Leadership: It Is Also…
• You being you
• Practicing what you preach
• Doing what you say you will do
• “Finding your voice”
• An influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. – (Joseph Rost, Leadership for the Twenty First Century).
• When one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.– (James MacGregor Burns, Leadership).
The Tough Thing About Leadership
• Part “Do”, Part “Be”
• Managers Do Things Right. Leaders Do the Right Thing.
• What is the “right thing” to do? Sez who?
• Building trust
NACM Leadership Competencies
• Be credible in action
• Create focus through vision and purpose
• Manage interdependencies: Work beyond the boundaries
• Create a high performance environment
• Do skillful and continual diagnosis
• 64 percent said they don’t believe what management says
• 50 percent said they aren’t informed about the organization’s plans
• Do as I say, AND as I do• Decisions and actions consistent, timely• Honest behavior• Know their jobs• Know (and care about) them• Foster communication and community• Provide opportunities to grow and learn• As much as possible, people make their
own decisions• Give people credit• Solve problems and foster success
Ethics: A Key to Credibility
• Managers do things right. Leaders do the right thing.
• What’s the right thing?
• Weigh the pragmatic in the clarifying light of the moral.
•Max DePree, former President, Herman Miller
• Put it before them briefly so they will read it, clearly so they will appreciate it, picturesquely so they will remember it and, above all, accurately so they will be guided by its light.
– Joseph Pulitzer
• A realistic, credible, attractive future• A future that is better, more
successful, or more desirable than the present
• A desirable destination• An idea so energizing that it, in
effect, jump starts the future by calling forth the skills, talents and resources to make it happen
Three Key Questions
• Where are we now?
• Where do we go?
• How do we get there?
• The difference between being an entourage in an activity trap and an organization with a focus.
What They’re Telling Us
• 35 percent feel the justice system works and people get the justice they deserve
• 62 percent disagree
• Opinion Research Corporation, 1997
More of What They’re Telling Us
• 80 percent- Cases are not resolved in a timely manner
• Over 50 percent- Judges do not give adequate time and attention to each individual case
• Over 50 percent- Courts do not make sure their orders are enforced
• 40 percent- Court rulings are not understood by the people involved in case
• 40 percent- Courts are not in touch with their communities
Leadership Beyond the Boundaries
• Work on Relationships• Begin With Inquiry• Listen• Understand Interdependencies• Anticipate Needs• Manage Expectations• Keep Up the Dialogue
• Beyond Organization Structure and Formal Authority
• Power in Your Position, or,
• Power in Your Person, or,
Assumptions of the World’s Best Leaders
• Each person’s talents are enduring and unique
• Each person’s greatest room for growth is in areas of his or her greatest strength
• Look for talent in every role• Focus people’s performance on
outcomes rather than force them into a stylistic mold
• Treat each employee differently• Spend most of their time with
their best people
•The Gallup Organization
The Leader as Diagnostician
Financial: How do we look to our funding sources?
Customers: How do we look to our customers?
Internal Processes: Are we improving how work is done?
Future: Can we sustain our performance?
21st Century Leadership Development
• Stop concentrating on the leader• See leadership as an episodic affair of a group
(not a desired way of life of a single individual)
• Educate people to use influence, not authority• Develop people to work in a non-coercive
relationship• Develop people’s collaborative skills• Build trust among diverse people (leadership
relationships are based on mutual trust)
• Joseph Rost