Effective Leadership Practices NACM Leadership Core Competency Fundamentals.

Effective Leadership Practices

NACMLeadership Core Competency

Fundamentals

Leadership: Isn’t Only…

• Position and place

• Skills and systems

• Tools and techniques

Leadership: It Is Also…

• You being you

• Practicing what you preach

• Doing what you say you will do

• “Finding your voice”

Defining Leadership

• An influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. – (Joseph Rost, Leadership for the Twenty First Century).

• When one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.– (James MacGregor Burns, Leadership).

The Tough Thing About Leadership

• Part “Do”, Part “Be”

• Managers Do Things Right. Leaders Do the Right Thing.

• What is the “right thing” to do? Sez who?

• Building trust

NACM Leadership Competencies

• Be credible in action

• Create focus through vision and purpose

• Manage interdependencies: Work beyond the boundaries

• Create a high performance environment

• Do skillful and continual diagnosis

Being Credible in Action

Credibility?

• 64 percent said they don’t believe what management says

• 50 percent said they aren’t informed about the organization’s plans

Credibility

• Do as I say, AND as I do• Decisions and actions consistent, timely• Honest behavior• Know their jobs• Know (and care about) them• Foster communication and community• Provide opportunities to grow and learn• As much as possible, people make their

own decisions• Give people credit• Solve problems and foster success

Ethics: A Key to Credibility

• Managers do things right. Leaders do the right thing.

•Warren Bennis

• What’s the right thing?

• Weigh the pragmatic in the clarifying light of the moral.

•Max DePree, former President, Herman Miller

Creating Focus Through Vision and Purpose

Vision

• Put it before them briefly so they will read it, clearly so they will appreciate it, picturesquely so they will remember it and, above all, accurately so they will be guided by its light.

– Joseph Pulitzer

Vision Test

• A realistic, credible, attractive future• A future that is better, more

successful, or more desirable than the present

• A desirable destination• An idea so energizing that it, in

effect, jump starts the future by calling forth the skills, talents and resources to make it happen

Strategic Leadership

»Purpose»Priorities»Capacity»Context»Action »Alignment

Three Key Questions

• Where are we now?

• Where do we go?

• How do we get there?

• The difference between being an entourage in an activity trap and an organization with a focus.

The Essence of It All

•Focus on Contribution

Beyond the Boundaries: Managing

Interdependencies

“There are no results within the walls of an organization.”

-Peter Drucker

What They’re Telling Us

• 35 percent feel the justice system works and people get the justice they deserve

• 62 percent disagree

• Opinion Research Corporation, 1997

More of What They’re Telling Us

• 80 percent- Cases are not resolved in a timely manner

• Over 50 percent- Judges do not give adequate time and attention to each individual case

• Over 50 percent- Courts do not make sure their orders are enforced

• 40 percent- Court rulings are not understood by the people involved in case

• 40 percent- Courts are not in touch with their communities

Leadership Beyond the Boundaries

• Work on Relationships• Begin With Inquiry• Listen• Understand Interdependencies• Anticipate Needs• Manage Expectations• Keep Up the Dialogue

Creating a High Performance Work Environment

Exercising Influence

• Beyond Organization Structure and Formal Authority

• Power in Your Position, or,

• Power in Your Person, or,

• Both?

Assumptions of the World’s Best Leaders

• Each person’s talents are enduring and unique

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

Great Leaders

• Look for talent in every role• Focus people’s performance on

outcomes rather than force them into a stylistic mold

• Treat each employee differently• Spend most of their time with

their best people

•The Gallup Organization

Doing Skillful and Continual Diagnosis

The Leader as Diagnostician

Financial: How do we look to our funding sources?

Customers: How do we look to our customers?

Court Strategy

Internal Processes: Are we improving how work is done?

Future: Can we sustain our performance?

21st Century Leadership Development

• Stop concentrating on the leader• See leadership as an episodic affair of a group

(not a desired way of life of a single individual)

• Educate people to use influence, not authority• Develop people to work in a non-coercive

relationship• Develop people’s collaborative skills• Build trust among diverse people (leadership

relationships are based on mutual trust)

• Joseph Rost