1. Would you rather be lucky… or good?
Talk about difference in being purposeful..understands

3. How to improve productivity:
Understanding the Nature of Talent
How to improve productivity:
Replace struggling employees with better ones
Stack ranking
Purging
“All hazy manifestations of performance management” – Jack Welch, former CEO of GE

4. Look Instead at “Talents”
Natural tendencies which exist deep within us (why can some people decorate – others have white walls)
These combined with skills, experience and attitude = STRENGTHS

5. A strength is the ability to consistently provide near-perfect performance, and it’s the outcome of talent times investment. It is the positive, productive application of your talent — talent being a natural way of thinking, feeling, or behaving. And the words positive and productive are important, because those are the outcomes of investing in your talent.

6. A strength is a focused combination of…
Talents: your naturally recurring patterns of thought, feeling or behavior
Yearning, Rapid learning, Satisfaction
Knowledge: the facts and lessons learned
What you know and have picked up along the way
Skills: the basic ability to move through steps of an activity
How-to’s of a role

7. Evidence that these “pre-dispositions” do not change over time
We are pretty much what we are born with

8. To take this to the management level
Great managers find what is unique about each person AND THEY CAPITALIZE ON IT
Great managers think differently about their people. They focus on strengths.

9. Permission to be who you are
Purposeful
Permission to be who you are

10. Balconies…
& basements

11. What leader has had the most positive influence on your daily life?

12. Now, please list three words that best describe what this person contributes to your life.

13. Followers’ four basic needs:
The usual suspects
Purpose
Wisdom
Humor
Humility
Trust
Compassion
Stability
Hope

14. The most effective leaders:
Are always investing in strengths
Surround themselves with the right people and maximize their team
Understand their followers’ needs

15. Leaders stay true to who they are – and then make sure they have the right people around them.

16. The 12 Elements of Great Managing
To identify the elements of worker engagement, Gallup conducted many thousands of interviews in all kinds of organizations, at all levels, in most industries, and in many countries. These 12 statements – the Gallup Q12 - emerged from Gallup’s pioneering research as those that best predict employee and workgroup performance.
1. I know what is expected of me at work.
2. I have the materials and equipment I need to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.

17. 1 2 3 The Three Types of Employees
ENGAGED employees work with passion and feel a profound connection their company. They drive innovation and move the organization forward. 2
NOT-ENGAGED employees are essentially “checked out.” They’re sleepwalking through their workday, putting time – but not energy or passion – into their work. 3
ACTIVELY DISENGAGED employees aren’t just unhappy at work; they’re busy acting outing their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.

20. Executing – these leaders know how to make things happen
Executing – these leaders know how to make things happen. These are the people who will work tirelessly to implement a solution.
Influencing – these leaders help their team reach a much broader audience. They sell the team’s ideas both inside and outside the organization.
Relationship building – the essential glue that holds the team together to create a sum greater than its parts. Makes the team more than just a group of individuals.
Strategic thinking – these are the leaders that keep us focused on what could be. They stretch our thinking and help us make better decisions.
Piece of paper …write it down…let’s talk about it…what are themes of the team you work …review it…do you have breath??

23. Leaders stay true to who they are – and then make sure they have the right people around them.
Think about what leaders are important in life…and why??

24. What You Need to Know About Each of Your Direct Reports
What are his or her strengths?
What are the triggers that activate those strengths?
What is his or her learning style?
Ask the question: How can I help you to be more successful?

25. “Unique solutions often come from pairing people with complementary skills”, says Darrell Rigby, Boston-based head of global innovation practices for management consulting firm Bain & Company... “Brain transplants are not as successful as simple teamwork,” he jokes.
USA TODAY 7/13, Right brain-left brain

26. "Success is achieved by developing our strengths, not by eliminating our weaknesses."
- Marilyn vos Savant

27. Things Leaders Do GE’s Jeff Immelt on the 10 keys to great leadership.
When GE’s CEO Jeff Immelt teaches up-and-coming leaders at the company’s famed management-development center, he runs through a checklist of what he calls “Things Leaders Do.” In an interview with Fast Company, Immelt reveals his own leadership checklist.
Personal Responsibility
Simplify Constantly.
Understand Breadth, Depth, and Context.
The importance of alignment and time management.
Leaders learn constantly and also have to learn how to teach.
Stay true to your own style.
Manage by setting boundaries with freedom in the middle.
Stay disciplined and detailed.
Leave a few things unsaid.
Like people.

28. People Work Leader Manager Focus on people 50% 15%
Strategize accounts
Work side by side
Strategic planning
Thinking
Training new ways
Encourage risk taking
Improve processes
Ask why
Develop people
Recognition
Manager
Read reports
Ask questions
Provide feedback
People problems
Short term planning
Manage expenses
Interviewing
Focus on people % %
Focus on strategy % %
Focus on operations 25% %
People
Work