1. LEADERSHIP: IS IT JUST ABOUT THE LEADERS? SUPREME COUNCIL LEADERSHIP SEMINAR MARCH 27, 2010 LEXINGTON, MA.

2. JUST WHAT IS THIS THING CALLED ‘LEADERSHIP’?  Leadership is not just about leaders; it’s also about followers  Successful leadership depends upon the follower’s perception of the leader  Leadership is in the eye of the follower

3. LEADERSHIP CHARACTERISTICS  James Kouzes and Barry Posner [The Leadership Challenge] surveyed 10,000 managers nationwide from a wide variety of private and public organizations to tell them what they looked for in a leader.  There are several essential “tests” that a leader must pass before we are willing to grant the title “leader”. Let’s take a look:

4. HONESTY:  Leaders are considered honest if they do what they say they are going to do [when they say they will do].  Another essential is the leader’s display of trust in others. “Trust is a risk game; the leader has to ante up first”. Think of the chaos that happens when a leader within a Valley is less than totally honest about a challenging situation!

5. COMPETENCE:  We must believe that a person knows what he or she is doing.  If we doubt the leader’s abilities, we’re unlikely to enlist in the crusade!  “Value Added Competence”: The ability to motivate…sell an idea…reward…recognize a team. Think of degree direction and management with competent individuals; think what happens in your Valley without them!

6. BEING FORWARD LOOKING:  Direction and concern for the future…”vision”… ”dream”… “calling”…  Clarity of purpose and direction Maintain the core values…change the processes by which they are managed for the benefit of the customers [members]…Jim Collins.

7. INSPIRATION  Enthusiastic, energetic and positive about the future!  Essential that leaders inspire our confidence in the validity of the goal. A good example is that the Scottish Rite is NOT a charity as has been clarified by Commander Mc Naughton.

8. CREDIBILITY:  More than anything else, people want leaders who are credible.  This sense of security enables us to let go of our reservations and release enormous personal energy on behalf of the common vision A good example is that we are a fraternity, bonded together by fellowship and care for one another. It’s the core value that has been revisited by Commander McNaughton that is part of reshaping our future.

9. LEADERSHIP PRACTICES:  THERE ARE FIVE FUNDAMENTAL PRACTICES THAT ENABLE LEADERS TO EARN FOLLOWERS’ CONFIDENCE and GET EXTRAORDINARY THINGS DONE:

10. CHALLENGE THE PROCESS:  A willingness to change the “status quo”.  Explore ways to improve the organization  Treat mistakes as a learning experience A good example is a new way to target the market for New members by doing innovative things…

11. INSPIRE A SHARED VISION:  Envision the future with a positive outlook  Expressive..attract followers through skillful communications  Show others how mutual interests can be met through commitment to a common purpose A good example might be a way to present degrees in A “Lodge setting” after having had to vacate a former facility that was equipped with a theatre.

12. ENABLE OTHERS TO ACT:  Leaders infuse people with spirit developing relationships  They stress collaborative goals  They involve others in planning  Ensure that people feel strong and capable A good example might be a “Monthly Officers Meeting” where the activities for the upcoming month are discussed… and the leader [Presiding Officer] is able to guide the Officers through the process of ensuring that they have planned, organized, developed and are now controlling an agenda of events.

13. MODEL THE WAY:  Leaders are clear about their business values and beliefs  Behavior is consistent with values  Leaders also break projects down into “bite size parts” so that they are achievable…creating small wins! A good example is how often Commander McNaughton refers to Supreme Council’s transactions as being “the best value for the corporation”.

14. ENCOURAGE THE HEART:  Link recognition with accomplishments  Let others know that their efforts are appreciated  Nurturing a team spirit that enables people to sustain continued efforts A good example is the “Thank You Note”. What a positive way to make someone feel good about what they have done!

15. UNIQUE RELATIONSHIP:  Leadership is a relationship, a unique and special trust between the leader and followers.  The development of this trust requires our full attention as leaders Here are five pre-requisites to building and maintaining this bond of trust:

16. KNOW YOUR FOLLOWERS:  Find out what is important to them A good example is “Why are you here?” Our mission is to help you get extra-ordinary things done that are of mutual benefit and value to your Valley and its customers [members]

17. STAND UP FOR YOUR BELIEFS  Remain open to others: Listen, understand, empathize. Keeping the core values of the Rite is critical; knowing that we can change how we get things done is important!

18. SPEAK WITH PASSION  Communicate with excitement; paint word pictures  Tell stories  Enable others to feel what you experience What about that “special conversation” with a new member…and those necessary on going conversations with our current members who we don’t see very often…

19. LEAD BY EXAMPLE  Leaders are role models  We look to them for how we should behave  If leaders ask followers to observe certain standards, Then the leaders need to live by the same rules A good example might be the frequent “planning sessions” that are held among officers and leaders…it’s always inspirational when someone says “What if we do this a different way?”

20. CONQUER YOURSELF  The real struggle of leadership is internal  Internal ongoing questions…Am I doing the right thing? Are we going in the right direction? What impact will this action have on the future of the organization?  This all begins with determining your value system The best example is when a major shift/change is about to be made…place of meeting…financial adjustment…required personnel change…to know from the leaders that the body’s compass is calibrated…and things will be positive…in a new direction. [Change is very difficult for some of our older members!]

21. THE EYE OF THE FOLLOWER  THESE CHARACTERISTICS, PRACTICES AND RELATIONSHIPS ARE TOUGH MEASURES  MAY NOT SEEM RIGHT TO BE JUDGED SO HARSHLY… BUT…FOLLOWERS PERCEIVE LEADERS IN THEIR OWN TERMS…THOSE TERMS ARE NOT ALWAYS FAIR.  THE LEADER IS NOT A LEADER UNLESS THERE ARE FOLLOWERS; THERE ARE NO TRUE FOLLOWERS UNLESS THE LEADER IS A LEADER IN THE EYE OF THE FOLLOWER. “The Leadership Challenge” by James M. Kouzes and Barry Z. Posner

22. Take Away Summary: Leadership Characteristics: Honesty Competence Being Forward Looking Inspiration Credibility Leadership Practices: Challenge the Process Inspire a Shared Vision Enable others to act Model the way Encourage the heart Unique Relationships : Know your followers Stand up for your beliefs Speak with passion Lead by example Conquer yourself The Leadership Challenge