1. Leadership is Not a Gene Presentation by Robert Black Graduate School, USDA April 15, 2008

2. Leadership is not what you do… It is who you are.

3. Leadership in a Changing Environment Rigid command and control systems will keep us from effectively dealing with changes We need change-adept leaders and organizations with: –Imagination to innovate –Professionalism to perform –Openness to collaborate Rosabeth Moss Kanter, The Enduring Skills of Leaders

4. The Fundamental State of Leadership The normal state The state of leadership Leadership is within the reach of anyone who is willing to transform him- or herself.* * Paraphrase from Robert E. Quinns Building the Bridge as You Walk On It: A Guide for Leading Change

5. The Normal State –Self-focused –Comfort-centered –Internally closed –Externally directed

6. Leadership State Purpose-centered Other-focused Externally open Internally directed

7. Characteristics of the Fundamental State of Leadership The common good rules Supportive relationships built on trust Meaningful work Unifying goals and objectives Boundless enthusiasm Positive emotions (hope) Embrace of uncertainty Thoughtful, caring be- havior Calculated risk taking Higher level of conficence Satisfaction from within Higher level of personal learning Higher level of organizational knowledge Pursuit of excellence Values and behav. gap continuously examined: achieve congruence and integrity

8. Self-awareness and Leadership Self-awareness makes it possible for you to be in a fundamental state of leadership –Helps you understand others in order to better relate –Assists in influencing others –Enhances your flexibility –Helps you make sound decisions re. Future –Gives you confidence –Gives you a sense of direction

9. Exercise– Personal Values Assessment (part 1) Directions: On the handout provided, individually rate each value in the list according to its importance to you by placing a checkmark in the box under the appropriate heading.

10. Exercise – Personal Values Assessment (part 2) Re-examine your always column and be brutally honest with yourself – answer: –Do these values really matter to me in how I live my life? –Have I included any just because I think I should (or someone else might think so)? –How would my life be different if I fully declared these values and lived them? –What would an organization be like if its members lived up to these values?

11. Why is CONGRUENCE important? Mission Goals Process Values and Visions

12. The Courage to Lead To be courageous…is an opportunity that sooner or later is presented to all of us. »- John F. Kennedy, Profiles in Courage

13. Four Kinds of Courage Courage to serve Courage to challenge Courage to assume responsibility Courage to leave or take a moral stand

14. Costs and benefits of leadership commitment Every action we take has costs and benefits To determine costs and benefits – and to contribute to our success - we must employ deep thinking about: 1. Ourselves 2. The world around us, and 3. Our place in it

15. Thinking Styles Big picture Realistic Strategic Reflective Bottom line

16. Leadership is a choice Between stimulus and response, there is a space.In that space lie our freedom and our power to choose our responses. In our response lie our growth and our happiness. - Anonymous

17. Contack Information Robert Black Dean, Government Audit Training Institute and Financial Management Curriculum Graduate School, USDA Phone: 202-314-3560 email: robert_black@grad.usda.gov