Dare to be a Leader “What is a Leader & How to Become an Effective One” 1-1

What is a True Leader? Someone who can establish direction, establish credibility, commitment to a purpose, vision, motivate individuals, maintain effectiveness!

What Is a Leader? Leadership implies a following “If no one is following you, you’re NOT leading much of anything”. Leadership implies an element of choice on the part of the followers “A true leader leads others who follow of their own volition” 1-2

What Is a Leader? Leadership transcends position “There are those who hold positions of authority who are NOT considered leaders or they haven’t yet established themselves as true leaders”.

Three “Credibility” Legs Good sense Good character Good will 1-4

Leg # 1 Good Sense People with good sense are generally good managers! Build high-performance teams that consistently meet their goals (Never stop learning) Competent supervisors are efficient and capable at what they do. Very knowledgeable, strong background in field and up to date trends, never stop learning. High moral character and a concern for others.

Leg # 2 Good Character Demonstrate good character (You do what you say you will do & when) Leaders establish communicate, live their values, gain the trust of their followers Credible leader with good character is honest, has strong ethics and is courageous. Honesty and Ethics in action!

Do’s & Don’t of Honesty Don’t say you care about people, then not respect their work- like balance (Respect is earned NOT demanded. ) Don’t say the client/ customer is king, then offer terrible service. Don’t give someone a compliment if you are not sincere!

Do’s and Don’t of Honesty Do admit when you entered the wrong number or wrong marketing! (Take accountability for your actions!) Do give people accurate feedback and accurate information, even when it is negative. (Be Truthful!) Do follow through on your promises (Keep you word if NOT explain why!)

Leg # 3 Good will Emotionally intelligent leaders understand that supporting their people is an essential element in building lasting relationship Empathizes: Others perspective. Understand: (Seek first to understand, then to be understood!) Responds: Actively supportive

Effective leaders Dr Martin Luther King Jr. Winston Churchill Margaret Thatcher Abraham Lincoln What do these great leaders have in common? Vision, Challenges Status Quo, Inspiration, Credibility, Commitment:

Management and Leadership Structured and focused on tasks Uses well-tested tools and techniques Uses authority to motivate people Follows path of tried and tested solutions to problems Leadership Focused on motivating and energizing More emotional and likes breaking new ground Uses imagination and creative problem-solving techniques Based on experience 1-5

The Five Best Practices of Outstanding Leaders Model the way Inspiring a shared vision Challenging the process Enabling others to act Encouraging the heart 1-3

Let’s Build the Five Tools of a Leader’s Toolbox a) Modeling the way: The primary way you get the respect of others is through your behavior! Respect your position of power and authority: Always strive to follow company rules and regulations, be the leader. Never disagree with Company rules & regulations to you employees. Be a example, as well as leader. 1-6

Let’s Build the Five Tools of a Leader’s Toolbox b) Inspiring a shared vision: Effective leaders are able to form pictures of what the future holds and communicate that vision to others. Being able to share a vision of the future with others is vital because it helps to energize people to take on new tasks and ideas. 1-6

Fundamental Vision Question What is “IMPOSSIBLE” to do today but if it could be “ACHIEVED”, would fundamentally change what we are and what we do? Welcome to your vision!

Five rules for “Impossible” Thinking. 1. Assume everything is possible! “YES EVERYTHING”.   Some solutions will take longer than others, some longer than the time you have, but all are possible, and it only takes one achievable solution to solve your problem. 2. The impossible for you might be possible for someone else on your team, so just because you think it’s impossible, doesn’t mean it is.  Don’t discard an idea, or your ability to solve a problem, just because you initially think it’s impossible.

Five rules for “Impossible” Thinking. 3.  If you assume anything is possible, you can start to think of solutions for the impossible.  This thought process often results in a solution that is attainable, thus making the impossible, possible.

Five rules for “Impossible” Thinking. 4.  Deliberately think of solutions that seem impossible, but if they were possible, they would solve the problem.  This thinking generates new and very different ideas.  As a result, one often finds a component or piece of an impossible solution that is actually possible and can make a huge contribution to a solution.

Five rules for “Impossible” Thinking. 5.  Attitude is important.  If you approach a problem with a bucket full of “impossible”, you’re not going to get far.  Instead, look at the world as a repository of an enormous bucket of possible solutions all you have to do is find the right one to fit the situation you’re in.  Simple. The Takeaway.   Don’t accept IF, but do stimulate conversations about “WHEN”.  Don’t discard ideas just because they initially appear to be impossible.  Explore possible solutions for the impossible and impossible solutions that, if possible, would address the issue.  This type of thinking will produce all kinds of ideas helping to make the impossible possible!

Let’s Build the Five Tools of a Leader’s Toolbox c) Challenging the process: Leaders are always challenging existing ways of doing things: They will NOT rush into things lightly: Before making their first move they will make sure they know as much about the situation as possible.

Let’s Build the Five Tools of a Leader’s Toolbox d) Enabling others to act: When others trust your leadership and you allow them to make decisions and mistakes (Empowerment), you are creating the type of environment where others free to act. Good team leaders must be willing to share or delegate to team members. 1-6

Let’s Build the Five Tools of a Leader’s Toolbox e) Encouraging the heart: When you recognize and reward genuinely, you are telling others that you appreciate their good work. Leaders should treat people as worthwhile individuals. (Self-Regard!). 1-6

7 Characteristics of Strong Leaders 1) Empower: Actually empower them to make decisions and choices for the organization. (They must know that they have the authority to make the necessary decision!) 1-7

7 Characteristics of Strong Leaders 2) Communicate: Employees need to know that their leaders will listen to what is on their minds and take it seriously. Give their ideas careful considerations. “Cost vs.- Benefits Approach. Remember 7%- 38% 55% rules 1-7

The 7%- 38% - 55% Rule 55% of our message is contributed by gestures, body movement, posture and facial movement. 38% of the message impact comes from our voice, voice quality, tone and pace. 7% of the message comes from the words we use.

Five Main Types of Listeners Pretend Selective Attentive Interactive Empathetic 43

7 Characteristics of Strong Leaders 3) Motivate: Create a challenging and rewarding environment. When rewards are directly tied to work performance and completing tasks on time it motivates employees to worker harder and achieve superior performance. “When assignment are completed, be sure to give the employee due recognition”. 1-7

7 Characteristics of Strong Leaders 4) Provide challenges: Create a challenging environment. Leaders should make sure that their tasks are challenging enough to hold people’s attention. “Assign a wider range of responsibilities to people doing highly specialized work.” 1-7

7 Characteristics of Strong Leaders 5) Show confidence and integrity: Be confident and consistent in your actions. This will help to inspire your employees to do their best. They will become more confident in their own abilities. “Avoid preferential treatment to some employees” 1-7

7 Characteristics of Strong Leaders 6) Encourage ownership: Give your employees more responsibility, including decision- making authority. People generally respond well to having control over what they do. It gives them ownership and pride in their work. “They will usually work hard to prove themselves worthy of that trust.” 1-7

Key! Employees feel a sense of ownership for their jobs and team because they are committed to goals they helped establish!

7 Characteristics of Strong Leaders Business Ethics 7) Ethics: Well-founded standards of right and wrong that prescribe what you ought to do, in terms of rights, obligations, benefits to society, fairness, or specific virtues. Ethics, refers to those standards that impose virtues of honesty, compassion, and loyalty.

Business Ethics (cont) Ethics refers to the study and development of one's ethical standards. Constantly examine one's standards to ensure that they are reasonable and well-founded. Ethics means, the continuous effort of studying our own moral beliefs and our moral conduct, and striving to ensure that we, and the institutions we work with, live up to standards that are reasonable and solidly-based.

In Closing What is a leader? (One who can) Direct, Vision, Challenge, Enable, Encourage, Commitment, Motivates: Three “Credibility” legs “Personality” Great Leader will have these “Five Tools” Seven Characteristics strong leaders: