Chief Executive Boards International

1. Chief Executive Boards International

2. Leaders:Strategies for Taking ChargebyWarren Bennis and Burt Nanus

3. I. Six Important Considerations Concerning Leadership • Leadership is about character 1. Most leaders who are derailed are derailed by lack of good judgment or poor character and not by poor technical knowledge, poor people skills or poor track record

4. I. Six Important Considerations Concerning Leadership • Leaders must be instrumental in creating a social architecture capable of generating intellectual capital 1. Organizations, especially today, are about ideas, innovation, imagination, creativity — intellectual capital 2. Leaders need to create structure that releases brain power

5. I. Six Important Considerations Concerning Leadership • Leaders have a strong determination to achieve a goal or realize a vision 1. The purpose has to communicate meaning and relevance to the followers — or else it is meaningless • The capacity to generate and sustain trust is the central ingredient in leadership 1. Trust is hard to gain and easy to lose

6. I. Six Important Considerations Concerning Leadership • Leaders have an uncanny way of enrolling people in their vision through their optimism 1. They believe they can change the world 2. Leaders are “dealers in hope”: Confucius

7. I. Six Important Considerations Concerning Leadership • Leaders have a bias towards action that results in success 1. Leaders translate vision and purpose into reality 2. “You miss one hundred percent of the shots you don’t take.” Wayne Gretzky

8. II. The Context of Leadership Today • Commitment 1. The challenge of commitment a. Fewer than 1 out of every 4 job holders say they are working at full potential b. One half say they do not put effort into their job over and above what is required to hold their job c. 75 percent say they could be significantly more effective than they are d. 6 out of 10 Americans say they do not work as hard as they used to 2. Leaders have failed to inspire workers through empowerment

9. II. The Context of Leadership Today • Complexity 1. The problems of organizations are increasingly complex • Credibility 1. The credibility of leaders is being challenged more and more a. “Impeach someone” bumper sticker b. “Don’t vote. It will only encourage them.”

10. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

11. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

12. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

13. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

14. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

15. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

16. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

17. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

18. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

19. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

20. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

21. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

22. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

23. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

24. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

25. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

26. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

27. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

28. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

29. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

30. III. New Paradigms Are Arising • 10 “mega trends” according to John Naisbitt

31. IV. Management vs. Leadership • Management 1. To bring about 2. To accomplish 3. To have charge of or responsibility for 4. To conduct • Leadership 1. Influencing 2. Guiding in direction, course, action, opinion C. Managers are people who do things right -- Leaders are people who do the right thing

32. V. Wall Street Journal Ad by United Technologies Corporation • People don’t want to be managed, they want to be led • Whoever heard of a world manager? World leader, yes • If you want to manage someone, manage yourself

33. VI. Study of 90 Successful Leaders in Private and Government Sectors • A wide variety of leaders 1. Some right-brained and some left brained 2. Some tall, some short 3. Some fat, some thin 4. Some articulate, some inarticulate 5. Some assertive, some retiring 6. Some dressed for success, some dressed for failure 7. Some participative, some autocratic a. One said he believed in “participative fascism”

34. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited • Strategy I: Attention through vision 1. All 90 leaders who were interviewed had a highly focused agenda a. They had a clear vision and were able to communicate that vision b. They could convince their followers that the goal and vision were attainable 2. Leadership is a transaction -- a transaction between leaders and followers a. Neither could exist without the other

35. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited • Strategy II: Meaning through communication 1. The management of meaning, mastery of communication, is inseparable from effective leadership 2. Leaders communicate “know why” rather than “know how” • Strategy III: Trust through positioning 1. Trust implies accountability, predictability and reliability 2. Leaders are relentless in their quest of their vision

36. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited 3. Leaders are persistent -- Calvin Coolidge said: • Nothing in the world can take the place of persistence • Talent will not; nothing is more common than unsuccessful men with great talent • Genius will not; unrewarded genius is almost a proverb • Education will not; the world is full of educated derelicts • Persistence, determination alone are omnipotent

37. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited 4. Positioning is the set of actions necessary to implement the vision of the leader

38. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited • Strategy IV: The deployment of self through positive self-regard 1. Recognizing strengths and compensating for weaknesses is the first step in achieving positive self-regard a. Leaders usually know what they are good at from an early age 2. The second element in positive self-regard is the nurturing of skills with discipline

39. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited 3. The third element in positive self-regard is the fit between personal strengths and organizational requirements a. Leaders know when there is no fit

40. VIII. Leaders Have Emotional Wisdom 1. The ability to accept people as they are, not as you would like them to be 2. The capacity to approach relationships and problems in terms of the present rather than the past 3. The ability to treat those who are close to you with the same courteous attention that you extend to strangers and casual acquaintances

41. VIII. Leaders Have Emotional Wisdom 4. The ability to trust others, even if the risk seems great 5. The ability to do without constant approval and recognition from others

42. IX. Leaders Don’t Fear Failure • They use synonyms such as mistake, glitch, false start, setback and error 1. Leaders welcome mistakes as learning opportunities 2. “Whenever I make a bum decision, I just go out and make another one.” • The only time Karl Wallenda feared falling from the high wire, he fell to his death 1. His goal that day was not to walk the wire, but rather to not fall

43. IX. Leaders Don’t Fear Failure C. When Tom Watson, the founder of IBM, was asked if he was going to fire an executive who had just lost $10 million on a project, he said: “You can’t be serious. We’ve just spent $10 million educating him.”

44. X. Empowerment • Empowerment does not involve releasing power • Empowerment gives followers an opportunity to develop • Empowerment gives followers a sense of family and community • Empowerment creates a culture of fun

45. XI. Focusing Attention: Gaining Attention • Vision cannot be established in an organization by edict, or by the exercise of power or coercion 1. It is more an act of persuasion • Leaders often communicate vision by using metaphors 1. A chicken in every pot 2. Reach out and touch someone

46. XI. Focusing Attention: Gaining Attention • Leaders communicate their vision by consistently acting on it and personifying it • Followers must feel they see the vision

47. Cost Service Quality Organizational Alignment Wal-Mart

48. Cost Service Quality Organizational Alignment Target

49. Organizational Alignment Cost K-Mart Service Quality

50. Question How effectively and consistently is my organization aligned with my vision? OR How could I be more effective and consistent at defining, articulating and communicating my vision to my organization?