Inspiring Leadership

1. Inspiring Leadership • Influencing Others • Getting the Best from Others

2. Influencing Others Vision + Courageous Leadership = Inspiring Leadership “Power is created when individuals perceive that their leaders are honorable, so they trust them, are inspired by them, believe deeply In the goals communicated by them, and desire to be led.” Stephen Covey, Principle-Centered Leadership

3. Law of Influence • Leadership is influence • Leaders do not possess influence in every area • Our influence is either positive or negative • Faithful leaders use their influence to add value • With influence comes responsibility

4. A person of Influence….. • has integrity with people • nurtures other people • has faith in people • listens to people • understands people (trifocals) • enlarges people • navigates for other people (vision) • connects with people • empowers people • reproduces other influencers (grows leaders) Maxwell: Becoming a Person of Influence

5. Influence vs. position power

6. “What am I doing to increase my realm of influence?”

7. Actions Guaranteed to Result in the Loss of Loyalty from People • Treat people’s concerns as insignificant. Remember, you are too important to take time to listen to or act on their problems. • Give people responsibility without authority and send mixed messages to everyone about the situation. • Uphold double standards. Change your views when convenient or beneficial to you personally. Do not worry about confusing or upsetting insignificant people. • Tell people if they multiply their problems by 100 they will understand the pressures you are facing. This tells them that you and your problems are more important. • Give people insufficient and untimely information and hold them responsible for results. Be secretive and use information as a lever to wield power over others.

8. Get defensive and angry if people summon the courage to come to you with a concern. Tell them that complainers can find another place to work. • Tell your secretary to always tell others that you are on the phone, in a meeting or out of the building (but instruct her to lie to insignificant people only). • Do not associate with “lesser people” and let them know that rules meant for them do not apply to you. • Get angry and make threats if you think that someone is getting discouraged and might go to someone else. After all, if your boss discovers the truth, you might get in trouble.

9. What are other ways leaders can lose the love and respect of their followers?

10. Embracing the Vision and Mission

11. Law of Buy-in Vision has power because it provides: • Awareness – the ability to see • Attitude – the faith to believe • Action – the courage to do • Achievement – the hope to endure

12. Getting the Best from Others

13. Number 10 Principle (Believing in others) • Our disappointment in a few people should not stop us from believing in people. • A trusting heart is emotionally healthy. • We behave in light of our beliefs. • A healthy marriage is build on high expectations. • Expressing belief in people’s potential encourages them to reach their potential.

14. Law of Connection • When you move your people with emotion first, they are more willing to take action. • When you give first, your people will give in return. • When you connect with individuals, soon you will gain the attention of crowds. • When you reach out to your people, they will each back toward you.

15. Law of Connection • Instead of lecturing, listen. • Instead of projecting image, project integrity. • Instead of demanding control, demonstrate compassion. • Instead of glaring at others, gaze through their eyes.

16. Law of Connection Continuous Connection • Connect with yourself • Share with openness and sincerity • Live your message • Know your audience • Communicate on others’ level • Believe totally in your people • Offer direction and hope

17. Law of Respect • R - Respect yourself and those you work with • E – Exceed the expectations of others • S – Stand firm on your convictions • P – Possess uncommon security and maturity • E – Experience Personal Success • C – Contribute to the success of others • T – Think ahead of others

18. Respect vs. Like “I respect my boss” vs. “I like my boss” Can we have both?

19. Pitfalls of Praise • Praise may, in fact, be perceived as threatening. • Instead of reassuring people about their worth, praise may be a way of gaining status over them. • Praise may constrict creativity rather than free it. • Praise can come to be associated mainly with criticism. • Rather than functioning as a bridge between people, praise may actually put distance between them. • Rather than opening the way to further contact, praise may be a means of terminating it. Farson: Management of the Absurd

20. Motivating Others What motivates people? • Significant contributions • Goal participation • Positive dissatisfaction • Recognition • Clear expectations Maxwell: Developing the Leader within You

21. De-motivators • Belittling • Being manipulated • Insensitivity • Discouraging personal growth Maxwell: Developing the Leader within You

22. Seven Deadly Sins of Leadership • Trying to be liked rather than respected • Not asking team members for advice and help • Thwarting personal talent by emphasizing rules rather than skills • Not keeping criticism constructive • Not developing a sense of responsibility in team members • Treating everyone the same way • Failing to keep people informed Maxwell: Developing the Leader Within You

23. Seven Assets Followers Desire in a Leader • Calling • Insight • Charisma • Talent • Ability • Communication skills • Character Maxwell: Developing the Leader within You