Lead with Purpose: John Baldoni

© 2011 John Baldoni

Lead With Purpose!

Your Host

Nick Stein@stein_nick

Director of Content & Media Rypple

Our Guest

Rypple Leadership Series

John Baldoni@JohnBaldoni

Leadership Expert Baldoni Consulting LLC

Social Goals

Your Host

Nick Stein@stein_nick

Director of Content & Media Rypple

Our Guest

Rypple Leadership Series

John Baldoni@JohnBaldoni

Leadership Expert Baldoni Consulting LLC

Lead With Purpose: Giving Your Organization a Reason to Believe in Itself (AMACOM Books)www.LeadwithPurpose.biz

“The secret of success is constancy to purpose.”

Benjamin Disraeli

Who + Why

Impetus for Action

Happiness

Enrichment

Satisfaction

Meaning

Elements of Purposeful Work

90% of those surveyed, leaders must…• Communicate the vision• Link work to results• Show how customers benefit• Do what they promise• Instill confidence

Purpose in the Workplace

AMA/NFI Research 2010

Vision Mission Values

Origin of Purpose

Create Collaborate Execute

Purpose for Results

Prioritize People

>80% of those surveyed, leaders must…

• Deliver intrinsic awards (comp. time, bonuses, etc.)

• Offer developmental opportunities• Provide timely recognition• Promote from within

Put People First

AMA/NFI Research 2010

What Does My Team Need to Know about Purpose?

How Can I Make Purpose Relevant to My Team?

How to instill purpose

Act

Lead

Communicate

Make Ambiguity Understandable

>85% of those surveyed, leaders must…

• Provide vision• Set clear expectations• Engage in planning

Make Unknown More Uncomfortable

AMA/NFI Research 2010

Square the Circle

Be pragmatic

Persevere

Spread Cheer

Turn Intention into Results

75% of those surveyed, leaders must…

• Identify what it takes to innovate• Create internal think-tanks• Challenge everyone to think creatively• Reward employees for ideas into action

Stimulate Innovation

AMA/NFI Research 2010

Customer

Competitor

Employee

Stimuli for Innovation

Paired for Innovation

Left Brain• Rational, logical• Sequential analytic

processing• Verbal/Grammatical• Literal• Objective• Time-sensitive• Accuracy

Right Brain• Imaginative, intuitive,

whimsical• Holistic framing• Visual/Gestures• Perceptual, metaphorical• Subjective• Time-free• Ambiguity, paradox

Darrell Rigby, Kara Gruver & James Allen “Innovation in Turbulent Times” Harvard Business Review June 2009

Supporting Actions

• Match authority to responsibility.

• Enable employees to create their own job descriptions.

• Cherish employees as contributors

• Take the long view, especially when things are tough.

Make It Safe to Fail (and Prevail)

>85% of those surveyed, leaders must…

• Challenge employees to think outside the box• Reward employees for taking risks• Provide clear guidance of strategic direction• Recognize people who overcome job

challenges

Encourage risk-taking

AMA/NFI Research 2010

Engagement creates Trust!

What is happening?

What are you hearing?

What can I do to help?

Enable Others to Lead

90% of those surveyed, leaders must…

• Identify high potential employees• Encourage job rotations• Offer professional development• Provide coaching/mentoring

Groom Next Generation of Leaders

AMA/NFI Research 2010

Leadership DevelopmentCapability What do you know about you

Competency What does it take to be a leader

Challenges What is holding back leaders from leading

Solutions How can leaders solve problems

Opportunities What can leaders achieve

Be •Seen

Be •Heard

Be •There

Measure of Your Legacy

How To Do More Great Work

Wednesday, November 16, 2011

Michael Bungay StanierBox of Crayons

Coaching with Compassion pt. 2

Upcoming Webinars

Tuesday, November 29, 2011

Suzanne Rotondo Teleos Leadership Institute

Questions?