Dr. Brad E. Oliver Indiana Wesleyan University

Personhood Respect – People follow because of who you are and what you represent. People Development Reproduction – People follow because of what you have done for them. Production Results – People follow because of what you have done for the organization. Permission Relationships – People follow because they want to. Position Rights – People follow because they have to.

Influence Time Relationship Culture

ArtifactsEspoused BeliefsCore Assumptions Schein, 2010

ArtificialSuperficialBeneficialSacrificial Transactional Transformational Oliver, 2011

Chronos Kairos Guinness, 2011

Key Components of Leadership Outcomes of Key Components CharacterCredibilityInfluence CapabilityCapacityImpact TRANSACTIONAL TASK-ORIENTED TRANSFORMATIONAL MISSION-ORIENTED Kubicek, 2011 CONSTRAINTS

 What do you want?  What do you not want?  What do you need?  What are you afraid of losing?

 Social  Example: I am unclear as to my role.  Mental  Example: I am overwhelmed and can not mentally process anything else at this time.  Physical  Example: I am physically not well and others who are well will have to carry my load.  Emotional  Example: I am worried about what others will think. I am not confident in my own ability to lead.  Spiritual  Example: I am unsettled with respect to my purpose in life.

 What do you want?  What do you not want?  What do you need?  What are you afraid of losing?

 You have to know yourself first, before you lead yourself first!  You have to know others to lead others!  You have to know the team to lead the team!  View your work (leadership) as a mission, not a job!

Key Components of Leadership Outcomes of Key Components CharacterCredibilityInfluence CapabilityCapacityImpact SUCCESSFUL JOB FULFILLED MISSION TRANSACTIONTRANSFORMATION NURTURE

 The rate of change going on around us is increasing and will probably not slow down.  The mind sets we created for today may not work.  Leaders must be able to assume a mind set toward being a change agent and model change.  Leaders in schools must work to create change as a value.

 Leads with vision  Leads from the head and the heart  Practices humility and service to others  Influences rather than pushes or demands  Invests in the success of others first  Rises above unethical practices, pressure, and petty politics  Attracts a diverse and dedicated team of future leaders  Delivers more than expected  Wields the tools of forgiveness, gratitude, and laughter  Reaches out to make the last first Kubicek, 2011, Pg. 77

 Give Trust to Become Trustworthy  Learn to give your trust to others.  While you are measuring another person’s character, be aware that your character is also under scrutiny.  Be consistent. Whether you say yes or no, stick to it.  Make it clear what you want or don’t want, so that there is no room for dangerous ambiguity.

 Become Credible, Not Just Smart  Credibility typically comes with depth of knowledge.  Remember…credentials only suggest credibility.  Credibility comes when you put your competencies to work in service to others so that your knowledge and skills make a difference – which in turn makes you relevant.  Trust is crucial. Credibility is vital.

 Be Intentional in Your Influence  Influence is a mixture of purposeful action and virtuous character.  One of the keys to intentional influence is through tangible action on behalf of others.  To understand influence is to understand responsiveness…to be aware of others first, especially as you lead them.  Influence is a process. It is a leader’s outgrowth of realizing the connection between character and competence.

 Break Through Your Walls of Self-Preservation  You must want freedom from whatever holds us back from lives of fulfillment ▪ Social, Mental, Physical, Emotional, and Spiritual  Having a longing for peace, growth, love, friendship, and fulfillment.  Be willing to risk what you have, fight through change, and work for something better.

 Pursue Relationship Before Opportunity  True influence is about establishing authentic relationships.  Relationships are the keys to opportunities because opportunity is a natural extension of goodwill.  Transactions are fleeting. Relationships are transformational.  Relationship before opportunity. In the opportunity, serve the relationship.  Recognize that deep relationships culminate in covenant.

 Give Yourself Away  Develop an “Abundance Mentality” (i.e., there are no limitations on what you can give because there are no limits on what you can receive).  Self-preservation is about getting and keeping. Fulfillment lies in letting go and giving.  Practice ways to give yourself away without losing yourself…

 Become Significant in Your Impact  Those who have significantly impacted our lives had to: ▪ Grew in character as they learned to trust. ▪ Became credible in competency. ▪ Learned how to become intentional in motives. ▪ Broke through fears and self-preservation. ▪ Pursued relationships in the midst of opportunities. ▪ Shared their gifts with others. ▪ Learned how to be significant with memorable impact.