1 Presented by Ron Penland LEADERSHIP. Copyright Renaissance E XECUTIVE F ORUMS 2 LEADERSHIP.

1

Presented by Ron Penland

LEADERSHIP

Copyright Renaissance EXECUTIVE FORUMS2

LEADERSHIP

Presented by Ron Penland

LEADERSHIP


Richard Trundy – Major General (Retired)


Leadership

“I have it, but I’ll be damned if I can define it.”

GENERAL GEORGE PATTONl


Definitions Of Leadership

“Leadership occurs any time one attempts to influence the behavior of an individual or group, regardless of the reason.”

Hersey and BlanchardHersey and Blanchard

An effective leader will unite followers in a shared vision that will improve an organization and society at large.

WikipediaWikipedia


Leadership

“If your actions inspire others to dream more, learn more, do more

and become more, you are a leader.”JOHN QUINCY ADAMS

l


Leadership

• Leaders• Inspire• Challenge• Model• Encourage


Thoughts to Ponder

“There are two ways to exert one’s strength; one is pushing down, the

other is pulling up.”Booker T. WashingtonBooker T. Washington

Leadership is Pulling UpLeadership is Pulling Up


Management vs. Leadership

Although your position as a manager or supervisor gives you the authority to accomplish certain tasks and objectives in the organization,

this power does not make you a leader...it only places you in charge.

Leadership enables followers to achieve high goals, more through influence than authority.


A Leadership Responsibility

• For leadership to occur, leaders must communicate the Vision to followers in such a way that the followers adopt the Vision as their own

• Leaders must not just see the Vision themselves, they must have the ability to get others to see it


The First Responsibility of Leadership

CLARITY• Values - Guiding Principles• Vision Statement• Mission Statement• Goals & Objectives


The CEO’s Tool Kit

• CEO Tools by Kraig Kramers– “The Professional CEO’s Toolkit”– 12 Action Items to Improve Your Business

Performance and Make You More Successful



• The One Page Business Plan– Too many employees come to work not

understanding what business the organization is in, who customers and clients are, & how what they do fits into the goals of the organization

– Developing a simple ONE PAGE Business Plan directed at the lowest level employee will improve communication, focus and results

– Update it quarterly and mail it home to employees



• Big, Hairy, Audacious Goals– In Good to Great Jim Collins points out that

those companies who grew to greatness set Big, Hairy, Audacious Goals (“BHAG”)

– BHAG should not be a secret– Share them with all employees so they get a

sense of where the organization is going and that the company will be there for them in the future



• Twelve Month Trailing Chart– Most employees can’t grasp numbers– Track sales and profits (or other key

indicators) for the past twelve months– With a chart, the health of the organization

can be seen at a single glance– If the date points are moving up, that is good– If the data points are trending down, take

corrective action



• The Daily Role Clarification1. Doer2. Manager3. Leader4. Doer, Manager and Leader5. Manager and Leader

Before you begin your day, and then again at lunch, read this sheet to clarify your role

Are you running the organization, or is the organization running you?



• Task Assignment Conversation Whenever you assign a task, make sure that

you specify:1. Who specifically, by name, will do the work2. That the task is Specific, Measurable,

Actionable, Realistic and Time-Bound3. Expectation must be clear:

• Unacceptable performance• Expected performance• Exceptional performance



• Questions to Ask Each Employee

1. Do you know what is expected of you at work?2. Do you have the materials and equipment you

need to do your work right?3. At work, do you have the opportunity to do what

you do best every day?4. In the last seven days, have you received

recognition or praise for doing good work?5. Does your supervisor, or someone at work, seem

to care about you as a person?6. Is there someone at work who encourages your

development?


Discovering Your Strengths

• Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton

“Most Americans do not know what their

strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer.”

Peter Drucker


Flawed Assumptions

• Each person can learn to be competent in almost anything

• Each person’s greatest room for growth is in his or her areas of greatest weakness


Strength

Authors’ Definition

Consistent, near-perfect

Performance in an activity


To Maximize Employee Potential

“Capitalize on their

Strengths

and manage around

their weaknesses”


Key Points

• Talents (natural recurring patterns of thought, feeling, or behavior) are not Strengths unless they are developed with:

– Knowledge (facts & lessons learned)– Skills (the ability to perform the steps of an

activity)

## Your Managers are Key ##• Immediate managers are undisputedly linked

to both profitability and employee retention


Meetings

• Death by Meeting by Patrick Lencioni– Daily Check-in 5 minutes– Weekly Tactical 45-90 minutes– Monthly Strategic 2 – 4 hours– Quarterly Off-site1 – 2 days

What does meetings have to do with Leadership?


The Leadership Pipeline

Manage Self

Manage Others

Director

Passage 1

Passage 4

Passage 3Passage 2

Source: Charan, R., Drotter, S.,and Noel, J. (2001) The Leadership Pipeline: How to Build the Leadership – Powered Company

Passage 5

CEO

President

Vice President


The Leadership Pipeline Suggests

Future work potential should be based on accumulated skills and experience as evidenced by:• Past Achievement • Ability to Learn New Skills • Willingness to Tackle Bigger, More Complex

or Higher-Quality Assignments.• Has Demonstrated Some Skills Needed for

the Next Level


Your Leadership Pipeline is Clogged at it’s source if…………..

• Directors are not skilled in the Passage 1 skills of the first time leader

• Directors are not capable of picking leaders from the individual contributor pool

• If any Leader at any level is performing the work of a subordinate consistently


PETER SCHULTZ STORY

• United followers in a shared vision

• Took the Porsche team to a place they would not have gone on their own

• Inspired, Challenged, Modeled, Encouraged

• Clarity

• BHAG

• Task Assignment


LEADERSHIP

QUESTIONS


YOUR LEADERSHIP CHALLENGE

• First Responsibility of Leadership

• The CEO Tool Kit – Six Action Items

• Discovering Strengths

• Daily Five Minute Meeting

• Leadership Pipeline

32

THANK YOU

LEADERSHIP

1 Presented by Ron Penland LEADERSHIP. Copyright Renaissance E XECUTIVE F ORUMS 2 LEADERSHIP.

Documents

wikipedia slide

ron penland leadership

successful slide

future slide

leadership responsibility

washington leadership

ceos tool kit big

high goals