1. ROTARY LEADERSHIP Blaine T. Johnson
Leadership Experience & Development

2. WHAT IS LEADERSHIP? Leadership involves: establishing a clear vision,
sharing that vision with others so that they will follow willingly,
providing the information, knowledge and methods to realize that vision, and coordinating and balancing the conflicting interests of all members and stakeholders.
A leader steps up in times of crisis, and is able to think and act creatively in difficult situations.
Ask PE’s to define leadership first.
What is the difference between leadership and management?

3. LEADERSHIP
Leadership is when one person can handle all of the stuff that would normally overwhelm others. Isaiah – age 10
How do leaders handle all of this stuff?
Leadership is not about being in charge.
Leadership is about taking care of those in your charge.

4. How Great Leaders Inspire Action
Cue Video

5. What is the first question people ask you about Rotary? (What is Rotary?)
How does Rotary accomplish that?
Why does Rotary do what it does?
What is our purpose, our cause?
The Why is about our contribution to impact and serve others. The Why inspires us.
Why Rotary?

6. We started out PETS this morning by asking you “Why you joined Rotary
How many of you fell into one of these categories?
How many joined for community or friendship?

7. Another question one might ask is What value do you get out of Rotary?

8. Why is our Why important?
Our Why impacts absolutely everything we do, from how we solve problems, to how we engage with others, to how we attract membership, raise funds, and have meetings.
People naturally communicate from the outside-in; they typically go from what is easiest to understand
to what is hardest to understand and explain. They tell people What they do, tell them How they are
different or better, and then they expect a behavior like a purchase, a vote or support.
The problem is that What and How do not inspire action. Facts and figures make rational sense, but people do not make decisions purely based on facts and figures. Starting with What is what commodities do. Starting with Why is what leaders do.
Leaders inspire.

9. This is the reason we can say that people don’t buy What you do, they buy Why you do it and
What you do simply serves as the tangible proof of what you believe.
Why does this matter as President Elects?
Fundraising – do people give because you are raising funds or do they give because you are raising funds for a purpose?
Is giving of your time any different than giving of your money? (My time is more valuable)

10. For The Golden Circle to work properly, you must have:
1. Clarity of Why,
2. Discipline of How, and
3. Consistency of What.
When our Why is clear, when we are disciplined in How
we pursue it and when What we do is consistent, the
outside world understands our Why as clearly as we do.
And when that happens, more and more people are inspired to
follow. And that is authentic leadership!
HOW
Values or guiding principles
• Hows are the specific
actions that are taken to
realize the Why
Consistency of WHAT:
• Tangible proof or results
• Whats are the tangible
manifestations of the Why
No one section of The Golden Circle is more important than the other. The most important thing is a balance across all three.
WHY:
If you don’t know Why you do What you do, how can you expect anyone else to know? For others to know your Why, you must first have clarity of your own Why.
HOW:
The actions that you and your people take to bring your cause to life must be aligned with your values, guiding principles, strengths and beliefs.
WHAT:
And everything you say and everything you do must be consistent with what you believe. After all, we live in the tangible world. The only way people will know what you believe is if you say and do the things you actually believe.

11. WHAT TYPE OF LEADER ARE YOU?

12. The Relator The Socializer The Thinker The Director
Open relationships
Reserved relationships
Indirect
Slow-paced
Direct
Fast-paced
The Relator
Warm and friendly
Slow and easy
Shares feelings
Good listener
Cooperative
The Socializer
Relationships important
Fast-paced
Strong feelings of personal worth
Enthusiastic and persuasive
Not afraid of risks
The Thinker
An efficient perfectionist
Slow and cautious
Task-oriented
Follows directions
Works well alone
The Director
Emphasis on results
Fast-paced and decisive
Does not share feelings
Little concern for relationships
Seen as dominating
Who are our Realtors? Etc.
What characteristics can you utilize or emphasize to your benefit?
But now look around the room. There are other leaders that you are going to have to work with. All with different skill sets and personalities.
What will you have to work on to engage others?

13. CREATING A VISION & EFFECTUATING CHANGE

14. Have PE’s cross arms. Read Socrates quote. Now have the opposite way
Have PE’s cross arms. Read Socrates quote. Now have the opposite way. How did that feel? Was it easy or difficult? Did you have to think about it?
How did it feel when you were asked to cross your arms the other way?
Did it come naturally or did you have to stop and think about it?
Were you comfortable with doing this differently from your normal process?
What are some things that make people resistant to change?
Now, every one stand up. Leave your belongings at the table. I want you to move to a different chair and have a seat.

15. Why can’t we just stay the same?
CHANGE
Why can’t we just stay the same?
What impedes change?
Ask PE’s to change seats again.

17. How do we overcome roadblocks to change? What drives change?
OK, back to your seats.
How did it feel to be asked to change seats?
Who moved across the room?
Who stayed close to their original position?
What did it feel like to leave your belongings behind?
Did you view changing seats as an opportunity to sit with someone new or as an uncomfortable or undesirable change?
What are some things that make people resistant to change?
What can you do to make it easier for people in your organization to accept change?
If participants move back to their old seating arrangements after the exercise is over, ask the following questions:
Why is it difficult to maintain changes once they are made?
What kind of support is necessary to maintain the change?

18. Your Club’s Vision How many have heard of club visioning?
How many have completed club visioning?
What were the benefits?
What are the challenges?
Were there any surprises?
How does club visioning help you as a president elect?
Why is a 3 to 5 year vision important?

19. Which of these words strongly represents your vision of Rotary?
Which of these words more closely resemble the culture of your club’s leadership?
When aligned with strategy and leadership, a strong culture drives positive organizational outcomes.

20. Articulate the aspiration.
Much like defining a new strategy, creating a new culture should begin with an analysis of the current one, using a framework that can be openly discussed throughout the organization. Leaders must understand what outcomes the culture produces and how it does or doesn’t align with current and anticipated market and business conditions. For example, if the company’s primary culture styles are results and authority but it exists in a rapidly changing industry, shifting toward learning or enjoyment (while maintaining a focus on results) may be appropriate.
An aspirational culture suggests the high-level principles that guide organizational initiatives, as at the technology company that sought to boost agility and flexibility amid increasing competition. Change might be framed in terms of real and present business challenges and opportunities as well as aspirations and trends. Because of culture’s somewhat ambiguous and hidden nature, referring to tangible problems, such as market pressures or the challenges of growth, helps people better understand and connect to the need for change.
Select and develop leaders who align with the target culture.
Leaders serve as important catalysts for change by encouraging it at all levels and creating a safe climate and what Edgar Schein calls “practice fields.” Candidates for recruitment should be evaluated on their alignment with the target. A single model that can assess both organizational culture and individual leadership styles is critical for this activity.
Incumbent leaders who are unsupportive of desired change can be engaged and re-energized through training and education about the important relationship between culture and strategic direction. Often they will support the change after they understand its relevance, its anticipated benefits, and the impact that they personally can have on moving the organization toward the aspiration. However, culture change can and does lead to turnover: Some people move on because they feel they are no longer a good fit for the organization, and others are asked to leave if they jeopardize needed evolution.
Use organizational conversations about culture to underscore the importance of change.
To shift the shared norms, beliefs, and implicit understandings within an organization, colleagues can talk one another through the change. Our integrated culture framework can be used to discuss current and desired culture styles and also differences in how senior leaders operate. As employees start to recognize that their leaders are talking about new business outcomes—innovation instead of quarterly earnings, for example—they will begin to behave differently themselves, creating a positive feedback loop.
Various kinds of organizational conversations, such as road shows, listening tours, and structured group discussion, can support change. Social media platforms encourage conversations between senior managers and frontline employees. Influential change champions can advocate for a culture shift through their language and actions. The technology company made a meaningful change in its culture and employee engagement by creating a structured framework for dialogue and cultivating widespread discussion.
Reinforce the desired change through organizational design.
When a company’s structures, systems, and processes are aligned and support the aspirational culture and strategy, instigating new culture styles and behaviors will become far easier. For example, performance management can be used to encourage employees to embody aspirational cultural attributes. Training practices can reinforce the target culture as the organization grows and adds new people. The degree of centralization and the number of hierarchical levels in the organizational structure can be adjusted to reinforce behaviors inherent to the aspirational culture. Leading scholars such as Henry Mintzberg have shown how organizational structure and other design features can have a profound impact over time on how people think and behave within an organization.

21. What do we do about Bob?

22. Bob has been chairman of the membership committee for 15 years.
Conflict Resolution
Bob has been chairman of the membership committee for 15 years.
Bob is the only member of the membership committee.
Those that want to help grow membership are quickly informed that Bob knows more about membership than anyone in Rotary.
The club’s membership has been in steady decline for the last three years.
Questions – How do we address Bob’s responsibilities? How do we spur growth? How do we encourage participation?

23. Albert Einstein once said that “Insanity is doing the same thing over and over again, and expecting different results.” Do you want Rotary to grow? Do you want Rotary to exist into next century?
presented by mitty chang september 2015

24. Conflict Resolution
I have been a Rotarian for 37 years, and we have never done it that way.

26. Share your passion (Your WHY).
Conflict Resolution
Share your passion (Your WHY).
Passion is contagious
Passion explains the purpose of moving forward
Passion makes others feel safe. You care about this organization; you will not let it fall.
When a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow, solve problems and see to it that that leader’s vision comes to life the right way, a stable way and not the expedient way. - Simon Sinek.

27. Words have meaning. What impression are you giving?
Conflict Resolution
Words have meaning. What impression are you giving?
Active Listening. What is really being said? What is the adversary’s WHY?
Recognize the adversary’s strengths, acknowledge his or her dedication.
Look for common agreement.
MOST IMPORTANTLY – What is best for the organization.
Positive Change words. Use print out. Positive or Negative connotation.

28. Problem Solving Questions
When you face a problem and don’t know what steps need to be taken to advance your team:
Why do we have this problem? (Clarity)
How do we solve this problem? (Discipline)
What specific Steps must we take to solve this problem? (Consistency)