Thinking Like a Leader Presented by Michael Clingan The Claymore Group Loveland, Colorado 970-613-0923 firstname.lastname@example.org Introduction
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The Claymore Group
One of the biggest challenges in helping others to grow into leadership roles, or in becoming a better leader ourselves, is the mastery of a particular type of thinking skills.
Unlike followers, leaders have to think about how to balance various needs, resolve differences of opinion, meet goals, improve their organization, create new opportunities and even how to keep people following them.
And the higher up one goes in an organization, the more important it becomes to think holistically and strategically, requiring a broader and even more rigorous approach to thinking.
Fortunately, a few tools have the power and practicality to be used throughout one’s career to plan and drive action and results. These tools are equally useful in a hallway conversation, chapter planning session, corporate offsite or in a crisis.
These tools aren’t part of the latest management fad — they were developed for an organization about 2,500 years ago that needed to “grow” a large number of leaders in a very short time due to competitive pressures and changing demographics.
Since a major function of leadership is to influence a group to make a change, the tools presented in this session follow the core requirements of that process.
The first tool is designed to identify both what to change and what to change to. It does this by utilizing an approach refined by Israeli physicist and author Eliyahu Goldratt. This tool is also excellent for understanding and solving organizational conflicts.
The second tool serves to plan the change in something of a unique way — by working backwards from the goal, identifying each huge obstacle along the way, breaking the obstacles down into manageable tasks and then assigning resources and timelines. Using this tool, a planning process that might normally take four hours is usually finished in less than one.
The last tool presented in this program is a template to both check the quality of the plan for change as well as to communicate the plan effectively and thus gaining the buy-in necessary to implement it. After all, even great ideas and plans mean little without followers willing to make them real.
As a final note — what the presenter finds very interesting is that by using these three tools, he not only finds himself thinking more like a leader, but that he also does a far better job of listening and talking like one as well.
Ethos is knowing yourself, your values and living authentically.
Pathos includes empathy for others and a passion for the greater good.
Logos is the ability to think precisely yet creatively and to be able to exchange ideas effectively with others.
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ASTD Chapter Example
What need prevents
us from taking the
What is the
opposite of the
What is the
both B and C?
What important need
is jeopardized by
the existence of the UDE?
action is required to
satisfy the need?
Creating new opportunities and resolving conflicts
Reach agreement, one step at a time, on each of the following. Do not skip ahead. If resistance is encountered, back up one step and recheck for agreement before moving ahead.