1. Leaders 481 Foundations of Leadership Session #1 (of 10) – June 21, 2012 Mark K. Clare New Value Streams Consulting LLC mark.k.clare@gmail.com 260.433.7923

2. 2 Agenda 1. Understand Course Mechanics Course Structure and Grades Using Systems 2. Conceptual Foundations What is Leadership? Our Leadership Framework 3. Get Started on Team Challenges Forming teams Approaching the challenge 4. For Next Week DRAFT We will work from 7- 9:30pm. You can plan on a 10 min break around 8:30pm. Otherwise feel free to take any necessary personal breaks. Takes precedence over the syllabus

3. 3 Three Classes Per Module 1. Thinking Strategically About Value 2. Achieving Lasting Behavior Change 3. Creating Organizational Culture Goal: Clarify nature of leadership and develop skills in the fundamentals. Special emphasis – Leaders as value innovators Be Ready To: Distill complex deliverables into a single page result Use helicopter thinking or moving up and down levels of abstraction quickly Use integrative thinking or synthesizing conflicting ideas Jump the knowing- doing gap by translating general concepts into specific actions

4. 4 Assignments and Grades Team Challenges - 75% Seeing intangible value (25 pts) Making a lasting behavior change (25 pts) Creating a shared mental model (25 pts) Knowledge Cards – 25% Author 3 cards (4 pts each) Play card and provide feedback (8 pts) Assemble 6-card deck (5 pts) Opportunity Extra Credit – to 10% Implementing team challenges Other Participation letter grade penalty for missing 2 or more sessions or DB threads without explanation Late work work is due by 1pm CT the day of the assignment. Late work (without explanation) costs 10% of the points for that assignment and will not be accepted after 3 days. A = 100 - 90% B = 89 - 80% C = 79 – 70% F = 69% or lower Interactive approach in the classroom means you must complete readings before class.

5. Use of Systems Announcements Assignments Discussion Board Course Materials Library Resources Email My Page Welcome Blog Post Deck Training

6. Leadership 101 1. What is leadership? 3 to 5 defining characteristics 2. How is leadership different from management? 3 to 5 key differences Count off by threes Take 15 minutes to work up a team answer to both questions Make notes on consensus Select someone to report out

7. 7 What is Leadership? Effort to make organizations significantly more effective via planned change Influence others to reach and grow by striving for an organizational goal or vision Strategy, governance, culture Mostly a role not a job

8. 8 Leaders are Not Managers Run the current way of working (creating value for stakeholders) Work to allocate resources optimally and continuously improve current operations Run the current “game” Develop and drive the insights, frameworks and plans needed to bring about a new way of working (creating value for stakeholders) Work to shift/leverage basic cultural assumptions, enact new vital behaviors and establish a new means of value creation Create the future “game” ManagerLeader

9. Do you consider yourself a leader? YES or NO and WHY

10. 10 Two Approaches Find Your Own Path: Survey, analyze and synthesize various models and theories into a personal philosophy of leadership Master the Fundamentals: Understand, practice and use the foundational skills that are common to all forms of leadership Start Here

11. 11 Our Leadership Framework There are three fundamentals of leadership: 1. Thinking strategically about value 2. Achieving lasting behavior change 3. Creating organizational culture Leaders that master the fundamentals are unique in that they: 1. Are deeply energized by a seeming simple but conceptually deep insight into a new means of value creation 2. Can work with others to think-through the implications of the insight 3. Have the professional will to drive out the change associate with the insight and its implications. Leaders as value innovators These are the blocking, tackling and ball handling of the leadership world

12. 12 Creating Value: Basic Building Blocks drives Behaviors / Actions What I Do What I Know, Feel And Value Learning Loop Mental Model Knowledge & Skills values Emotions & Attitudes Value Performance Results I Produce produces Creating organizational culture Achieving lasting behavior change Thinking strategically about value This model holds for individuals and groups

13. 13 Leadership Fundamentals Working Together Linking “head to foot to value” drives Behaviors / Actions What I Do What I Know, Feel And Value Learning Loop Mental Model Knowledge & Skills values Emotions & Attitudes Value Performance Results I Produce produces Creating organizational culture Achieving lasting behavior change Thinking strategically about value This model holds for individuals and groups Achieving lasting behavior change Thinking strategically about value Creating organizational culture

14. 14 Leadership Fundamentals Course readings drives Behaviors / Actions What I Do What I Know, Feel And Value Learning Loop Mental Model Knowledge & Skills values Emotions & Attitudes Value Performance Results I Produce produces Creating organizational culture Achieving lasting behavior change Thinking strategically about value This model holds for individuals and groups Achieving lasting behavior change Thinking strategically about value Creating organizational culture Foundations of Leadership Workbook M. Clare

15. Team Challenges

16. 16 Forming Teams Outstanding group with diverse skills and experiences from many different programs CRRA – 4 SA – 6 PPA – 7 PA - 3 IS – 1 QARS – 1 MI – 1 IMC -1 Teams 7 teams of 3 or 4 members CRRA forms 1 team with 4 members SA forms 2 teams with 3 members each PPA + IMC form 2 teams with 4 members each PA forms 1 team with 3 members QARS, IS and MI form 1 team with 3 members CRRA – clinical research and regulatory admin SA – sports admin PPA – public policy admin PA – predictive analytics IS – information systems QARS – quality assurance & regulatory science MI – medical informatics IMC – integrated marketing communications

17. 17 Working on Team Challenges Three challenges one on each fundamental Requirements are vague and overly ambitious by design Need to scope and execute in a way that meets the challenge but is mindful of constraints Submit preliminary ideas (optional), drafts for feedback (required) and final version for grading (required) Pulls on concepts and techniques from workbook, readings and activities in class Be Ready To: Distill complex deliverables into a single page result Use helicopter thinking or moving up and down levels of abstraction quickly Use integrative thinking or synthesizing conflicting ideas Jump the knowing- doing gap by translating general concepts into specific actions

18. Example Select a behavior change challenge that is relevant to each member of your team. Use the five pathways and six sources frameworks to design and implement a program for making that behavior change. 1.Individuals review frameworks and brainstorm ideas. 2.Meet as team to discuss and frame 3.Send instructor an email to get reaction and reframe if necessary 4.Select point-person to facilitate group work to draft, revise and post final version of challenge

19. 19 For Next Week: Thinking Strategically About Value Read Part One of Thinking Strategically about Value from Workbook See Workbook folder under documents on blackboard Approximately 21 pages Note this is different than what is in the syllabus Readings on Firms of Endearment book site Very short Read description of team challenge one To be posted Monday Join Knowledge Cards Ning network (will receive an invitation) Follow directions in blog post Welcome members of Leaders 481 – Summer 2012 Pick competency for your first knowledge card Did you read the course invitation, and syllabus?