TO LEAD: TO GO, TO GUIDE, TO TRAVEL

to go to handle Management Leadership Coping w/ Complexity Planning & Budgeting Organizing & Staffing Controlling & Problem Solving Coping w/ Change Setting a Direction Aligning People Motivating People 3

Management vs. Leadership Buy-In Commitment Trust Attitude Overcoming Resistance to Change Self-Responsibility Creativity Processes Measurement Tools Structures Procedures The Process Side is About MANAGEMENT The People Side is About LEADERSHIP 4

Leadership is . . . Everyone’s business A relationship Self-development Learned An ongoing process 5

The Five Practices® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart 6

Leaders Make a Difference Leaders who use LPI behaviors frequently are seen as: Being more effective in meeting job-related demands Being more successful in representing their units to upper management Creating higher-performing teams Fostering loyalty and commitment Increasing motivational levels and willingness to work hard Reducing absenteeism, turnover, and dropout rates Possessing high degrees of personal credibility 7

The Five Practices® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart 8

Model the Way Clarify values by finding your voice and affirming shared ideals. Set the example by aligning actions with shared values. 9

The Five Practices® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart 10

Inspire a Shared Vision Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations. 11

The Five Practices® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart 12

Challenge the Process Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience. 13

The Five Practices® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart 14

Enable Others to Act Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing self-determination and developing competence. 15

The Five Practices® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart 16

Encourage the Heart Recognize contributions by showing appreciation for individual excellence. Celebrate the values and victories by creating a spirit of community. 17

Of all the knowledge the wise and good seek most to know themselves. ~ Shakespeare 18

Meet Saraa… LPI Results 19

Feedback is a… Gift 20

A Snapshot of Your Strengths & Soft Spots BLIND SPOT VISIBLE STRENGTH And Others Rated You: Low High BLIND SPOT VISIBLE STRENGTH High If You Rated Yourself: ACKNOWLEDGED SOFT SPOT UNREALIZED STRENGTH Low 21

A Snapshot of Your Strengths & Soft Spots BLIND SPOT VISIBLE STRENGTH And Others Rated You: Low High BLIND SPOT VISIBLE STRENGTH High If You Rated Yourself: ACKNOWLEDGED SOFT SPOT UNREALIZED STRENGTH Low 22

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10 8 5 3 7 24

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LPI Report – Color Coding Highlight Strengths in Yellow (9’s & 10’s) Highlight Growth Areas in Pink (5 and Below) 29

Yellow (9’s & 10’s) Pink (5 and Below) 30

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LPI Open-Ended Questions What is the one thing you most want this person to be aware of in the way he/she leads? What would you like to see this person start doing or do more of in order to become a better leader? In order for this person to become a better leader, what would you like to see him or her do less of or stop doing altogether? If you were to select only one item from the LPI survey on which you most wanted this person to focus his or her attention, which item would it be? 33

Developing yourself as a leader is a journey, not a destination Annapurna Circuit - Nepal 34

L E A R N G R O W R E N E W