1. A 3-step leadership process Leadership Best Practices Sampler
Our Focus Today:
A 3-step leadership process
Leadership Best Practices Sampler
Personality Relative to Leadership
Leadership & your natural approach
A model for being an effective leader
Best practices when putting the model to work
A conversation about how your style determines how you lead
There is an assessment that goes with this learning program and you will be receiving an access code to take that assessment.

2. The Work of Leaders: Takes the mystery out of LEADERSHIP
Spells out CLEARLY AS POSSIBLE the responsibilities
Accessible and actionable for
Every type of leader at every level.

3. Leading Tool of Choice – 7 reasons:
Robust research
Covers the essentials
Supports growth at all levels
Use for teaching or coaching
Flexible delivery
User manual included
It’s about you!

4. Extensive lit review >300 interviews 150 companies
5-Year R&D Effort-
Extensive lit review
>300 interviews
150 companies
1000’s Survey responses

5. What Leadership is: POINT A  POINT B
A practical definition for Leadership:
one-to many / same path for all levels/ leadership is collaborative/ and personal
Leader’s primary responsibility is to creating change by intentionally moving a group from point A to point B –
get these right, others will want to follow you again
POINT A  POINT B

6. 3 Tangible Steps: Crafting a Vision:
imagining an improved future state that the group will make a reality through its work

7. 3 Tangible Steps: Building Alimenting Alignment:
Everyone in the group understands and is committed to the direction around that Vision

8. 3 Tangible Steps:
Championing Execution is ensuring the conditions are present for turning that future vision into a reality.
TRUE VALUE OF THE MODEL: LAYS OUT A STRAIGHTFORWARD MANAGEABLE REALISTIC FRAMEWORK TO GUIDE THE LEADING PROCESS.

9. Breakdown: 3 steps 3 drivers for each step 2 “Best Practices”
for each driver
A Road map to improving your leaders:
The 3 steps,
East Step has three Drivers;
THE FOUNDATIONAL ELEMENTS THAT LAY THE GROUNDWORK FOR EACH STEP OF THE PROCESS.
Each of those Drivers has 2 best practices.

10. VAE Framework:
the entire framework -

11. Who Crafts a Vision? 87% 87% 90% Visionaries: All of us are
Leaders at all levels must craft a vision to be effective – here are the ratings of the best and worst.
Best Rated Leaders Do:
Worst rated Leaders Don’t:
87%
Best Rated Leaders Do:
Worst rated Leaders Don’t:
Best Rated Leaders Do:
Worst rated Leaders Don’t:
87%
90%

12. Vision because- Expands the possible Provides purpose
Helps generate goals
Unifies people
Vision done right looks like this:

13. A Good Vision An Imagined Improved Future Condition
Broader in scope than a goal
Seeks to
Create unquestionable value
Serve in an unparalleled way
Reinvent how it does business
It’s broader than a goal.
It’s crystal clear where we are headed
It seeks to bring unquestionable value
It elevates our work sparks our imagination & inspires us

14. Bring inspiration and innovation to every athlete in the world.
Vision Trivia
Bring inspiration and innovation to every athlete in the world.
-Nike

15. Deliver happiness to customers, employees, and vendors.
Vision Trivia
Deliver happiness to customers, employees, and vendors.
-Zappos.com

16. Vision Trivia
Develop a workforce and ways of doing business that reflect the diversity of our customers and communities.
-Key Bank

17. We the People…
Vision:
Not a secret skill that only certain people have
Not just from the apparent leader in group.
Crafting a vision is knowable, and can be learned and practiced by leaders with all different styles at all levels

18. Crafting a Vision
Exploration
Boldness
3 key drivers:
Testing Assumptions

19. Top Request of Leaders Exploring:
Let’s start with Exploring- this is where we begin to imagin that future improved condition!
IT IS ABOUT:
BEING INTENTIONAL about seeking new ideas and
Willing to just be lost in space while you’re on that search
Its about sTaying focused on the big picture, keeping your eye on trends and patterns and strategies that lead to a really great vision.
AND A GREAT VISION IS A BOLD ONE

20. Boldness:
Boldness is
Being comfortable with taking risk of going in a new direction
enjoying the excitement of the unknown when you push past the status quo to new and different practices
Boldness because:
insures you are moving forward
Keeps your organization competitive and relevant
inspires others to catch your drift & come along

21. Boldness: Let’s just go for it!
Vision
July 20, 1969
First man on the moon
Here’s an example from our nations history of a vision crafted from pure BOLDNESS!
May 25, 1961
Called for a lunar landing before decade’s end

22. Bold Ideas Need a champion
Boldness –
Is Being outspoken about new ideas and directions If they are ever going to get a chance
lets people hear ideas you really believe in
Shows your confidence in their ability to deliver these
what they need to hear to begin visualizing their role in making it a reality.

23. Bold Ideas Need a champion
AND SPEAKING OF REALITY…

24. Embracing the Missile Age 22-minute ride in a jet-powered missile
Testing Assumptions
Embracing the Missile Age
22-minute ride in a jet-powered missile
Testing assumptions assures vision is grounded in reality:
seek counsel and explore implications, before moving forward.

25. Building Alignment:
Building Alignment : The vital link that connects Vision to Execution
gaining buy in of the vision,
critical for moving from “imagination” to “reality”.
most people-centric element of the process – involves
Interacting
Listening
Encouraging
informing

26. Clarity Dialogue Inspiration 3 key drivers: Building Alignment
Clarity and Dialogue seen as a pair: the flow of communications back and forth about the vision
Inspiration is more of an emotional component.

27. Consequences of Skipping Alignment
No Clarity + No Dialogue
= No Alignment
And ultimately, no followers! Without alignment, you won’t be leading for long – you’ll be soloing.
When there is a forum for question and answers your people are more likely to commit and follow you and when they are on board with the vision, time and energy are conserved.

28. Inspiration! Being Expressive & Encouraging
Not just about being a cheer leader
About demonstrating feelings for the vision and using language to express that to the group you need to inspire.
Expressive is not bouncing off the walls to prove you’re into it.
On an unconscious level, people internalize and reflect what you are conveying.

29. Championing Execution
Championing- “support the cause”.
The leaders job when she or he is in this step of the process.
Making sure everything is in place so the group can reach the state of reality-
Championing Ex because it:
takes the vision into action
propels the development of concrete strategies
fulfills the promise of the vision
gives people a sense of achievement
Good leaders must demonstrate their commitment, that they remain involved while the work is being carried out.

30. Driving Effective Execution:
Three key drivers:
Momentum
Structure
Feedback
Leaders drive execution through –
Momentum: creating a sense of urgency, and setting the pace and expectation for the others to act and intiate.
Structure: sets processes, policies and expectations for the teams – in the form of a well thought-out plan.
Feedback –for addressing exceptions/ problems that surface effectively, -provides praise and recognition to the people in the boat.!
RECOGNIZING THE CONTRIBUTIONS OF EVERYONE IN THE BOAT ENCOURAGES OWNERSHIP AND ENGAGEMENT.

31. VAE Framework: The Best Practices
Exploring a few of the 18 Best practices:

32. 2 Best Practices for Each Driver
Strive for the discipline on the right side

33. Best Practices = “Behavioral Continua”
Seek Closure
Remain Open
BP’s expressed graphic form, referred to as “behavioral continua” :
desired behaviors/disciplines on the right and counter-discipline on the left.
there are times when seeking closure is the right discipline. Just not when you are crafting a vision,.
Best Practice

34. Exploration Behavioral Continua
Entertain new ideas, possibilities
Don’t hurry to finalize plans
Make decisions and finalize plans quickly
Prefer not to revisit options
Each Best practice taken in context of where you are in the model-
Attend to individual elements to ensure they are workable
Focus on the broad, overall view of an idea or project

35. Exploration Behavioral Continua
Exploration comes more naturally
Exploration takes more effort
For more effective leadership aim for right side of the continua.
Some come more naturally
Some take more effort.
You can still do it but requires more of your energy

36. Address your challenges
Grow from Left to Right
Great
Leading
Leading
Address your challenges
Capitalize on your strengths
50% of people have from 5 to 9 of the best practices on the left side.
Your leadership assessment will predict where you are likely to be strong or challenged on each of the 18

37. Example Page in the Profile

38. Driving with Clarity: Best Practices
Explain
Rationale
Communicate more with their personal feelings and opinions
Communicate the reasoning and facts behind an idea or decision
The goal behavior or practice: to clearly explain your rationale, giving the reasons for the vision, the “WHY”, in a focused structured message format using logic and facts not instincts and emotions.
People feel respected rather than directed.
Having a better understanding will help them be more independent effective in decision making and problem-solving as they begin to execute.
Not to say that emotions don’t have a job in this process -
For effective Clarity, lean on shared language of logic, facts & sequence

39. Driving with Clarity: Best Practices
Explain
Rationale
Communicate more with their personal feelings and opinions
Communicate the reasoning and facts behind an idea or decision
Structured
Messaging
Don’t tend to invest energy in organizing what they have to say
Organize what they want to say, making it easier for others to understand

40. Driving Execution with Best Practices
Driven
Tend to be laid back and uncomfortable encouraging others to increase the pace
Urge others to move quickly, can be annoyed when people lack a sense of urgency
The behavioral continuua of urgency requires that you be driven, that you see time as a precious resource and others need to recognize that too.
some leaders are uncomfortable with pushing people to create momentum.
“we can move along faster, let’s go!”

41. Momentum Behavioral Continua: Being Driven
Tend to be laid back and uncomfortable encouraging others to increase the pace
Urge others to move quickly, can be annoyed when people lack a sense of urgency
Being Driven is
- what gains momentum during execution.
- pushing yourself and others forward.
A driven environment operates under the assumption that “we don’t wait around” !
type As see and feel time in more palpable terms: “move it move it”

42. How does your leadership energy Show up?
DiSC® and Leadership
How does your
leadership energy
Show up?
DiSC is the assessment methodology that helps us answer this question –
- well-researched and valid instrument
- describes your behavioral style when working with others,
- it can predict where you are likely to be strong and where you are likely to be challenged in practicing leadership disciplines.

43. A customized leadership manual:
Identifies strengths and challenges along your path to effective leadership.
Provides guidance for improving your challenge areas.
Helps drives your action plan!

44. Great Leadership from anywhere -
Vision
Alignment
Execution
Knowing Yourself!

45. Questions?
Answer any questions and identify next steps.
Thank you!