Leadership Non Negotiables

Leadership Non Negotiables

…and finding your teachable point of view

Leadership…your definition & mine The seven non negotiables & the one level

five distinguisher Finding your teachable point of view Situational Leadership brief overview

Agenda

The quality to inspire someone to willingly follow when they have the freedom and the choice not to follow

#1 Reason People Leave their Jobs is…

Leadership - IMO

My Role Model…

Be Authentic & Flawed◦ Character Matters◦ Flawed is the New Perfect

Self awareness Self depracating sense of humor

◦ Personal Agendas Eventually are exposed You will not willingly be followed…you lead by title only If you care more about yourself…get out of leadership

It has been my experience that folks who have no vices…have very few virtues.”-Abraham Lincoln

“Ability may get you to the top, but it takes character to keep you there.”

“Be more concerned with your character than your reputation. Your character is who you truly are, while your reputation is merely who other people think you are.”-John Wooden

The Non Negotiables

Who is in this Picture?

Be Simple & Concise◦ KISS◦ If you have too many priorities…you will be

disappointed in the results◦ Hedgehog principle

“Complexity is your enemy. Any fool can make something complicated. It is hard to make something simple.”

-Richard Branson

The Non Negotiables

Be Consistent & Positive◦ Don’t leave your people wondering if its going to be

a good or bad day◦ Confront the facts consistently◦ Treat your people like your own bank account…

ensure you have made enough deposits before making a withdrawal

◦ The only controllable is your attitude

“Kids go get your mother…she will never see a fire like this one-Thomas Edison 1914

The Non Negotiables

Be Competent & Curious◦ The 4 Levels of Learning◦ You will be the subject of many conversations around the dinner table…◦ Ask & Listen with Genuine Curiosity…and you will build trust◦ Great Leaders listen to what they need to hear…not what they want to

hear◦ The Person who knows how will always have a job, the person who

knows “why” will always be the boss

◦ “It’s what you learn after you know it all that counts” John Wooden

◦ “It’s hard to lead the calvary, when you think you look funny sitting on the horse.”

-Hal McRae

The Non Negotiables

Be Generous & Giving◦ Giving is the highest level of living

“People will forget what you did and said…but they will never forget how you made them feel.”

-Maya Angelou“No person was ever honored for what he

received. Honor has been the reward for what he gave.

-Calvin Coolidge

The Non Negotiables

Giving…

Be Passionate & Committed◦ The “Flywheel”◦ Have you been moved to tears?◦ How will you change the lives of others?

“Many of life’s failures are people who did not realize how close they were to success when they gave up.”

-Thomas Edison

The Non Negotiables

Hire Well◦ Single most effective leadership skill◦ Look for the “unteachables”

Drive Sense of Urgency Passion Overcoming Obstacles

◦ Do we have the right people on the bus?◦ Greatest compliment…someday you work for

someone you hired

The Non Negotiables

And the most important of them all….

Be Humble Successful people are proud and have an ego

◦ Level 5 Leadership…The X factor◦ When people discover something you accomplished on their own or

through others…without you telling them…they will follow you anywhere

“You can make more friends in two months by becoming interested in other people, than you can in two years by trying to get other people interested in you.”-Andrew Carnegie

The secret to my success is whomever I was talking too, I always imagined they had a sign around their neck that read “Make me feel important”-Mary Kay Ash

The Non Negotiables

A Personal Victory

…But not what I remember most

Summary◦ Be Authentic & Flawed◦ Be Simple & Concise◦ Be Consistent & Positive◦ Be Competent & Curious◦ Be Generous & Giving◦ Be Passionate & Committed◦ Hire Well◦ Be Humble

The Non Negotiables

Developing and Delivering Your Teachable Point of View

Objectives Define and understand the importance of

developing a teachable point(s) of view.

Create your own teachable point(s) of view.

Share your teachable point(s) of view with peers and team.

Leadership and the Teachable Point of View Great Leaders Are Great Teachers

They accomplish their goals through the people they teach They teach others to be leaders, not followers

Winning Leaders Make Teaching a Personal Priority

They consider teaching one of their primary roles They use every opportunity to learn and to teach

Winners Have a “Teachable Point(s) of View” They have clear ideas and values, based on knowledge

and experience They articulate those lessons to others They “brand” themselves

Why a Teachable Point of View Leaders must organize their knowledge and be

able to articulate it clearly. They must take the wisdom they have learned through experience and pass it on to others. To do this, they must have teachable points of view, and they must take the time to teach through stories.

Teachable Point of View …A Definition The ability to articulate how your

personal/professional experiences have shaped your philosophy on leadership

The key is for the leader to translate his/her point of view into a dynamic business/personal story in order to fully engage others

Your teachable points of view can come from Triumphs or Failures

“Leadership Journey Map”

Leaders “mine” their life experiences for lessons learned

Leaders change to demonstrate what they learned from these (not just conceptual)

Leaders tell stories that communicate the impact of those lessons and invite others to share the learning

Developing Your Leadership Journey Line

Think of the times in your life that you have been particularly elated by something you accomplished.

Then think of the times when you have been disappointed by the way your life or your work was going.

Draw a timeline showing the high and low periods.

Your Leadership Journey Map

Triumphs

Status Quo

Challenge/FailureTime

Your Leadership Journey Map

Triumphs

Status Quo

Challenge/FailureTime

Developing Your Leadership Journey Line

Consider what lessons about leadership you learned from those highs and lows.

Examples:Here are some examples of stories and how leaders use

them to communicate their individuality and teachable point of view

Tom Tiller, Head of GE SiliconesStory: Tells stories of his grandfather teaching him about stretch goals. Tiller’s grandfather would give him impossible tasks like building a runway or letting him run his own lumber business. Each time, Tom would have the frustrations of early failure and missteps but he answered the challenge.Teachable Point of View: Set seemingly impossible stretch goals to get the most out of yourself.

Examples:

Eckhard Pfeiffer, Former CEO of Compaq Story: As a 4-year-old in total poverty after WWII, he became a refugee with his mother with no worldly possessions. The feeling of absolute panic gave him an incredible will to succeed. His ability to rise from poverty taught him that he could survive anything, and that he should never be afraid to take risks. Teachable Point of View: Be willing to take risks and change everything.

Examples:Rogelio Robolledo, CEO of PepsiCo Foods Latin America Story: Robolledo was a rising star at PepsiCo Frito

Lay Division. His intensity was burning out his team. One of his mentors arranged for seats behind the coach at a basketball game. His assignment to Robolledo – watch the coach and then we’ll talk about what he does. Says Robolledo, “That’s when I learned I had to listen to how the team was doing before I spoke and gave direction.”

Teachable Point of View: Listen to your people and let your team express themselves.

Developing Your Teachable Point of View

Triumph

____________________________________________________________________________________________________________________________________________

Challenge/Failure

____________________________________________________________________________________________________________________________________________

What Did I Do?

__________________________________________________________________________________________________________________________________________________________________________________________________________________

Why Did I Do It?

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Describe The Outcome

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Leadership Lesson Learned

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

This is your Teachable Point of View!!

Delivering Your Teachable Point of View Exercise:

You have an opportunity to articulate your two minute teachable point of view to your team/RM.

You must talk for at least two minutes and no more than four.

So Now What Do I Do? Think of other teachable points of view on

leadership.

Share your teachable points of view with your supervisor, peers, direct reports etc.

Sean’s Teachable Points of View

People come first; preceding strategy◦ “Put the right people on the bus, and they will tell you where to go”

Good leaders have good ideas, great leaders are implementers of good ideas

To achieve superior performance, focus on what is important and what you do well with few, but clear priorities

Treat everyone fairly, but not equally. Reward the doers Sales professionals know their business, understand where the

business is at, and work to develop their selling skills on a consistent and regular basis

Bureaucracy, politics, and nepotism strangle an organization. Informality, realism, and open dialogue liberate

Know yourself. Great leaders have a keen self awareness. As a result, they are authentic, humble, and create a climate that encourages honest feedback and open dialogue

Situational Leadership