Member Leadership By Donald W. Larson July 1, 2004

Stepping Out “And if you don’t know where you’re going, any road will take you there.” Any Road Lyrics -- George Harrison Any Road Lyrics Click mouse to continue

Leader n. guide, conductor, pilot, director, pioneer, shepherd Person who influences and guides the direction, actions, opinions and attitudes of people. Leaders are concerned with doing the right thing. A leader is more concerned with being effective than being constrained by procedures. Taskey Team Taskey Team Click mouse to continue

Leadership, Part 1 n. direction, conduction, guidance Leadership is the art of creating an environment and influencing people to willingly follow a chosen direction. It requires a clear vision and guides followers along a path that realizes the vision. Leadership directly affects the opinions and attitudes of people, leading to changes in individual's behavior then group behavior. Taskey Team Taskey Team Click mouse to continue

Leadership, Part 2 An essential part of a quality improvement effort. Organization leaders must establish a vision, communicate that vision to those in the organization and provide the tools and knowledge necessary to accomplish the vision. American Society for Quality American Society for Quality Click mouse to continue

Every Member Is A Leader Toastmasters is comprised of leaders who also know how to speak and communicate clearly. Each member is a leader We lead at meetings and support each other outside of meetings Click mouse to continue

Officers Toastmaster officers are elected by members Officers represent all members according to their respective positions Officers count on continued support of all members to make the club successful and reach club goals Click mouse to continue

References The information on most of the remaining slides is taken directly or paraphrased [with citations] from the book: Execution: The Discipline Of Getting Things Done By Larry Bossidy and Ram Charan Published 2002 by Crown Business ISBN , First Edition Click mouse to continue

Execution In Leadership “Many people regard execution as detail work that’s beneath the dignity of a leader. That’s wrong. To the contrary, it’s a leader’s most important job.” Execution: The Discipline Of Getting Things Done, pg 1 Execution: The Discipline Of Getting Things Done, pg 1 “If you don’t know how to execute, the whole of your effort as a leader will always be less than the sum of its parts.” Execution: The Discipline Of Getting Things Done, pg 20 Execution: The Discipline Of Getting Things Done, pg 20 Click mouse to continue

Heart Of Execution The heart of execution lies in three core processes the: People process Human capacities Strategy process Goals Operational process Implementation Execution: The Discipline Of Getting Things Done, pg 22 Click mouse to continue

Seven Essential Behaviors There are seven essential behaviors that form the first building block of execution: Know your people Insist on realism Set clear goals and priorities Follow through Reward doers Expand people’s capabilities Know yourself Execution: The Discipline Of Getting Things Done, pg 57 Click mouse to continue

Importance Of Robust Dialog “You cannot have an execution culture without robust dialog—one that brings reality to the surface through openness, candor, and informality.” Execution: The Discipline Of Getting Things Done, pg 102 Execution: The Discipline Of Getting Things Done, pg 102 “Indeed, harmony—sought by many leaders who wish to offend no one—can be the enemy of truth.” Execution: The Discipline Of Getting Things Done, pg 103 Execution: The Discipline Of Getting Things Done, pg 103 Click mouse to continue

Reliable Resources, Part 1 “An organization’s human beings are its most reliable resource for generating excellent results year after year. Their judgments, experiences, and capabilities make the difference between success and failure.” Execution: The Discipline Of Getting Things Done, pg 109 Execution: The Discipline Of Getting Things Done, pg 109 Click mouse to continue

Reliable Resources, Part 2 “ You can easily spot the doers by observing their working habits. They’re the ones who energize people, are decisive on rough issues, get things done through others, and follow through as second nature.” Execution: The Discipline Of Getting Things Done, pg 120 Execution: The Discipline Of Getting Things Done, pg 120 “ When several people who’ve watched the same person over time pool their observations in robust dialog, subjective views become objective.” Execution: The Discipline Of Getting Things Done, pg 159 Execution: The Discipline Of Getting Things Done, pg 159 Click mouse to continue

Reliable Resources, Part 3 “ Nonperforming people are essentially those who aren’t meeting their established goals. They’re unable on a regular basis to accomplish what they are responsible for.” Execution: The Discipline Of Getting Things Done, pg 164 Execution: The Discipline Of Getting Things Done, pg 164 “ Their failures don’t mean they’re bad people. It just means they aren’t performing at the level that is essential to success.” Execution: The Discipline Of Getting Things Done, pg 164 Execution: The Discipline Of Getting Things Done, pg 164 Click mouse to continue

Setting Goals Each officer needs to establish their own goals to help accomplish the club goals Every month, each officer should review how well they have executed against their own goals Each member should likewise set their own goals for themselves and strive to meet them The VPE, other officers, mentors, and members are here to help Click mouse to continue

We’re All Leaders Every current member of Twin Oaks Toastmasters is a leader. We all contributed in this past year ( ) to reach the highest club award Toastmasters International recognizes, “President Distinguished Club.” That is no small effort. We should recognize that award as the completion of Lap 1, in a longer trip. I look forward to achieving the same award next year, now that we know how to do it. Click mouse to continue

The End Thank you for your time! Click your mouse- button to end this presentation. Don Larson Photo copyright © 2003 by Donald W. Larson