ahead leadership

8/14/2019 AHEAD Leadership

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ADERSHADERSH

SUCCESSSUCCESS



“People working together to perform a common

objective need and want effective leadership – leadership they can trust – leadership that will

nurture the soul.”

“I believe that, in this crucible of uncertainty,

there is great opportunity for positive direction –

Provided those who have been trained to think will lead and serve.”



In all of this uncertainty and change there is

a constant - PEOPLE:

• who are looking for mission and purpose in their work

• who are seeking to understand the why, not simply the

how to of their job

• who have growing appetite for more participation andownership in results

• who are increasingly looking to the work environment

for security and, in some cases, relief from confusionin their personal lives

• who are creative, productive, and want to contribute

• who have been created in God’s image with dignity

and worth



“the ability to get people to do what you wantbecause they want to do it” – Former US

President Eisenhower “the process whereby an individual directs,

guides, influences or controls the thoughts,feelings or behavior of other human beings”

LEADERSHIP VIEWS

“refers to any contribution to the

establishment and attainment of the purposesof the group which is exercised by the leader,who becomes the “center of living” of the

group as a result of his demonstrated mastery

of the social relationship in the group.”



“involves the coordinating of task-orientedactivities of the group”

“the elusive quality that inspires others to

perform.”“the discipline of deliberately exerting special

influence within a group to move it towardgoals of beneficial permanence that fulfill the

group’s real needs.”

“a quality possessed to some degree by anymember of teh group regardless of his formally

designated office or position”

LEADERSHIP VIEWS



MANAGERIAL STYLES

TRAIN-DRIVER: let me carry out to perfection

the assigned tasks in the established system.

PHYSICIAN: let me keep the system healthy and

functioning well by detecting and solving anyproblems that arise.

FARMER: let me get maximum yield that I can,

out of this established area of operation.

FISHERMAN: let me put myself in such a position

that I can look for and follow up any opportunity

wherever it appears.



THREE KEY INTERRELATED STRATEGICLEADERSHIP ACTIVITIES

SETTING A DIRECTIONSETTING A DIRECTION

INSTILLING A CULTUREINSTILLING A CULTURE

EMPHASIZINGEMPHASIZING

EXCELLENCE AND ETHICSEXCELLENCE AND ETHICS

DESIGNINGDESIGNING

THE ORGANIZATIONTHE ORGANIZATION



ree primary activities have been typicasociated with successful transformatio

leadership.

Creating a Vision

Mobilizing Commitment

Institutionalizing Change



The Leader’s Key Question:

AM I RAISING UP POTENTIAL LEADERS?

Grow a leader, grow the organization



The Leader’s Toughest Challenge:

CREATING A CLIMATE FORPOTENTIAL LEADERS

Great leaders share themselves and what they have learned



The Leader’s Primary Responsibility:

IDENTIFYING POTENTIAL LEADERS

To develop successful people, look for the gold, not the dirt



The Leader’s Crucial Task:

NURTURING POTENTIAL LEADERS

Believe in them, E ncourage them,S hare with them, T rust them



The Leader’s Daily Requirement:

EQUIPPING POTENTIAL LEADERS

All good mentoring relationships beginwith a personal relationship



The Leader’s Lifelong Commitment:

DEVELOPING POTENTIAL LEADERS

The growth and development of peopleis the highest calling of leadership



The Leader’s Highest Return:

FORMING A DREAM TEAM OFLEADERS

Teams that don’t bond cannot build



The Leader’s Greatest Joy:

COACHING A DREAM TEAM OF

LEADERS

A dream team coach commands the respect of the players



The Leader’s Finest Hour:

REALIZING VALUE TO ANDFROM LEADERS

One of the greatest rewards of adding value to people is that it comes back to

you multiplied



The Leader’s Lasting Contribution:

REPRODUCING GENERATIONSOF LEADERS

True success comes only when every

generation continues to develop the next

generation



The bottom line….

“You can not do it alone. If you reallywant to be a leader, you must develop other

leaders around you. You must establish a

team. You must find a way to get your vision seen, implemented and contributed

to by others. The leader sees a big picture,

but he needs other leaders to help make his picture a reality”

John C. Maxwell



SOURCES OF LEADERSHIP SUCCESSSOURCES OF LEADERSHIP SUCCESS

Lessons From a TreeLessons From a Tree

1. The public victory at the interpersonal level(that is cooperation, communication andcommitment) is the key to organizationaleffectiveness. It produces the “fruit”or the

results (the quality, productivity, profit,people).

2. The private victory at the personal level (thatis the character, principles, and values) is thekey to the public victory.

3. Unless leaders attend to the roots at thepersonal level, they won’t get the “fruit” atthe managerial and organizational levels.



RESULTS (Fruit)

Organizational

Managerial

Levels

MEANS (Trunk &

Branches)

Interpersonal

Level

SOURCE (Roots)

Personal

Level



ROOTS(Source)

CHARACTER

PRINCIPLES

VALUES

Personal

Trustworthiness

TRUNK AND

BRANCHES

(Means)COOPERATION

COMMUNICATION

COMMITMENT

Interpersonal Trust

FRUIT

(Results)

QUALITY

PRODUCTIVITY

PROFIT

Managerial &Organizational

Trust

TRUST



FIVE MOMENTS OF TRUTH INFIVE MOMENTS OF TRUTH IN

BECOMING A LEADERBECOMING A LEADER

1. Deciding One’s Core Principles and Values

2. Making a Deep Commitment to one’s CorePrinciples and Values

3. Aligning Behavior and Actions to One’s Deep

Commitment to Core Principles and Values

4. Self-Correcting When Out of Line

5. Allowing and Helping Others to Self-Correct



CORE

VALUESAND

PRINCIPLES

Sense of Sense of PURPOSEPURPOSE



““I know this now. Every man givesI know this now. Every man giveshis life for what he believes.his life for what he believes.

Every woman gives her life forEvery woman gives her life forwhat she believes. Sometimeswhat she believes. Sometimes

people believe in little orpeople believe in little or

nothing, yet they give their livesnothing, yet they give their livesto that little or nothing. One lifeto that little or nothing. One lifeis all we have and we live it asis all we have and we live it as

we believe in living it. And then itwe believe in living it. And then itis gone. But to sacrifice what youis gone. But to sacrifice what youare and live without belief, that’sare and live without belief, that’smore terrible than dying. Evenmore terrible than dying. Even

more terrible than dying young.”more terrible than dying young.”



DISCOVERING A PERSONAL MISSION

• A personal Mission Statement sets an

overall purpose for one’s life.

What do I want frommy life?

What do I value?What are my talents?At the end of my lifewhat do I want to have

accomplished?• Writing a Personal Mission Statement is almost more an

act of discovery than an act of creation.



“To learn, live and share the truths and blessings

of a transformed life so that I may enable others

to do likewise”

• a learner

• a model

• a mentor

• an enabler



CORE VALUES

- INTEGRITY

- COMPASSION

- EXCELLENCE



CORE VALUESAND

PRINCIPLESInnerPOWER

THE MAN IN THE GLASS



THE MAN IN THE GLASSby Dale Wimbrow

n you get what you want in your struggle for self And the world makes you king for the day, Just go to a mirror and look at yourself

And see what that man has to say.For it isn’t your father or mother or wiWhose judgment upon you must pass

The fellow whose verdict counts most in yoIs the one staring back from the glass

e people may think you a straight-shootin’ chumAnd call you a wonderful guy,

ut the man in the glass says you’re only a bumIf you can’t look him straight in the eye.

He’s the fellow to please, never mind all tFor he’s with you clear up to the en

And you’ve passed your most dangerous, diIf the man in the glass is your frien

You may fool the whole world down the pathway of lifeAnd get pats on your back as you pass,

But your final reward will be heartaches and tearsIf you’ve cheated the man in the glass.



CORE VALUES

ANDPRINCIPLES

CORE VALUESAND

PRINCIPLES



CORE VALUES

AND

PRINCIPLES

Promotes

TRUST



“What Gandhi thinks, what he feels,what he says, and what he does

are all the same. He does not neednotes.”

- Mahadev Desai

Secretary of Gandhi

“This above all: to thine own self be

true, and it must follow, as the nightthe day, thou canst not then be false

to any man.”- Polonius

from Shakespeares play,Hamlet“We may lie with our lips but we tell

the truth with the face we makewhen we lie.”

- Friedrich Nietzche



CORE VALUESAND

PRINCIPLES

CORE VALUESAND

PRINCIPLES



“We make ourselves and otherssuffer as much when we takeoffense as when we give offense.”

- Ken Keyes



CORE VALUES

AND

PRINCIPLES

ff



SELF-CORRECT OffersHOPE

CORE VALUESAND

PRINCIPLES



“There are two ways of being a person. One isalienated, anxious, and resentful; the second isopen, resonate, straightforward, and generally

speaking, buoyant. The basic thing to say aboutthis second way of being a person is that whenwe live according to it, we care about other

people, we are able to see them as they are,rather than as helps or hindrances to the

advancement of our interests. They, which is tosay their feelings and hopes and needs, arereal to us . . . Each of us chooses one or the

other of these two very different ways of beingand we make the choice from moment to

moment by how we look upon and treat otherpeople”

- Terry Warner

from the book “Bonds of

Anguish, Bonds of Love”

“I believe that the difference between successand failure in an organization can very often

be traced to the question of how well theorganization brings out the great energies and

talents of its people.”- Tom Watson of IBM



ALLOW/HELPOTHERS

GivesVALUE



THE MANAGER THE LEADER

administers innovates

maintains develops

relies on systems relies on people

counts on controls counts on trust

does things right does the right things



WILL THE LEADER PLEASE STAND UP?

• Not the president, but the role model

• Not the highest paid person but the risk-taker

• Not the person with the most perks, but theservant

• Not the one who promotes himself, but who

promotes others

• Not the taker, but the giver



“Don’t aim at success. The more

you aim at it and make it atarget, the more you are going

to miss it. For success, like

happiness, cannot be pursued.It must ensue. And it only does

so as the unintended side

effect of one’s personaldedication to a cause greaterthan oneself. You have to let ithappen by not caring about it.”

Victor Frankl



. . . Personal leadership is not a. . . Personal leadership is not a

singular experience. It is, rather,singular experience. It is, rather,

the ongoing process of keepingthe ongoing process of keepingyour vision and values before youyour vision and values before you

and aligning your life to beand aligning your life to be

congruent with those most congruent with those most important things.important things.

THE PRICE OF LEADERSHIP



THE PRICE OF LEADERSHIP

LONELINESSWEARINESS

ABANDONMENT

VISIONeadership is not personality.

. . . Leadership is not a position, nor

is leadership endowed to acertain few.. . . Leadership is that certainsomething that is “bought with a

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