2. 1 Leadership Karyn Lazarus

3. 2 Goleman’s Style of Leadership Coercive: “Do what I tell you.” Authoritarian: “Come with me.” Affinitive: “People come first.” Democratic:“What do you think?” Pacesetting:“Do as I do….now!” Coaching: “Try this.”

4. 3 Heifetz: 6 Principles of Adaptive Leadership (pg. 1 of 2) Get on the balcony-- Pattern recognition Historical perspective Power of reflection on habits Identify the Adaptive Challenge “Bloody Awful” Values…practices…relationships “Creating Trust”: conversations with employees, conflicts as clues, mirrors

5. 4 Heifetz: 6 Principles of Adaptive Leadership (pg. 2 of 2) Regulate Distress: Razor’s edge of leadership Holding environment For maybe years Direction, protection, orientation, managing conflict and shaping norms Presence and poise (maintain disequilibrium) Maintain Disciplined Attention Stay the course Learn from conflicts: dialogue Focus on adaptive work, not red herrings Give the Work Back to the People Allow the struggle Instill confidence Protect Voices of Leadership from Below Change Agents

6. copyright Charan, Drotter, Noel5 Leadership Pipeline: Overview Manage Self Manage Others Manage Managers Functional Manager Business Manager Group Manager Enterprise Manager Passage One Passage Two Passage Three Passage Five Passage Four Passage Six Copyright Charan, Drotter, Noel “Doing” work to getting work done through others Major Shift: Pure Management Major Shift: Communication and Expanding Expertise Major Shift: Looking at Plans from a Profit and Long Term View Major Shift: Focus on Values Major Shift: Holistic Leadership

7. 6 Leadership Pipeline: Passage Two--From Managing Others to Managing Managers Skill RequirementsTime ApplicationsWork Values Selecting 1st level managers Coaching: instruction- performance- feedback cycle repeatedly Embrace managerial work Assigning managerial and leadership work Desire to select and develop future leaders of the company Measuring progress as managers Coaching Begin looking at strategic issues beyond function Major Shift: Pure Management Copyright Charan, Drotter, Noel

8. 7 Leadership Pipeline: Passage One--From Managing Self to Managing Others Skill RequirementsTime ApplicationsWork Values Planning WorkDecrease time spent on individual work Value managerial work Filling JobsMaking time for others, planning, coaching, etc. are necessary tasks and are their responsibilities Assigning Work MotivatingIncrease time spent on managing others Coaching MeasuringOther directed work mission-critical to their success Major Shift: “Doing” work to getting work done through others Copyright Charan, Drotter, Noel

9. 8 Leadership Pipeline: Passage Three--From Managing Managers to Functional Manager Skill RequirementsTime ApplicationsWork Values Communicate two layers down Broad, long term perspective Push functional work, processes, innovations envelope Manage unfamiliar areas Value work outside of own experiences Take other functional area needs into consideration Delegate functional tasks to direct report Team Play Proficient business strategist Major Shift: Communication and Expanding Expertise Copyright Charan, Drotter, Noel

10. 9 Leadership Pipeline: Passage Four--From Functional Manager to Business Manager Skill RequirementsTime ApplicationsWork Values Integrate functionsBalance future goals with present needs Value staff functions Sensitive to functional diversity issues Working with greater numbers of people Build in time to reflect and analyze Trust, advice and feedback Communicating clearly and effectively Make appropriate resource tradeoffs Major Shift: Looking at Plans from a Profit and Long Term View Copyright Charan, Drotter, Noel

11. 10 Leadership Pipeline: Passage Five--From Business Manager to Group Manager Skill RequirementsTime ApplicationsWork Values Proficient at evaluating strategy for capital allocation and deployment Evolve perspective to see issues in the broadest possible terms Values success of other people’s business Development of business managers Bigger decisions, greater risks and uncertainties, longer time spans Thinking in terms of community, industry, government, etc. Portfolio strategy Business has the core capabilities to win Achieve the financial score card Wall Street is anticipating Make appropriate resource tradeoffs Major Shift: Holistic Leadership Copyright Charan, Drotter, Noel

12. 11 Leadership Pipeline: Passage Six--From Group Manager to Enterprise Manager Skill RequirementsTime ApplicationsWork Values Long term, visionary thinkers Evolve perspective to see issues in the broadest possible terms Outward looking Execution, execution, execution Develop operating mechanisms to know and drive Q2Q performance aligned with longer term strategy Bigger decisions, greater risks and uncertainties, longer time spans Focus on 3-4 mission critical objectives Focus on whole: all products to all customers Manage external constituencies Sense and take action on external shifts Achieve the financial score card Wall Street is anticipating High achieving and ambitious team Major Shift: Focus on Values Copyright Charan, Drotter, Noel