Dallas: CornerStone Leadership Institute, TX. Print. Cottrell, David. Monday Morning Mentoring 10 Life Lessons to Guide You Up the Ladder. New York: Collins, 2006. Print. 116
  119. 119. Suggested Reading Con’t. Covey, Stephen M.R., and Rebecca R. Merrill. The Speed of Trust: The One Thing That Changes Everything. New York: Free, NY. Print. Feiner, Michael. The Feiner Points of Leadership The 50 Basic Laws That Will Make People Want to Perform Better for You. Boston: Business Plus, 2004. Print. Finzel, Hans. The Top Ten Mistakes Leaders Make. San Diego: David C. Cook Distribution, 2007. Print. Lencioni, Patrick M. The Three Signs of a Miserable Job A Fable for Managers (And Their Employees). San Francisco: Jossey-Bass, 2007. Print. Maxwell, John C. 21 Indispensable Qualities of a Leader Becoming the Person that People Will Want to Follow. Nashville, TN: T. Nelson, 1999. Print. Maxwell, John C. 21 Most Powerful Minutes in a Leader's Day Revitalize Your Spirit and Empower Your Leadership. Nashville, Tenn: Thomas Nelson, 2000. Print. 117
  120. 120. Suggested Reading Con’t. McClain, Gary R., and Deborah S. Romaine. The Everything Managing People Book Quick and Easy Ways to Build, Motivate, and Nurture a First- Rate Team (Everything Series). New York: Adams Media Corporation, 2002. Print. McColl, Peggy. The 8 Proven Secrets to Smart Success. Nepean: Destinies, ON. Print. Oakley, Ed. Leadership Made Simple (New and Condensed Version). Annapolis: CornerStone Leadership Institute, 2007. Print. Press, Harvard Business School. Manager's Toolkit The 13 Skills Managers Need to Succeed (Harvard Business Essentials). New York: Harvard Business School, 2004. Print. Robbins, Harvey, and Michael Finley. The Accidental Leader What to Do When You're Suddenly in Charge. San Francisco: Jossey-Bass, 2003. Print. Sartain, Libby, and Martha I. Finney. HR from the Heart Inspiring Stories and Strategies for Building the People Side of Great Business. New York: AMACOM/American Management Association, 2003. Print. Stone, Florence M., and Randi T. Sachs. The High-Value Manager: Developing The Core Competencies Your Organization Demands. New York: AMACOM, NY. Print. 118
  121. 121. Express Employment Professionals Wishes You the Greatest of Leadership Success 119