1. Unit 1

2.  Leaders do not command excellence  Leaders build excellence  Excellence: “being all you can be” within the bounds of doing what is right  Do everything you are supposed to do  Set a good example for everyone  Make the world a better place

3.  Be a person of “good character”  Show drive, energy, determination, self-discipline, willpower, nerve  Guide people to the future  Show you can be trusted  Be honest in all you do, including being honest with yourself  Care about the future of others, assist them in their personal growth

4. 1. Build trust among your followers 2. Be ethical 3. Have a strong vision for the future

5.  Beliefs—things we hold dear to us and are rooted deeply within us  An opinion or conviction  A religious creed or faith  Values—attributes about the worth of people, concepts, or things  Importance  ethics

6.  Skills—knowledge and abilities a person gains throughout life  Ability to do something well  Traits—distinguishing characteristics or qualities of a person  Can be inherited

7.  Honest  Competent  Forward-looking  Inspiring  Intelligent  Fair-minded  Broad-minded  Straightforward  Imaginative

8.  Standard Bearer  Establishes the ethical framework within an organization  Commitment to live and defend the climate and culture you want in your organization  Set the example of how you want things to be  ethical behavior is learned more by observing than listening

9.  Developer  Help others learn through teaching, training, and coaching  Create an exciting place to learn and work  Never miss the opportunity to learn or teach something new  Care to encourage and develop others who are less experienced

10.  Integrator  Orchestrate the many activities that take place throughout the organization by providing a view of the future and the ability to obtain it  Success can only be achieved when there is a unity of effort  Make your presence known and felt during critical times  Employees do best when they are left to work within a vision-based framework

11. 1. Know yourself very, very well  Recognize that you are three people in one  What you are  What you think you are  What others think you are  Realize the truth is that you are what others think you are  Understand that you are the result of all your experiences—past, present, and future

12. 2. Know your people thoroughly  Know what makes others “tick”  Know others strengths and weaknesses  Realize that the day of “we’ll do it my way because I am the boss” is over forever  Understand that you lead individuals, not groups  Recognize that people are your number one responsibility and number one asset

13. 3. Know your job  There are two sides to every job  Technical side  People side  Be competent at dealing with both technology and people  Technology changes  People stay the same  New people—similar issues  People are more alike than unlike

14. 4. Know the Laws and Principles  If you want to play the game, you must know the rules  Use rules as guidelines in every leadership situation  Laws give you insight, vision, and direction  Laws help you act wisely because they apply in every situation  Laws give you consistency in thinking and effort  Laws are objective, not subjective  What they are intended to do, not what you think they should do.