leadership mindmap

7/30/2019 Leadership Mindmap

1/72

A


2/72

HomeLeadership Mindmap

Disclaimer the following is a highly personal perspective of leadership as seen by a technology evangelist. This

material may have little to do with the nature of leadership in your world: especially if your world is not surrounded by

technologically driven change.

Copyright 2002 Dan McCreary and Associates2


3/72

An Ancient Chinese Mathematician...

... did a great deed for the Emperor of China. You may have anything in my kingdom you wish. said the emperor.

All I ask is for one grain or rice on the first square of my chess board and double that amount on each square till the

board is full.


4/72

NumberofTransistors on a

Chip

128

256 512 1,024 2,0484,096

8,19216,384 32,868

64K128K

256K 512K 1M 2M4M

8M

16M 32M 64M128M

256M

512M1G 2G

4G 8G 16G

Cable ModemSpeed (1Mbit/sec)

Processor Speed(1GHz)

Hard Disk Size(Gigabytes)

2001, 2002 Dan McCreary and Associates


5/72

HomeLeadership and Technological Change

Leadershipis about coping with change

faster technological change

more change always demands more leadership.

HBR Article What Leaders Really Do

- John Kotter



6/72

HomeWhat is aMindmap?

RelatedTopic

Related

Topic

Central

Topic

RelatedTopic

Related

Topic



7/72

HomeWhat is aMindmap?

A Mindmap is diagram with a central circle labeled with aword or phrase. Spokes radiate outward from this circle with other circles that represent relatedconcepts.

Mindmaps are ideal for describing non-linear concepts where related ideas do not necessarily flow sequentially.

Leadership is an extremely non-linear concept.



8/72

HomeLeadership

References

Heroism

Power

Patterns

Leadership

Management

Styles

Change

Vision


9/72

Home Heroism

Beowulf

Thomas

Carlyle

Heroism

The

Crucible

Joseph

Campbell

TheHeros

J


10/72

o

Co

urage


11/72

HomeHeroismThe Crucible

Crucible - A place, time or situation characterized by the confluence ofpowerful intellectual, social, economic or

political forces; a sever test of patience or belief;

The Crucible

Geeks andGeezers

Warren Bennis andRobert Thomas E

Ex

xp

pe

er

rie

ien

nc

ce

es

s

V

Va

alu

lue

es

s

M

Me

ea

an

nin

ing

g


12/72

HomeHeroismThe Crucible

EraLe

adersh

ip

Competencies

Emotional Quotient

Adaptability

Shared Meaning

Integrity


13/72

HomeHeroismHeroism The Heros Journey

DepartureRefusal to

Depart

The Heros

Journey Initiation

Courage

Character

Leaders tend to be born twice

personalitiesthey have nothadan easy

time of it. - Zaleznik

Return Refusal to

Return


14/72

HomeHeroismHeroism Ability to Face Fear

Awareness of Public

Anxieties

All of the great leaders have hadone

characteristic in common: it was the willingness to confrontunequivocally the major anxietyoftheir people in theirtime.

This, and notmuch else, is the essence of leadership.

- John Kenneth Galbraith

Courage

Self Awareness

Experience

We gain strength, and courage, andconfidenceby each experience in which we really stop to lookfear in the

face... we must do that which we think

we cannot. - Eleanor Roosevelt


15/72

HomePower

A man who has no position in society cannot even get a dog to back at him. -

Machiavelli

The Prince

Machiavelli

Power

The Art of War

Sun Tsu

TotalitarianismNearly all men can standadversity, but if you

want to test a man's character, give himpower.

Abraham Lincoln (1809-1865) Democracy


16/72

HomePowerPower - Machiavelli

Luck

Starting

Companies

Takeovers

Public

Relations

The Prince

Machiavelli

Inherited

Power

Integrity

MoneyManaging

Loyalty

Control


17/72

HomePowerDemocracy

Campaigning

The most common waypeople give up

their power is bythinking they don't have

any.

Alice Walker

Democracy

Voting

Freedom

Democracy is a process bywhich the people

are free to choose the man who will get the

blame.

Laurence Peter


18/72

HomePowerTotalitarianism

Hitler

Totalitarianism

Hanna Arendt

Stalin

Saddam

Hussein

Control of

Information

Propaganda


19/72

HomePowerTotalitarianism Control of Information

With technology making it easier to

exchange information between people, how will smart mobs change the ability of

dictators to control people?

ad-hocracy," in which people clustertemporarilyaround

information of mutualinterest.

Smart Mobs: The Next Social Revolution by Howard

Rheingold


20/72

HomeManagement

Management

Management vs.

Leadership

Management

Skills


21/72

HomeManagementManagement - Leadership vs. Management

Management is dealing with complexitywhileleadership is dealing with change..

- John Kotter

Management Complexity

Management vs. Leadership

Leadership Change

Managers are people who do things right, while leaders are

people who do the rightthing.

- Warren Bennis

Management is doing things right;

leadership is doing the rightthings.

- Peter F. Drucker


22/72

HomeManagementManagement Skills

Management Skills Administrative Skills

Communication Skills

Interpersonal Skills

Leadership Skills

Motivation Skills

Organizational Knowledge

Organizational Strategy

Self-Management

Thinking SkillsSuccessful Managers Handbook Personnel Decisions


23/72

HomeVision

The concept of vision is not theproblem, but the fact

that most business leaders who use the term don't

reallyunderstandit and worse still, don't have the

faintestidea how to create and deploy it.

Neal Thornberry

Creating a Shared

Image of the Future

Vision

Explaining

Each Persons

Role in the Future

The very essence of leadership is thatyou have to

have vision. You can'tblowan uncertain trumpet.

- Theodore M. Hesburgh

Communicating the

Vision


24/72

HomeVisionCreating a Shard Image of the Future

Find CommonValues

Creating

a Shared Images of the

Future

The Shared Vision Process

Building

Trust

The BHAG

Visualize Themselves inthe Future

Belief in

Realistic Goals


25/72

HomeVisionBHAG - The Big Hairy Audacious Goal

The BHAG

Pronounced Bee-Hag

A highly ambitious long term goal

So visionary that you are not really even sure it is possible

Something that is clearly stated and understandable by everyone

Consistent with your organizations values and purpose

A high risk of success up to 50% probability of failure

From Built to Last by Colins and Porras


26/72

HomeVisionHelping People Visualize Themselves in the Future

Helping People Visualize Themselves in the

Future

Good leaders make people feel thatthey're at the very

heart of things, not attheperiphery. Everyone feels

that he orshe makes a difference to the success of

the organization. When that happenspeople feel

centered and that gives theirwork meaning.

Warren Bennis

A Vision is a picture or view of the future. Something

not yet real butimagined. What the organization could

andshouldlook like. Part analytical andpart

emotional.Neal Thornberry


27/72

HomeChange

Things do not change; we change.

Henry David Thoreau

Technological

Change

Change

Process

Change

Managing

Change

Attitudes AboutChange

Resiliency


28/72

HomeChangeTechnological Change

Change, Technology and

Leadership

Technological

Change

Predictable

Change

Unpredictable

Change

Process

Change


29/72

Technological ChangeTechnology, Change & LeadershipHom e Change

Technology

Strategy

Change

Requires

Leadership

Knowledge Transfer


30/72

Hom e ChangeTechnological ChangeTechnology Change Analysis Techniques

Moores Law

Technological Change

Analysis

TechniquesMetcalfs Law

Coaseian

Analysis


31/72

HomeChangeTechnological ChangePredictable Change

Moores Law

Predictable

Change

Managing the

Small

Networks

Abstractions


32/72

HomeChangeTechnological ChangePredictable ChangeMoores Law

First observed in 1965 by Gorden Moore, an engineer at Intel

Density of integrated circuits was doubling ever

18 months


33/72


34/72

Calculations Per Minute Purchased by $1,000 Since 1900

4.00E+01

3.50E+01

3.00E+01

2.50E+01

2.00E+01

1.50E+01

1.00E+01

5.00E+0

0

Moores Lawln(CPS/$1,000)

0.00E+00

1880 1900 1920 1940 1960 1980 2000 2020


35/72

Year


36/72

HomeChangeTechnological ChangePredictable ChangeMoores Law 3

1

2 8

4

16

32 64

128

256

512 102418 Months = 2X

12 Doublings = 18 Years

18 Years = 2048X

2048



37/72

Integrated

Circuit Hard

Drive

Internet

Processing

Power

Storage

Density

Network

Bandwidth

The smaller the better


38/72

HomeChang e Technological ChangePredictable Change - Ronald Coase

Ronald Coase

Asked a simple question: Why are companies the size they are?

Decision to outsource a function or do it in- house determines company size

Transaction Costs

Cost to search for solutions, learn about products, bargain with suppliers, make purchasing decision, police service,

enforce fulfillment



39/72

HomeChang e Technological Change Predictable ChangeMarch to Higher Levels of Abstraction

Level of

Abstraction

for(i=1,i


40/72

HomeChang e Technological Change Predictable ChangeMarch to Higher Levels of Abstraction

Time



41/72

HomeChangeTechnological ChangePredictable ChangeCommunication Abstraction

Problem Solving

Topics

100,000

years100

years

Problem Solving

XML Messages

SentencesXML Schemas

WordsXML Tags

Phonemes XML

Sound


42/72

HomeChangeTechnological ChangePredictable ChangeCommunication Abstraction

Time Internet


43/72

HomeChangeUnpredictableChange

Metcalfs

Law

UnpredictableChange

Discontinuous

Change

The Innovators Dilemma:

When New Technologies Cause Great Firms to Fail

Clayton M Christensen


H


44/72

HomeChangeTechnological ChangePredictable ChangeManaging the Small

Managing the

Small

Nanotechnology

Richard Feynman

Biology

There's Plenty OfRoom At The

Bottom

Presentation from theDecember29th

1959

H


45/72

HomeChangeTechnological ChangePredictable ChangeManaging the Small

an

n

u

a

l

m

e

et

i

n

g

o

f

theAme

rican

Phys

ical

Soci

ety

at

the

Californi

a

Instit

ute

of

Tech

nolo

gy

H Ch T h l i l Ch


46/72

Hom e Change Technological ChangeMetcalfs law

38

Home Change Technological Change


47/72

Hom e Change Technological ChangeMetcalfs law

Metcalfs Law The value of a network increases exponentially the more people are using it

Standards

FAX

Web: 1992 90%

XML: technology for spontaneous exchange of structured data between

computer system

38

Hom e Change


48/72

Hom e ChangeManaging Change

The J Curve

ManagingChange

Who Moved My

Cheese

Setting 5,000- Foot Objectives


Hom e Change


49/72

Hom e ChangeResiliency

Commitment

Resiliency

Challenge

Control


Home


50/72

Styles

Strategy

People

Styles

Expertise

The Ways CEOs Lead

Farkas and Wetlaufer

Change

Box

Home Styles People


51/72

Home Styles People

Recruiting

Don't tell people how to do things, tell them

what to do and letthem surprise you with

theirresults.

- George S. Patton

Pe

ople

R


meddl


52/72

The

best

exec

utive

is theone

who

has

sens

e

enou

gh to

pickgood

men

to do

what

he

wants

done,

and

self-restra

int

keep

from

ing

with

them

while

they

do

-TheodoreRoosevelt


Home


53/72

HomeStylesBox

The Box Style of Leadership

Creating, Communicating and Monitoring an explicit set of controls

Process Creation, Workflow, Orchestration

Highly Regulated Environments

Home


54/72

HomePatterns

Optimism

Motivating

Patterns

IntelligenceAmazon

Teaching

Integrity

Selling

Time

Management

Home


55/72

HomePatternsMotivating

Bringing out the

Best

In People

Alan Loy McGinnis

Motivating

The J Curve

If your mind can conceive it, andifyou can

believe it, you can achieve it.

-Mary Kay Ash

Home


56/72

HomeChange The J Curve

Productivity

Increased

Productivity

Blissful

Ignorance

Falling Self

Confidence

Depths of

Despair

Rising Self

Confidence

Time

Home


57/72

HomeChange - Motivation - 12 Rules for Brining Out the Best in People

12 Rules for Brining Out the Best in People1. Expect the best from the people you lead.2. Make a thorough study of the other persons needs.3. Establish high standards for excellence.

4. Create an environment where failure is not fatal.

5. If they are going anywhere near where you want to go, climb on other peoples bandwagons.

6. Employ models to encourage success.

7. Recognize and applaud achievement.

8. Employ a mixture of positive and negative reinforcement.

9. Appeal sparingly to the competitive urge.

10. Place an premium on collaboration.

11. Build into the group an allowance for storms.

12. Take steps to keep your own motivation high.

Bringing Out the Best in People - Alan Loy McGinnis

Home


58/72

HomePatternsOptimism

John Chambers

Cisco

Prozac in the

Water

Optimism Mental

Health

Authentic

Happiness

Learned

Optimism

Martin Seligman

Home


59/72

PatternsIntegrity

HonestyEthics

Integrity

Incorruptibility

ConsistencyDont make any promises that you dont

intend to keep.

Home


60/72

PatternsTeaching

Leaders help others to succeed.

- Erin Templet

TeachingEvangelism

Good leaders do not always justlead, they teach

others to lead.

Legacy

Selling

The final test of a leader is that he leaves behind him in

other men the conviction andthe will to carry on. . . . The

genius of a goodleader is to leave behind him a situationwhich common sense, without the grace ofgenius, can

deal with successfully.

- Walter Lippmann

The number one failure of leaders is their failure toreproduce other leaders.

- JackElwood

Home


61/72

References

th

BooksAs of November 30 Amazon listed

10,047 books on leadership.

References

Articles

From Harvard Business Review onLeadership

Home


62/72

ReferencesBooks

The New Machiavelli The Art of Politics in Business - Alistair McAlpine

Authentic Happiness Using the New Positive Psychology to Realize Your Potential for Lasting

Fulfillment - Martin Seligman

Working with Emotional Intelligence Daniel Goleman

The Innovators Dilemma When New Technologies Cause Great Firms to Fail Clayton

Christensen

Bringing Out the Best in People Alan Loy McGinnis

ome e erences oo s


63/72

All 10047 results forLeadership:

Sort by: 1 V 1 1

!\.lli."- \.\11\\\1: i

More Than A

PINKCADI ACTH E. 2 1 .1 R H. 1F U TA B L E

LAWS OF

LEAPERSl-IIPF1>/lortThem

anJ P e plt Wi l l

F ll ow Yuu


64/72

Copyright 2002 Dan McCrecuy and Associates

Home


65/72

ReferencesBooks Primal Leadership


Home


66/72

ReferencesBooks Primal Leadership

Studies the relationship between emotional

intelligence and leadership.

EQ is the emotional quotient

EQ is very different from IQ

Self-Awareness Knowing ones internal state,

impulses and resources self awareness fidelity

Self-Regulation Managing ones internal states,

impulses and resources

Motivation drive, commitment, initiative, optimism

Empathy awareness of others feelings, needs and

concerns reading a groups emotional currents and

power relationships

Social Skills ability to induce desirable responses in

others


Home


67/72

Reference s Books John Maxwells 21 Irrefutable Laws of Leadership page 1

1. Law of the Lid Leadership ability determines a persons level ofeffectiveness.

2. Law of Influence The true measure of leadership is influence. Nothing more, nothing less

3. The Law of Process Leadership develops daily not in a day.

4. The Law of Navigation Anyone can steer a ship but it takes a leader to chart the course.

5. The Law of E.F. Hutton When a real leader speaks, people listen.

6. The Law of Solid Ground Trust is the foundation ofleadership.

7. The Law of Respect People naturally follow leaders stronger then themselves.

8. The Law of Intuition Leaders evaluate everything with a leadershipbias.

9. The Law of Magnetism Who you are is who you attract.

10. The Law of Connection Leaders touch the heart before they ask for the hand.

11. The Law of the Inner Circle A Leaders potential is determined by those closet to him.

12. The Law of Empowerment Only Secure leaders give power to others.


Homef


68/72

ReferencesBooks John Maxwell page 2

13. The Law of Reproduction It takes a leaders to raise up a leader

14. The Law of Buy-in People buy into the leader, then the vision.

15. The Law of Victory Leaders find a way for the team to win.

16. The Law of the Big Mo Momentum is a leaders best friend.

17. The Law of Priorities Leaders understand that activity is not necessarily accomplishment.

18. The Law of Sacrifice A leader must give up to go up.

19. The Law of Timing When lead is as important as what to do and where to go.20. The Law of Explosive Growth To add growth, lead followers to multiply lead leaders.

21. The Law of Legacy A leaders value is measured by succession.


Heme References John MaxweWs Leadership- Success Matrix


69/72

SUCCESSWITHOUT LEADERSHIP

L 10E

.A 9DE 8

R 7S

Ji 6

-

-,

---------- -- .

l------ : i51

11

----------11

p 1

1

1\4

l 1

B J

J

L 2

]T 1

y

1 24 5 6 7 8 9 10

SUCCESS DED CATJON


70/72

Copyright 2002 Dan McCreary and Associates

Home References

Articles


71/72

Articles


72/72

What Leaders Really Do John P. Kotter

Managers and Leaders: Are They Different?

Abraham Zaleznik

The Ways a CEOs Lead Farkas and

Wetlaufer

The Human Side of Management Thomas

Teal

The Work of Leadership - Heifetz and

LaurieCopyright 2002 Dan McCreary and Associates

58

leadership mindmap

Documents