Leadership: the Three Musts

First: Who is the most important Leader in your organization?

Managers vs. Leaders “Managers are people who do things right and leaders are people who do the right thing.” -Warren Bennis “Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion.” -Jack Welch

4  67% do not identify or feel motivated to achieve their employer’s business goals and objectives  40% feel disconnected from their employers  25% are just “showing up to collect a paycheck” Increased productivity is more important than ever, however employee’s say… Source: Survey by the Conference Board: US Job Satisfaction Keeps Falling 2007

5 Why aren’t leaders living up to their full potential?  83% aren’t held accountable for management behavior  77% aren’t clear about the critical expectations of their role  60% don’t believe they get executive level support  55% aren’t recognized and rewarded for their “leadership work”  50% don’t believe they’re provided with the necessary skills to be successful in their new role Source: Transitioning to a higher contributing role, Emerge Leadership Group

6 Lack of leadership development results in…  Employees and executives discontent at work  Feelings of failure and dissatisfaction  Decreased productivity and profitability  Increased conflict  Morale sinks

7 Producing outstanding results “Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes” - Peter F. Drucker Source: “The Effective Executive” author, Peter F. Drucker Effective executives concentrate on the few major areas where superior performance will produce outstanding results The first step on the road to effective leadership is the decision to take responsibility for developing oneself

Leaders need to be focused 8

9 Focus increases leadership effectiveness Managers can increase overall leadership effectiveness 50-60% by focusing on developing their employees and communication competencies This focus increases productivity and reduces tension within the workplace while increasing communication Source: [SwTI News] Leadership Development Program for Managers & Supervisors, Mary Jo Huard of Southwest Training Institute

Focused leadership creates success 10 Because of Lafley’s superior leadership, P&G recently reported the strongest earnings in its history, and stock prices doubled in four years “It shows that our strategies are working, that we’re leveraging our core strengths and that our leadership is focused ” - A.G. Lafley, CEO, P&G

How Do You Demonstrate These 11 Leadership Principles? 1.Know yourself and seek self-improvement. 2.Know your people and look out for their welfare. 3.Be technically proficient. 4.Seek responsibility and take responsibility for your actions. 5.Set the example. 6.Keep your people informed.

How Do You Demonstrate These 11 Leadership Principles? 7.Ensure tasks are understood, supervised and accomplished. 8.Develop a sense of responsibility among your people. 9.Train your people as a team. 10.Make sound and timely decisions. 11.Employ your work unit in accordance with its capabilities.

And now … The Three Musts!

Academy Leadership’s Model

KNOW YOURSELF Personal Profile My Leader’s Compass Communicating as a Leader

M odeling P ersonal V alues What are your core values? How do you model them? What behaviors demonstrate these values?

Leader’s Compass Explaining: My Personal Philosophy on Leadership What I expect of my self and What I expect of others.

B enefits Provides insight on the leader—for the leader and the followers Identifies critical values and beliefs Eliminates second guessing by subordinates Increased focus for self and subordinates Helps establish a positive organizational climate Foundation for trust and confidence

T hings Y ou S hould I nclude Personal Values – what you believe in; such as honesty, commitment, respect for others. Operating Principles - description of how you will carry out your responsibilities. Expectations – what you expect of others and what they can expect of you. Non-negotiables - what you will demand and what you will not tolerate. Priorities - what’s important, and in what order. Personal Idiosyncrasies - your peculiar likes or “pet peeves” Commitment – your willingness for feedback

KNOW YOUR PEOPLE Motivating People Managing Conflict Leader as Coach

KNOW YOUR STUFF Leading Productive Meetings Managing a Leader’s Time Goal Setting Marketing Finance Production/Service Customer Service etc.

and then … Action Planning and Execution and Feedback

Academy Leadership’s Model

Bob Larkin Academy Leadership 3035 Eagle Point Dr Pace FL