1. Becoming a Firm Leader By Rex Gatto, Ph.D. Gatto Associates, LLC 412-344-2277 Website:www.rexgatto.com For New Partner and Experience Managers

2. Table of Contents  Introduction  Section 1 Leadership role of a partner  Section 2 Communication  Section 3 Giving Feedback  Section 4 Strategic Planning

3. Learning Objectives I. Effectively utilizing leadership characteristics II. Effectively communicating with others III. Giving feedback to motivate staff

4. FEEDBACK  Supportive  Corrective FEED THE FUTURE FEED THE FUTURE

5. Thought Provoking Books   “ The 21 Indispensable Qualities of a Leader” by Maxwell   “Management Challenges for the 21st Century” by Drucker   “Leading Change” by Kotter   “First Break All The Rules” by Buckingham and Coffman   “Winning” by Welch   “Where did all the Leader “Go Iacocca

6. THOUGHT PROVOKERS  Survival - how you handle it  Success  Attitude  Listen  Right questions  Common Sense

7. Overview This presentation is based on the books: Smart Manager FAQ by Rex Gatto The 2R Manager When to Relate When to Require by Peter Friedes 21 Indisputable Qualities of a Leader by John Maxwell

8. Section 1  Leadership Smart Manager pages 135-142

9. Overview  Defining Leadership  What kind of leaders are CPAs  Balancing 2 Rs  21 Characteristics of leadership  Dimension of leadership  Why we need managers and leaders  What future leaders need to know

10. Defining Leaders and Managers I. Manager = past to the present I. Leader = present to the future I. Workplace = opportunity in which you can demonstrate your ability and efforts

11. FAMOUS LEADERS WHAT DO ALL OF THESE LEADER HAVE IN COMMON?

12. LEADERSHIP In its simplest form leadership has three components:  Leader  Follower  Common Goal

13. LEADERS Behaviors of Successful Leaders Behaviors of Unsuccessful Leaders

14. Self Development  Work with end in mind  Listen first, then respond  Ask right questions  Be a multiple service provider  Flexible  Enjoy change  Challenge your thoughts  Deal with uncertainty  Maintain sense of humor  Self worth  Alternatives  Follow or let go

15. LEADERSHIP Leadership - process by which leaders guide and develop themselves and others by:  Communicating  Taking appropriate action  Building trust  Achieving goals, given Leader’s abilities and skills Leader’s abilities and skills Abilities and skills of followers Abilities and skills of followers Within a changing environment Within a changing environment

16. LEADERSHIP Leaders develop through ability, desire, and opportunity. Effectively develop followers. Address issues proactively. Develop potential by leading, making decisions. Earn the respect of followers. Respond Single out and clearly define expectations. Have desire & trust to lead in unpredictable times. Identify the right questions. Provide open, honest, trusting, respectful communication.

17. LEADERSHIP DEFINITION Leaders: Leaders: Define what the future should look like, aligns people with that vision, and inspires people to make it happen despite the obstacles (John Kotter)

18. Lead by Adaptation  Vision: where are we headed  Clearly define the job: set stretch goals  Open Communication: open communication in all directions – up and down and across the organization  Accountability for Results: in the end, it’s performance that count. YOU are responsible for results

19. Lead by Adaptation #2  Be Visible: make a point of getting out of your office and talking to the people who work for you; meet people  Performance: employee performance; give employee credit  Be a Role Model: employees respond more to your actions than to your rhetoric. Lead by example.  Change: changing business; needs ask for input  Work Environment: open trusting, respectful and honest work atmosphere

20. Carly Fiorina   putting information to work by employing an infrastructure with the flexibility and adaptability to help companies   role that character, capability and collaboration play in defining leadership

21. Jack Welch   Positive energy: go go go; they love action and relish change   Energize: the ability to love people and inspire them to move mountains   Edge: courage to make tough yes-or- no decisions -- no maybes   Execute: get the job done   Passion: a heartfelt, deep and authentic excitement about life and work   Teach Managers to mange less; instill confidence

22. Walt Disney Vision - is critical to success Involvement - create a work environment that encourages employees to be actively involved

23. Angel Merkel (Germany’s 1st women leader 11/05)   Emphasizing the need for self- sufficiency   Reforming the funding of the medical system and raising the retirement age while tinkering with the tax system   Unemployment - 5 million before the election, fell in October to its lowest level in four years at around 4 million   Debt is down

24. Robert Greenleaf   Listening   Empathy   Healing transformation   Awareness - self awareness   Persuasion   Conceptualization   Foresight: know the past and present   Stewardship: the organization is in trust   Commitment to grow people   Build community among the people

25. Jim Collins Level Five Leaders   Make the organization more successful for the next generation   Know that we created a strong company   Want my successor to be better and greater   NO ME it’s WE

26. John Maxwell Assess Your Characteristics 1. Character 2. Charisma 3. Commitment 4. Communication 5. Competence 6. Courage 7. Discernment 8. Focus 9. Generosity 10. Initiative 11. Listening 12. Passion 13. Positive attitude 14. Problem solving 15. Relationships 16. Responsibility 17. Security 18. Self-discipline 19. Servanthood 20. Teach-ability 21. Vision

27. 2 Rs Style of Leadership Relating behaviors: focus on caring trusting relationships with employees, respectful and nurturing relationships with each of your direct reports, people oriented and a caring manager Required behaviors: focus is on best results from people, ensures high quality work, demanding of results in an appropriate way and task oriented The best manager is balanced between the two styles

28. 2 R Manager Low Requiring high Low Relating High Low Relating Low Requiring Low Relating about right requiring Low Relating High Requiring About Right Relating Low Requiring About Right Relating About Right Requiring About Right Relating High Requiring High Relating Low Requiring High relating About right Requiring High Relating High Requiring

29. Four Leadership Styles

30. Leadership Styles

31. Leadership Model

32. Collins Level Five Leaders: Level 1 - Good strong individual contributor; Level 2 - team member; Level 3 - very competent employee; Level 4 - executive level concerned for his/her own success; Level 5 - strong care and concern for the organization not self; focus is on the organization. The secret to level 5 is to find the work or organization that pulls level five out of you and care so much about the organization that leadership evolves to this higher level.

33. Brady and Woodward Five Levels of Leadership Development Level 1 - Learning Level 2 - Performing Level 3 - Leading Level 4 - Mentoring leaders Level 5 - Mentoring Mentors of firm leaders

34. Maxwell: Developing the Leader within You   Level 1- Position Title   Level 2 - Permission - begins to lead   Level 3 - Production - leader get results   Level 4 - People development   Level 5 - Personhood - large following

35. Effective Leaders  Use various styles  Trust themselves  Develop themselves  Apply abilities  Know to whom and when to listen and follow

36. Six Dimensions of Leadership   Communication   Positive Attitude   Building Relationship   Decision Making   Modeling Leadership   Inspiring Others

37. Leadership Development Develop from Develop to passive—having to be stimulated, motivated, and disciplined active —being self-reliant, self-initiated and self-determined dependencerelative independence to interdependence (internalization of a set of values which become base for behavior) capable of behaving in a few wayscapable of behaving in many different ways unpredictable, shallow interests of short duration deeper interests smaller time perspectivesa much larger time perspective of events— behavior is affected by past events and future hopes subordinate positionaspiring to occupy an equal and/or superordinate position in reference to peers lack of self-awarenessawareness of and control over oneself

38. Overview  Defining Leadership  What kind of leaders are CPAs  Balancing 2 Rs  21 Characteristics of leadership  Dimension of leadership  Why we need manager and leaders  What future leaders need to know

39. LEADERSHIP PROCESS Become the best version of yourself!

40. Summary You are going through a developmental leadership process; challenge yourself To be the best version of a leader that you can