1. 1 Lesson 7: Navigation, Being Listened To, Listening To Others, Character, & Trust Dr. Michael J. Pierson Exit

2. 2 We will continue looking at leadership characteristics. Exit

3. 3 Leadership Is Navigation Exit

4. 4 “When one travels on a ship, one cannot see the wind or the forces on the water, but the navigator. Yet they have a powerful influence on the speed, direction, & fuel needed to achieve the destination. The ablest navigator uses these forces to take maximum advantage of the capabilities of the ship.” Unknown Exit

5. 5 l Anyone can steer the boat, but it takes a leader to chart the course. l The Titanic was a disaster because they could not see far enough ahead & could not maneuver quickly enough to change their course. Exit

6. 6 l Navigators draw on past experience, both their own and the collective experience of their followers. l The experience of success and failure will teach you what you are capable of doing. Exit

7. 7 l No matter how much you learn from the past, it will never tell you everything you need to know about the present. l Navigators must also listen to others. Exit

8. 8 l Navigators have faith that they can take everyone with them. l Their vision must be consistent with organizational needs. l Navigators must not minimize barriers & create illusions. l Good navigators can take you just about anywhere. Exit

9. 9 “A leader is one who sees more than others see, who sees farther than others see, and who sees before others do.” Leroy Eims Exit

10. 10 An Example: Shell Oil Company l In the early ‘70s, Pierre Wack, of Royal Dutch/Shell, developed two scenarios of the future of the oil industry. l In one scenario, he predicted that oil prices would remain stable, and he developed a company plan accordingly. Exit

11. 11 l In the second, he predicted that oil prices would be in crisis and developed a plan for dealing with it. l His prediction of the oil crisis and Shell’s planning enabled Shell to be the only oil company prepared for the crisis. Exit

12. 12 Leadership Is Being Listened To Exit

13. 13 Hearing is very important because, you can’t listen without hearing. Exit

14. 14 Have you ever had to ask someone if they were listening to you? Exit

15. 15 That’s because you aren’t leading, & they aren’t following. Exit

16. 16 Listening is the beginning of leadership & followership! Exit

17. 17 l Being listened to is called the E. F. Hutton law. l There is a difference between leading a meeting and leading people. l Go to a meeting and see who the people want to hear; that is the real leader. Exit

18. 18 “Being in power is like being a lady. If you have to tell people you are, you aren’t.” Margaret Thatcher Exit

19. 19 If you continually have to remind your others that you are the leader, then you probably aren’t the leader. Exit

20. 20 There are two kinds of leaders… Exit

21. 21 Positional l Speaks first. l Needs influence of real leader. l Influences only other positional leaders. Real l Speaks later. l Needs only their own influence. l Influences everyone. Exit

22. 22 Why do we listen & follow some leaders? Exit

23. 23 Their Knowledge – What They Know l Knowledge by itself will not make you a leader. l You can be a walking library & an ineffective leader. l Many knowledgeable people have not been able to lead their organizations. l But, you cannot lead without knowledge. Exit

24. 24 Their Relationships – Who They Know l You are a leader if you have followers. l That requires the development of relationships. l The deeper the relationship, the more potential for leadership. l Build the right kind of relationships with the right people & you can lead. Exit

25. 25 Their Intuition l Leadership is more than what you know. l Intuition is how you deal with the intangibles. l Some just know intuitively how to solve a problem in the most effective way. Exit

26. 26 Their Experience – Where They Have Been l Nobody wants to follow a novice. l The greater challenges you have overcome, the more likely others will follow you. l Experience does not guarantee credibility. l It encourages people to give you a chance to prove yourself. Exit

27. 27 “Remember, there are no great men; just ordinary men who have overcome great challenges in life.” Adm. Hulsey Exit

28. 28 Their Skill – What They Can Do l The bottom line for followers is what a leader is able to do. l A leader must be able to deliver results and get things done. l If people do not believe you can deliver, they will stop listening. Exit

29. 29 Their Accomplishments – What They Have Done l Nothing speaks louder than what a leader has done or their track record. l Followers have a reason to trust & to listen to leaders who have been successful. l Leadership is based on success. Exit

30. 30 The test of leadership is who & how many are listening. Exit

31. 31 The proof of leadership is not where start but where your followers end up! The proof of leadership is not where you start but where your followers end up! Exit

32. 32 Leadership Is Listening To Others Exit

33. 33 Listening To Others l Active listening demonstrates the respect a leader has for his/her followers & enhances the relationship. l Being willing to listen to others provides a leader with feedback which a leader needs more often than followers do. Exit

34. 34 l Leaders who have calm dispositions, listen, and do not over react or attack others will be given more timely & accurate information. Exit

35. 35 “The greatest lesson in life is to know that even fools are right sometimes.” Winston Churchill Exit

36. 36 Leadership Is Trust Exit

37. 37 Trust is the most primary element of leadership. You cannot lead without trust! Exit

38. 38 Following is an act of trust, and trust should be respected & nurtured! Exit

39. 39 Leaders who do not trust the people he/she works with are more likely to use control and force rather than empowerment to get things done. Exit

40. 40 “People will tolerate honest mistakes; but if you violate their trust, you will find it difficult to ever regain their confidence. That is one reason why you need to treat trust as your most precious asset.” Craig Weatherup Exit

41. 41 If You Want To Build Trust… ExemplifyCharacter ExemplifyCompetence Trust ExemplifyConnectivity With People Exit

42. 42 Character Is Probably The Most Important Of The Three! l It is inner strength. l It is consistently doing the right things. l It obviously makes trust possible. Exit

43. 43 “Leadership is a potent combination of strategy and character. But if you must be without one, be without strategy.” H. Norman Schwarzkoph Exit

44. 44 “No man can climb out beyond the limitations of his character.” John Morely Exit

45. 45 “The only thing that walks back from the tomb with the mourners and refuses to be buried is the character of a man. This is true. What a man is survives him. It can never be buried.” J. R. Miller Exit

46. 46 Deliver on what you promise & promise only what you can deliver! Exit

47. 47 This Will Yield… Trust Exit

48. 48 Trust Exit leads to… Support

49. 49 No leader can break trust with people and expect to continue influencing them. Exit

50. 50 What Have You Learned? 1. You can listen to someone without hearing them. 2. We listen to and follow leaders because of their knowledge, relationships, intuition, experience, skill, and accomplishments. 3. Good navigators rely on their vision and experience in using the outside forces upon an organization to the benefit of the organization. Directions: Read each question & click on “T” (true) or “F” (false). T T F F Exit TF

51. 51 4. A positional leader A. needs only their own influence. A. needs only their own influence. B. is who people really want to hear in meetings. B. is who people really want to hear in meetings. C. influences only other positional leaders. C. influences only other positional leaders. Directions: Read each question & click on the best answer. Exit A C B

52. 52 5. What builds trust? A. Consistency doing the right things. A. Consistency doing the right things. B. Making honest mistakes. B. Making honest mistakes. C. Delivering on promises. C. Delivering on promises. D. A & C D. A & C Directions: Read each question & click on the best answer. Exit A C B D

53. 53Assignments l Use PowerPoint to develop a concept map of Lesson 7 and e-mail it to your professor. l Read "Personal Mastery" (chapter 5) in Peter Senge’s The Fifth Discipline. Exit

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