1. © Catalyst Advancement, LLC Partnering for Transformation 1© Catalyst Advancement Effective Leadership

2. Partnering for Transformation © Catalyst Advancement Organization Development Towards Declining Organization Towards Renewing Organization Chaos & Confusion Bureaucracy Busyness Conflict Avoidance Local Emporiums Internal Focus Teamwork Customer Orientation Leadership & Empowerment Innovation Risk Taking Global multicultural Respect Trust, openness

3. Partnering for Transformation © Catalyst Advancement Traits of successful leaders  Ability to listen  Ability to attract excellent people  Ability to keep excellent people  Ability to make decisions of his/hers own Source: MCE Effective Leadership

4. Partnering for Transformation © Catalyst Advancement Why and How Successful Executives Get Derailed In general, the flaws of the successful and the derailed showed when one or more of five things happened: They lost a boss who had covered or compensated their weaknesses They entered a job for which they were not prepared (another function or big change in responsibility), usually coupled with having a new boss whose style was quite different They left behind of little problems or bruised people, either because they handled them poorly or moved so quickly they failed to handle them at all They moved up during an organizational shake-up and weren't scrutinized until during the shakedown period. They entered the executive suite, where getting along with others under highly stressful conditions is critically important. Source: Center for Creative Leadership Effective Leadership

5. Partnering for Transformation © Catalyst Advancement Those who arrived contrasted with those who derailed Similar in many ways: * incredibly bright * identified early *outstanding track records *have a few flaws *made many scarifies But those who arrived: *had more diversity in their track records - had done more different kinds of thing well *maintained composure under stress *handled mistakes with poise and grace *focused on problems and solved them *get along with all kinds of people - were outspoken but not offensive. Source: Center for Creative Leadership Effective Leadership

6. Partnering for Transformation © Catalyst Advancement Behavior of effective leaders They did not start with the question, "What do I want?" They started out asking, "What needs to be done?" Then they asked, "What can and should I do to make a difference?" They constantly asked, "What are organization's missions and goals? What constitutes performance and results in this organization?" They were extremely tolerant of diversity of people. But they were totally intolerant when it came to a person's performance, standards, and values. They were not afraid the strength in their associates. They submitted themselves "the mirror test" - i.e. they made sure that the person they saw in the mirror in the morning was the kind of person they wanted to be, respect, and believe in. Source: Peter Drucker

7. Partnering for Transformation © Catalyst Advancement LEADERS OF THE FUTURE Less for what they say and more for what they deliver Less by their title and position and more by their expertise and competence Less by what they control and more by what they shape Less by goals what they set and more by mind-set they build Both for great personal credibility and for exceptional organizational capabilities Effective Leadership

8. Partnering for Transformation © Catalyst Advancement Strong leadership is a source of a company’s competitive advantage. There are many outstanding leaders we can learn from. There are also some excellent organizations we can learn from. A company’s leaders should help define their leadership philosophy and be role models in the development of the company's future leaders.. Developing Future Leaders Effective Leadership