LEADERSHIP - Perpetuating A Culture Of Excellence

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ASIS Conference on May 18, 2011

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LEADERSHIP - Perpetuating A Culture Of Excellence

  1. 1. ASIS Central Pennsylvania Chapter Annual Seminar Executive Development forThe Security Professional: A Leadership Seminar May 20, 2011 8:00 AM to 3:30 PM Hershey Country Club 1
  2. 2. ASIS Central Pennsylvania Chapter Annual Seminar SESSION NO. 2“PERPETUATING the CULTIVATION of EXCELLENCE” Presented by: Barbush Enterprises James Eugene Barbush 2
  3. 3. BARBUSH ENTERPRISES with James Eugene Barbush Success Facilitator Speaker Leadership Developer/Trainer 3
  4. 4. The Focus of BARBUSH ENTERPRISESOUR MOTTO is“Building Leaders for Todays Success"OUR OBJECTIVE is“Building People Into Leaders They Are Destined To Be”OUR OFFERINGS are“Guaranteed to INSPIRE Leaders, Management, and Project Teams, and thus MOTIVATE Leaders in Ways to Boost Their Proven SUCCESS” 4
  5. 5. BARBUSH ENTERPRISESWe invest in people!INVESTMENTS yield DIVIDENDS:• Paid when we enable attendees to further understand who they are and what they are capable of doing so they can fulfill passions and dreams.• Paid when attendees determine the actions to change their lives the lives of those around them.With investment and invigoration, Attendees produce successful events in their personal lives and in their careers, further contributing to their success and their employers. 5
  6. 6. POINT #1THE CALL COMES IN 6
  7. 7. THE CALLCOMES IN 7
  8. 8. CRISIS LEADERSHIP ARE YOU READY For QUICK RESPONSE?Jan. 15, 2009,Chesley B. Sullenberger III [ a 59 year old pilot ]masterfully landed US Airways Flight 1549 on New York’sHudson River just minutes after takeoff from New York’sLaGuardia Airport.The passenger plane’s twin engines were disabled after itstruck a flock of Canada geese. 8
  9. 9. CRISIS LEADERSHIP ARE YOU READY? Toastmasters are students of leadership. What can you teach us about leadership in crisis situations? A 3 minute pre-flight meeting “I didn’t have time inthose incredibly intense 208 seconds from when ourairplane hit the birds until we landed in the Hudson Riverto learn what I needed to learn.I had to have already learned it. I had to have investedthe preparation, put in the hard work, and paid attentionfor decades – during thousands of hours of flying time.The same is true in many other areas of our lives,including leadership. It’s a daily process.” 9
  10. 10. CRISIS LEADERSHIPARE YOU READY?ARE STAFF READY? TO PROVIDE QUICK RESPONSE 10
  11. 11. POINT #2OVERVIEW 11
  12. 12. SESSION NO. 2 “PERPETUATING the CULTIVATION of EXCELLENCE”A discussion for professionals who want to lead - - - have to lead - - - or - - - wish they could just follow but find themselves in leadership.Some managers may ask „why lead when I can follow and stress less?‟ „am I more successful the more I tell others what to do?‟This session will provide you with some fascinating insights : 1. Discovering your values and natural leadership talent 2. Determining the needs of others 3. Coaching staff through challenges 4. Garnering commitment from coworkers and colleagues 5. Achieving accountability while 6. Building trust 12
  13. 13. POINT #3YOUR MISSION 13
  14. 14. YOUR ORGANIZATION’s MISSION ASIS International, Chapter #79 (American Society For Industrial Security)1. The Preeminent Organization For Security Professionals2. Dedicated To Security Management3. Advancing Security In Pennsylvania & Worldwide4. Addressing Broad Security Interests5. Publishing No. 1 Magazine in Security Industry Security Management http://www.securitymanagement.com/ 14
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  17. 17. YOUR MISSION ON YOUR CAMPUS? Does your mission statement giveLife Giving Reminders of Why We Need To Lead? PROTECT the LIFE and PROPERTY of the CUSTOMERS we serve in a manner consistent with the highest ideals within our industry take advantage of SCIENTIFIC ADVANCEMENTS which will help us succeed in that endeavour. provide unsurpassed, personalized, quality MONITORING Whether your security concerns are large or small suit customer needs in all EMERGENCY situations 17
  18. 18. YOUR DEPARTMENT’S MISSION? Does your mission statement giveLife Giving Reminders of Why We Need To Lead On Our Campus Reflect the seriousness of what we are tasked with doing in security and safety, to affect staffin accomplishing assignments? 18
  19. 19. BOOKS FROM TREMENDOUS LIFE FOR BOOKSLIFE LONG INLEARNING MECHANICSBURG, PA YELL!!! “DON’T FORGET THE BOOKS!!!” 19
  20. 20. POINT #4 APPLICATION TOYOU AND OTHERS 20
  21. 21. OUR APPROACH IN THIS DISCUSSION 1ST YOU 2ND OTHERS Whatever We Are Talking About Should Be Considered In The Context Of1st APPLIED TO YOURSELF2nd APPLIED TO OTHERS YOU ARE CHARGED WITH LEADING 21
  22. 22. POINT #5APPLICATION OF WORDS 22
  23. 23. AN EXCELLENT QUOTE TO CONSIDER “Thank you for your willingness to help us continue our JOURNEY to become EFFECTIVE, THINKING LEADERS in TODAY‟S Dynamic Business Environment.” EFFECTIVE: adjective 1. adequate to accomplish a purpose 2. producing a deep or vivid impression Stephen Hensley Lead Security Guard Highmark Data Center ASIS Chapter 79 Program Chairperson 23
  24. 24. SESSION NO. 2:“PERPETUATING THE CULTIVATION OF EXCELLENCE” WHAT‟S IT MEAN? WORDS DEFINITION ANTONYMPERPETUATING ACTION KEEPING ALIVE PUTTING AN END TO CONTINUING the PROPOGATINGCULTIVATION ACTION TURNING THE SOIL NEGLECT NUTURING of PREPARING TO PLANT EXCELLENCE CONDITION BRILLIANCE MEDOCRE SUPERIORITY 24
  25. 25. POINT #6CULTIVATING EXCELLENCE 25
  26. 26. SESSION NO. 2:“A CULTURE OF EXCELLENCE” CREATING a Culture of EXCELLENCE CHANGING the World of Work One Person at a Time 26
  27. 27. SESSION NO. 2:“A CULTURE OF EXCELLENCE” CREATING a Culture of EXCELLENCE CHANGING the World of Work One Person at a Time 27
  28. 28. CREATE a Culture of E X C E L L E N C E CHANGING the World of Work One Person at a Time Cultivate A Culture Of INSPIRATION That Leads ToMOTIVATION and EXCELLENCE INSPIRE? EXPIRE? EXAMPLEInsurance Company Kick Off 28
  29. 29. BOOKS FROM TREMENDOUS LIFE FOR BOOKSLIFE LONG INLEARNING MECHANICSBURG, PA YELL!!! “DON’T FORGET THE BOOKS!!!” 29
  30. 30. POINT #7 “Why Lead When I Can Follow & Stress Less?”want to lead - - - have to lead - - - wish to just follow 30
  31. 31. “Why Lead When I Can Follow & Stress Less?”want to lead - - - have to lead - - - wish to just follow 1ST YOU 2ND OTHERS Look around at today‟s world ! ! ! ! YOU are desperately needed ! ! ! ! Can you ignore what is happening? Like it or not YOU are a player YOU are involved Accountability to yourselfif you are able and permitted to lead where you are. 31
  32. 32. “Why Lead When I Can Follow & Stress Less?” want to lead - - - have to lead - - - wish to just follow 1ST YOU 2ND OTHERS WHAT IF you just want to follow and SUDDENLY your leaders are removed? What are you going to do? Will you be prepared to survive? Can you fulfill your Mission Statement?An experience caused by others’ retirements 32
  33. 33. “Why Lead When I Can Follow & Stress Less?” MY EXPERIENCE want to lead - - - have to lead - - - wish to just follow …. MY EXPERIENCE….• Leaders Retired. I and others remained. Change continued. New leaders came and went.• I RECOGNIZED THAT Those who were with us started something that I liked. They created an atmosphere that I was able to fit into.NOW, THEY WERE GONE.It Was Up To Me And Those Around Me To Affect The Atmosphere Around Us By Being Leaders by Default. 33
  34. 34. “Why Lead When I Can Follow & Stress Less?”want to lead - - - have to lead - - - wish to just follow MY EXPERIENCE…. I told my co-workers: The atmosphere was not being cultivated for us as it was.We now had to cultivate the atmosphere. 34
  35. 35. “Why Lead When I Can Follow CStress Less?” When Things & h a n g e want to lead - - - have to lead - - - wish to just follow Who will pick up THE MANTLE of what was established by those gone by ? THE MANTLE ofCultivating The Atmosphere You Are In To make the atmosphere what it should be and could be?35
  36. 36. POINT #8 Discoveringyour values and natural leadership talent 36
  37. 37. INSIGHTS FOR THIS DISCUSSION1. Discovering your values and natural leadership talent2. Determining the needs of others3. Coaching staff through challenges4. Garnering commitment from coworkers and colleagues5. Achieving accountability6. Building trust 37
  38. 38. “The Leadership Summit” A Noted Presenter Play to one’s strengths, not their weaknesses 38
  39. 39. “A Must Read Book” BUCKINGHAM’S 12 QUESTIONS SELF-ANALYSIS THAT LEADS TO Great Personal CHANGEThat influences others 39
  40. 40. The 12 Questions “First, Break All The Rules” By Marcus Buckingham Your Self AnalysisA. WHAT DO I GIVEB. WHAT DO I GETC. HOW DO I BELONGD. HOW DO I GROW 40
  41. 41. MEASURING THE CORE ELEMENTS NEEDED TO ATTRACT, FOCUS, & KEEP THE MOST TALENTED EMPLOYEES The 12 Questions Adapted From “First, Break All The Rules”• Expectations Of Me? GIVE• What I Do Best? GIVE• Recognition? GET• Materials & Equipment? GET• Concern For Me? BELONG• My Opinions? BELONG• My Job Important? BELONG• Committed Co-Workers? BELONG• Best Friend At Work? BELONG• Interest In My Development? GROW• My Progress At Work? GROW• Learning And Growing? GROW 41
  42. 42. MEASURING THE CORE ELEMENTS NEEDED TO ATTRACT, FOCUS, & KEEP THE MOST TALENTED EMPLOYEES The 12 Questions Adapted From “First, Break All The Rules” YES ___ NO ___1. Do I have the opportunity to do what I do best every day at work? GIVE2. Do I know what is expected of me at work? GIVE3. Have I received recognition or praise for doing good work in the last 7 days? GET4. Do I have materials and equipment I need to do what I do best every day? GET5. Does my supervisor, or someone at work, care about me as a person? BELONG6. Do my opinions seem to count at work? BELONG7. Does my company’s mission & purpose make me feel that my job is important? BELONG8. Are my co-workers committed to doing quality work? BELONG9. Do I have a best friend at work? BELONG10. Has someone talked to me about my progress at work in the past 6 months? GROW11. Is there someone at work who encourages my development? GROW12. Have I had opportunities at work to learn and grow in the last year? GROW 42
  43. 43. MY STAIRWAY TO DISCOVERING MY VALUES AND NATURAL TALENTS DESTINY SUCCESSCATCH MY WAVE ADVENTURE LEADING SPEAKING WRITING READING 43
  44. 44. DiscoveringYour Values and Natural Leadership Talent EXPLORE - - TURN THE SOIL - - PLANT Explore your/their passions Explore your/their abilities Explore with respect to your/their job 44
  45. 45. BOOKS FROM TREMENDOUS LIFE FOR BOOKSLIFE LONG INLEARNING MECHANICSBURG, PA YELL!!! “DON’T FORGET THE BOOKS!!!” 45
  46. 46. POINT #9 Cultivating Interaction Between Generations 46
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  49. 49. CultivatingInteraction Between Generations Staying Relevant Using Social Media Learning New Technology Wisdom Of The OlderExperience Of The Older Energy Of The YoungerInitiative Of The Younger Differing Values 49
  50. 50. WORKING TOGETHER WITH DIFFERENT GENERATIONS How To Work Well With Different Generations Of People Posted on 3/23/2008 http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm A SON WORKING WITH DADThis is my very first time when I have invested money in my dad’sbusiness.I never liked his way of working or his attitude to the business but Ihad no other options.I was looking for some opportunities where I can invest and whoelse can be better than my dad? I started investing but myproblem started since then.His work culture, business ethics, passion, commitments, andeven communications were never compatible with me. It was really hard to adjust with him. 50
  51. 51. WORKING TOGETHER WITH DIFFERENT GENERATIONS How To Work Well With Different Generations Of People Posted on 3/23/2008 http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm YOUNG TECHIE AND OLDER “NO” TECHIEI have a colleague from sales department who is around 60 to 65years old.I am a tech guy so everyone in office runs to me when they faceproblems with their PC.I am scared to see this guy near my desk as he doesn’t understand what I say and I really don’t understand what he speaks.He even doesn’t know how to save a file, composing emails inoutlook and many more.I feel it was easier to teach my 7 year old niece than this guy. 51
  52. 52. WORKING TOGETHER WITH DIFFERENT GENERATIONS How To Work Well With Different Generations Of People Posted on 3/23/2008 http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm MY 7 YEAR OLD NEICE or AN OLDER MANMy niece is just 7 years old,She is always better to work with than any older guys.The only problem I see when working with her is,she wants to learn things faster and commits mistakes while goingso fast. At the same time she learns fast as well.It helps me in working with her as I go with a lower expectation butstill it is not the same as working with people of my generation. 52
  53. 53. WORKING TOGETHER WITH DIFFERENT GENERATIONS How To Work Well With Different Generations Of People Posted on 3/23/2008 http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm YOUNGER GEN WORKING WITH OLDER GENHow can WE (who are the we?) get THE OVER 40s to see we can do the jobmore effectively IF they would LET US do it in OUR WAY?First, let them know you understand the old ways. Because If you always have aninnovative system and you fail their little quiz on the old system, you’re toast.If you are 24 and your coworker is 41, you need to make sure he knows that youknow that his experience is an asset to you.Example: A 26 year old department head with 30 direct reports who were all in their 30s and 40s did not heed this advice personally in those days, so his nickname was “Punk-Boy Manager.” It’s hard to wield authority with that label floating around the office. GRATITUDE and RESPECT are what the over 40 group really wants. 53 You’ve got it made if you can fake that.
  54. 54. WORKING TOGETHER WITH DIFFERENT GENERATIONS How To Work Well With Different Generations Of People Posted on 3/23/2008 http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm OLDER GEN WORKING WITH YOUNGER GENHow can we get more productivity and work well with people under 20?Wishing people to be like you is not a strategy.You have to motivate the under 20s the way they grew up being motivated. INSPIRE?They need to be always praised along the way to the goal.• Celebrate the small victories on the road to their success and quit telling these workers about 5 year plans; their plan in 5 years is to have another plan.• Mostly likely, this plan will not involve you or your company (no offense).Give them short, tight deadlines.Make sure low-tech tools do not hinder your objectives.If their home PC is twice as fast as their work PC, they have a crummy job.And most important, they always want to do a good job and get a reward in the firstweek. Make sure your system will allow that to happen (DO YOU AGREE?). 54
  55. 55. WORKING TOGETHER WITH DIFFERENT GENERATIONS How To Work Well With Different Generations Of People Posted on 3/23/2008 http://www.quotestreasury.com/Working-Together-with-Different-Generations.htmWhat do we need to do to work more effectively with eachother as a team?Get ourselves over! Recognize that people who grew up at different part ofhistory have a unique outlook and experience toward life.• It’s always been that way and will continue.• Though these differences seem a bit greater than those in the past, they are in effect natural.Dealing with generational diversity and understanding their differences iscritical to communication and success. So, LETTING PEOPLE BE WHO AND WHAT THEY ARE and dealing with it is not new. It’s always easy to say, “We were all young once” – but the truth is we were not all young under the same circumstances. 55
  56. 56. INSIGHTS COVERED1. THE CALL COMES IN LIFE LONG LEARNING2. OVERVIEW3. THE MISSION LIFE GIVING WORDS OF PURPOSE4. CREATING A CULTURE APPLICATION TO YOU & OTHERS5. APPLICATION OF WORDS DWELL ON DEFINITIONS6. CULTIVATING EXCELLENCE ONE PERSON AT A TIME7. WHY LEAD YOU ARE NEEDED. BY DEFAULT8. DISCOVER VALUES & TALENTS SELF-ANALYSIS REQUIRES9. CULTIVATING GENERATIONS WORK WITH DIFFERENCES10.QUALITIES OF LEADERSHIP VIDEO NEXT 56
  57. 57. BOOKS FROM TREMENDOUS LIFE FOR BOOKSLIFE LONG INLEARNING MECHANICSBURG, PA YELL!!! “DON’T FORGET THE BOOKS!!!” 57
  58. 58. 58http://www.youtube.com/watch?v=UhxINyIZ454
  59. 59. EXCELLENCE IS NOT AN ACT EXCELLENCE IS A HABIT 59
  60. 60. APPA 2010 PODCASTS Moving Past TragedyHear from individuals who were in the middle of some of the most historiccampus tragedies in the last 20 years.Learn from how their wisdom and their leadership helped heal theircommunities and spearhead the movement for the advancement in safetyon campuses throughout the world. The link below will take you to the podcast:: http://www.appa.org/professionaldevelopment/APPA2010Podcasts.cfm Dawson College Donna Virraca, Communications Coordinator APPA 1643 Prince Street Alexandria, VA 22314 P: 703.684.1446, ext. 233 60
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  62. 62. CLOSINGTHE CALL COMES IN 62
  63. 63. THE CALLCOMES IN 63
  64. 64. BARBUSH ENTERPRISES with James Eugene Barbush Success Facilitator Speaker Leadership Developer/Trainer 64
  65. 65. The Focus of BARBUSH ENTERPRISESOUR MOTTO is“Building Leaders for Todays Success"OUR OBJECTIVE is“Building People Into Leaders They Are Destined To Be”OUR OFFERINGS are“Guaranteed to INSPIRE Leaders, Management, and Project Teams, and thus MOTIVATE Leaders in Ways to Boost Their Proven SUCCESS” 65
  66. 66. BARBUSH ENTERPRISESWe invest in people!INVESTMENTS yield DIVIDENDS:• Paid when we enable attendees to further understand who they are and what they are capable of doing so they can fulfill passions and dreams.• Paid when attendees determine the actions to change their lives the lives of those around them.With investment and invigoration, Attendees produce successful events in their personal lives and in their careers, further contributing to their success and their employers. 66

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