1. The Secret of Great Leaders
Southern Crescent Technical College
April 10, 2014
Mark Conklin
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25 June 2018

2. Leadership
SKILLS
CHARACTER
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3. Five Practices of a Great Leader3 2 4 1 5
Five Practices of a Great Leader
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4. See and Shape the Future3 2 4 1 5
See and Shape the Future
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5. “ I have a dream that one day my four children will live in a nation where they will not be judged by the color of the skin but by the content of their
CHARACTER. ”
DR. MARTIN LUTHER KING JR.
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6. Engage and Develop Others3 2 4 1 5
Engage and Develop Others
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7. Head, Heart, and Hands
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8. The Right People for the Right Job
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9. Reinvent Continuously3 2 4 1 5
Reinvent Continuously
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10. Self
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11. Self
 Systems
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12. Self
 Systems
Structure
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13. Value Results and Relationships3 2 4 1 5
Value Results and Relationships
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14. AND RESULTS RELATIONSHIPS
Valuing results and relationships doesn’t mean just finding the midway point between them. Doing that means that you’re not passionate about either. It means using the genius of the and to recognize that the power is in both, together. Together they create synergy. And that means leading at a higher level.
RESULTS
RELATIONSHIPS
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15. AND
AND
Jim Collins in his excellent management book Built to Last talks about something he called “the genius of the and (A-N-D).” Basically this means taking two things that appear to be in conflict, and embracing both. Toyota did this when they decided they would focus equally on building high quality cars and delivering them at a low price. This stood the conventional wisdom on its ear: shouldn’t high quality equal high price? Toyota said no, and they’ve become the most successful car company in the world. They’ve thrived using the genius of the and.
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16. 3 2 4 1 5 Embody the Values We’ve seen that great leaders
See and shape the future
Engage and develop others
Reinvent continuously
And they value both results and relationships
The fifth and final practice great leaders follow is to embody the values. If understood and applied properly, this can be the most powerful tool used by a leader—in fact, we believe it is the most important lesson we will impart to you today. If we as leaders don’t embody the values we say we stand for, then frankly no one’s going to care if we follow the other practices or not.
Definition: Someone who embodies the values exemplifies the non-negotiable values that comprise the corporate culture.
[Journal entry]
Write this last practice down in your journal, in the space provided: Great leaders Embody the Values.
[Give the audience 15 seconds or so to complete]
Embody the Values
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17. KNOW
your values
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18. SHARE
your values
The second step is very important! You have to share your values, in words. Make a list for everyone to see. If you don’t share your values people will guess, and they might guess wrong. Or everyone will guess differently. Share them, and do it often.
How many of those you influence know these values, and your own?
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19. LIVE
your values
The third step is to live your values. As Ghandi said, “You must be the change you want to see in the world.” Seeing you live the values makes them “real” for the rest of the team. You’re giving them an example to follow; a way to see “oh, that’s what that means.”
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20. [Historical example]
Think again about Martin Luther King, Jr., and his message of non-violent civil disobedience. Through marches and sit-ins and protests, through being arrested and having his home firebombed and his family threatened, he never once compromised his value of non-violence. Imagine the chaos that might have followed if he had! He said it, and he showed it.
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21. KNOW SHARE LIVE your values your values your values
Call to Action: It just can’t be said enough: the best leaders say it, and show it. They embody the values. If they do not they limit their leadership. Consider current examples of leaders that did not model what they preached. When you do not embody the values you forfeit the right to lead. You will not be leading, you will be on a walk by yourself.
KNOW
SHARE
LIVE
your values
your values
your values
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22. 1 S E 2 R 3 V 4 E 5 SEE AND SHAPE THE FUTURE ENGAGE AND DEVELOP OTHERS
Throughout history, all truly great leaders have had this in common: their strong character has motivated them to serve others.
This is the SERVE model of leadership. We believe effective leaders must be willing to model and teach these practices, and the skills that accompany each.
Go ahead and write down this acronym in the space provided in your journal
[Give them 15 seconds or so to write S – E – R – V – E in their journals]
ENGAGE AND DEVELOP OTHERS
REINVENT CONTINUOUSLY
VALUE RESULTS AND RELATIONSHIPS
EMBODY THE VALUES
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23. SERVING LEADERS
“ Those who wish to be great shall become YOUR SERVANT. ”
MATTHEW 20:26
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24. SERVING LEADER?
Am I a
Ask yourself; am I a serving leader, or a self-serving leader? I can guarantee you which one is more fulfilling.
There may be times when even a great leader finds him or herself being self-serving, but the goal is to always find a way to serve others. It’s a journey of self-denial, and it won’t happen overnight.
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25. YOU get to choose… I would like to close our time with a story.
One evening about 140 years ago, Abraham Lincoln was sitting in the White House on a Sunday afternoon. He was feeling the burden of leadership and the grief from the death of his son, Tad. However, he did what he often did on Sunday evening – he went to church. On this particular occasion he was accompanied by one of his aides. After the service, the aide asked the President what he thought of the message. The president’s response was, “The pastor was well-prepared and articulate.” The aide responded, “But what did you think of the message?” Lincoln responded, “The minister failed.” “Why did he fail?” the aide asked. “He failed because he did not challenge the congregation!”
I would not do service to you today if I did not leave you with a challenge.
We all get to decide how good a leader we’re going to be. Who decides my vision for the future? I do. Who’s going to decide whether I’ll engage and develop others? Me, right? And you, in your situation.
You decide how you interact with people, how you teach them, how you’ll reinvent yourself. You have to challenge yourself to value both results and relationships, and to compensate for your natural bias. And you have to embody your values. No one else is going to do it for you. But if you do your best, a lot of people will do it with you.
YOU
get to choose…
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