US Trust Advanced Leadership 01.29.2014
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US Trust Advanced Leadership 01.29.2014






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US Trust Advanced Leadership 01.29.2014 US Trust Advanced Leadership 01.29.2014 Presentation Transcript

  • The Leader of the Future
  • 23,000,000 74%
  • 88%
  • High Potential / High Performance Abbott, GE, Merrill Lynch, Microsoft, IBM, Apple, State Farm, Mayo Clinic
  • The Seven C’s of Leadership 1. 2. 3. 4. 5. 6. 7. Character Courage Communication Collaboration Competency Compassion Contribution
  • Character
  • The Leadership Challenge by Kouzes and Posner
  • I want a leader who will:  Tell me the TRUTH.  Has a clear vision for where we are going.  Has the skills to get us there successfully.  And is excited about going with me.
  • To be… Vulnerable
  • Communications Ask GREAT questions… and LISTEN!
  • SMART Communications Avoid Dialogue Attack
  • The 4 Cs of TRUST HIGH Affection TRUST Dis-trust Respect Concern LOW LOW Competence HIGH
  • “I am good at what I do… and I do it because I care about you.”
  • Collaboration
  • Some really great advice… Anne Mulcahy CEO of Xerox and the third most powerful woman in the world! 1. Build a network of great relationships with people who want to see you succeed. 2. You don’t have all of the answers, so ask for help and advice from the smartest people you can find. 3. Learn to be a learner. 4. Listen intently to your employees and to your customers.
  • Competency Books Book summaries Audio books Audio book summaries Training DVDs Seminars i-Tunes U Pod casts Blogs = a commitment to LL
  • Business Acumen Personal Experience Pattern Recognition… Strategic Insight Disciplined Execution
  • Compassion Focus me Know me Care about me Hear me Help me feel proud Equip me Help me see my value Help me grow Help me see my importance
  • Gen X Y and C/Z Respect Freedom Life-balance Accomplishment Appreciation Meaning
  • Contribution
  • Detroit - 2011 27% ---- 50% 1,000+ @ $1 Closed 44 schools 33,500 empty houses 91,000 vacant lots
  • 1994 Profits = $13.9 Billion
  • Read for 10 Minutes… • Page 18 for the “Personal Leadership Competency Model” workshop
  • “Talent wins games, but teamwork and intelligence wins championships.” Michael Jordan
  • 24
  • • • • • • • Direction – vivid, clear, inspiring --- shared Measurements – specific, observable, focused C ompetence – very good at what they do Communication – open, honest, courageous Mutual Accountability – all team members Discipline – do this every day 24
  • Page 25 11 Key Team Competencies 1-10
  • What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Treat people with respect Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. 25
  • Workshop page: 26 Action Steps
  • (T + C + ECF) x DE = Success 27
  • HUGE data set… • 600,000 employees at 500 companies. • 6,800 senior executives. • 900 books and academic articles. • 30 CEOs of Fortune 500. From: Beyond Performance by Keller and Price
  • Nine Elements of Organizational Health From: Beyond Performance by Keller and Price 1
  • Key attributes of winning cultures • High aspirations and a desire to win • Extreme customer focus • A “think like owners” attitude • Bias to action • Individuals who team • Passion and energy Bain & Company 1 - 10 28
  • Core Principles of Workforce Productivity 1 -10 • Respect Employees • Clarify Objectives • Increase Transparency • Create Dialogue 28
  • The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is… The level of highly satisfied and engaged EMPLOYEES in your business.
  • E Attachment to the company and willingness to give extra effort. Engaged Enabled Individual physical, social and emotional well-being at work. “All In” by Gostick and Elton A work environment that supports productivity and performance. Energized 28
  • 1,300,000 interviews : Basic 4 + 1 1 - 10 Wow — No Surprises — Celebrate SBA 29
  • Accountability 1. 100% Clarity + Authority 2. 100% Agreement 3. Tracking & Post 4. Coach / Mentor / Train 5. Reward / Punish 29
  • 30
  • Financial Performance Global study: 16 countries 29 companies 139 offices 5,589 respondents CR=104.12 T olerate N othing L ess Quality P&S & Customer Relationship CR= .404 CR=.277 Employee Satisfaction Workshop Page 32 Empowerment CR=.28 5 Long-term Orientation From: Practice What You Preach by Maister CR=.275 CR=.249 CR=.37 1 CR=.334 CR=.280 Coaching CR=.36 5 Enthusiasm, Commitment, Respect High Standards CR=.19 1 Training & Development CR=.24 7 Fair Compensation 31
  • To create a highly accountable culture… 1 - 10 • • • • • Communicate clearly and relentlessly. Set agreed-upon and highly specific metrics. Focus on results – not personalities. Treat people with “Ultimate Respect.” Force collaboration – teamwork is mandatory not optional. • Question all activities that don’t contribute to the company’s overall strategic goals. • Make sure that everyone in the organization – from top to bottom – focuses on accountability. • Manage AND lead!!!! 33
  • Ideas To Actions Workshop 33
  • Five Foundations of Effective Strategic Thinking 1. Business Acumen 2. Personal Experience 3. Pattern Recognition 4. Strategic Insight 5. Disciplined Execution 34
  • The Four – I’s • • • • Ignorance Inflexibility Indifference Inconsistency 34
  • How to avoid the Four I’s 1-10 • • • • • • • Aggressive external market focus. Aggressive customer focus. Keep the “Main Things” the main things. Bullish on knowledge sharing and learning. Teamwork is mandatory – not optional. Passion and commitment at all levels. Foster a healthy paranoia. • Revel in change. 34
  • The Evergreen Project 10 year study of 160 top companies 40 distinct industries 200 management practices Winners, climbers, tumblers, losers Winners had an average Total Return to Shareholders of 945%... The Losers only averaged a TRS of 62% From: What (really) Works by Joyce, Nohria, Roberson
  • The Four Primary Practices: 1. A sharply focused, clearly communicated and wellunderstood strategy for growth. 2. Flawless operational execution that consistently delivers the value proposition. 3. A performance-oriented culture that does not tolerate mediocrity. 4. A fast, flexible, flat organization that reduces bureaucracy and simplifies work. From: What (really) Works by Joyce, Nohria, Roberson 35
  • The Secondary Management Practices: • Talent = find and keep the best people. • Key leaders show commitment and enthusiasm for the business. • Embrace strategic innovation. • Master the power of partnerships. Score yourself on the 1–10 scale for all eight practices on page 35 From: What (really) Works by Joyce, Nohria, Roberson
  • Workshop • What are THREE specific action steps you can take right away That will have a dramatic positive impact on your people and the organization?
  • Influence Without Authority
  • Why is influence important? • Managers influence those around them in a myriad of ways. • Formal authority does not guarantee influence. • Subordinates do not necessarily follow directives. • Peers cannot be directed, but you need their support. • Managers / bosses must be managed, but without overt direction • ??? 2 36
  • Influence Depends on Empowerment • Formal authority may be enough to effect changes in behavior, but to gain commitment or changes in attitude as well as behavior, you have to empower others. • Empowerment means sharing power with others – that is, providing others with positional and personal sources of power so that they too have the potential to influence. • Why do you think that empowerment is the foundation of influence?
  • Influence as Exchange
  • Inspiration-Related Currencies • Vision: Being involved in a task that has larger significance for the unit, department, organization, customers or society. • Excellence: Having a chance to do important things really well. • Moral/Ethical: Doing what is “right” by a higher standard than just efficiency.
  • Task-Related Currencies • Resources: Lending or giving money, budget increases, personnel, space, etc… • Assistance: Helping existing projects or undertaking unwanted tasks. • Cooperation: Giving task support, providing quicker response time, approving a project, or aiding implementation. • Information: Providing organizational as well as technical knowledge. 36
  • Position-Related Currencies • Advancement: Giving a task or assignment that can aid in promotion. • Recognition: Acknowledging effort, accomplishment, or abilities. • Visibility: Providing a chance to be known to the higher-ups, or significant others in the organization. • Reputation: Enhancing the way a person is seen. • Importance / Insiderness: Offering a sense of importance, of “belonging.” • Network / Contacts: Providing opportunity for linking with others. 37
  • Relationship-Related Currencies • Acceptance / Inclusion: Providing closeness and friendship. • Personal Support: Giving personal and emotional backing. • Understanding: Listening to others’ concerns and issues. 37
  • Personal-Related Currencies • Self-concept: Affirming one’s values, selfesteem, and identity. • Challenge / Learning: Sharing tasks that increase skills and abilities. • Ownership / Involvement: Letting others have ownership and influence. • Gratitude: Expressing appreciation or indebtedness. 37
  • Exchange Network • Trust and credibility cannot be established overnight, but they can be lost in seconds. • It takes time and energy to build and maintain a network of exchange relationships. • The best time to begin building these relationships is before you need them.
  • POWER • Elusive, coveted, despised, enabling. • To understand power is to understand a multitude of forces acting in concert. • Power is the potential to mobilize energy. • How to exercise power, and to what ends is a critical aspect of having power. 5
  • A Framework of Power • Power is a potential force: To have an effect, power must be exercised. • Power is a social relation: While we can say that power is something that a person “has,” it is useless unless it is enacted within a social environment. • Power is situational: In some situations you might have great power, while in others you are powerless. • Power exists within a dynamic system: Your power does not remain static – it shifts, grows, wanes and disappears according to the various situation you are in and how you wield it.
  • Individual Power Matrix Before you can use your power successfully to influence others for results…you must first analyze your individual power status. Personal Power Positional Power Relational Power
  • Personal Power • Personal power is derived from your unique attributes and skills. • Personal power is critical in your ability to: – Win the cooperation of others – Win in competitive situations – Gain support from those around you 38
  • Personal Power: Creating Cooperation • Sensitivity: Being sensitive to others enables you to understand their beliefs and behaviors and how best to engage their cooperation. • Submerging Ego: Enhances your ability to understand the interests of others, and to see more clearly potential bases for cooperation. • Flexibility: Allows you to focus on your intended outcome while remaining emotionally detached and fluid in your style and position to meet the needs of the individuals you are trying to influence. 5 38
  • Personal Power: Winning in a Competitive Environment • Energy and Stamina: Allow you to sustain the effort necessary to outpace and outlast competitors. • Focus: Being able to remain focused is especially important in demanding, difficult or competitive situations. • Tolerance for Conflict: Conflict is inherent in competitive situations but personal power allows you to withstand trying environments. 39
  • Personal Power: Gaining Support • Charisma: Enables you to draw people to you more easily and convince them to believe in your cause. • Linguistic Ability: Having strong communication skills will enhance your attractiveness and enable you to articulate your position more effectively and persuasively. • Track Record: A strong track record will win people to your side. 39
  • Positional Power While your Personal Power relates to your individual attributes and skills, your Positional Power is derived for the formal roles you hold in your organization, social system and society Personal Power Positional Power Relational Power
  • Influencing others with Positional Power • Formal Hierarchical Position: Bestow power to those at the top of the organization and society by conferring formal authority to shape the culture, norms, values, vision and goals of the organization. • Controlling Strategic Resources: Your position within the flow of resources can be as important a source of positional power as formal authority from hierarchy. • Legitimate Power: This is power derived from some legitimating source such as a licensing board or an academic institution. 40
  • Influence through Relational Power While your Personal Power relates to your individual attributes and skills, and your Positional Power is derived for the formal roles you hold in your organization, social system and society, Relational Power is derived from your relationships with others. Personal Power Positional Power Relational Power 41
  • Key Factor of Relational Power: Tie Strength Duration Frequency of Interaction Mutual Intimacy Reciprocity Multiplexity 41
  • Influencing Through Power: Summary • Personal Power – Win Cooperation: sensitivity, submerge ego, flexibility – Win in Competition: energy, focus, tolerance for conflict – Gain Support: charisma, linguistic ability, track record • Positional Power – Hierarchy: formal position – Resources: access to flow of goods/information – Legitimate Power: licenses, degrees • Relational Power – Tie Strength: duration, intimacy, reciprocity, multiplexity
  • Influence Tactics • We influence those around us in a myriad of ways. If each of us were to describe an incident where we tried to influence another person, the examples of tactics used would probably be as numerous as the number of people polled. Indeed, one recent survey of 100 managers found more than 1400 different techniques by which managers attempted to “get their way” through influence.
  • The Seven Basic Influence Tactics: Reason Coalition Friendliness Bargaining Assertiveness Higher Authority Sanctions… 42
  • Workshop: Page 44 Influence Workshop Choose one person in your professional life that you would like to have more influence over, someone that you feel it is critical to improve your working relationship with. Now, go back over all of the tools you’ve just learned and create a plan for how you can create, build and sustain more influence with this person. • • • The Various Exchange Currencies (inspiration, task, positional, relationship, personal) Power (personal , positional, relational) Seven Basic Influence Tactics (reason, coalition, friendliness, bargaining, assertiveness, higher authority, sanctions) What are specific steps you can take, actions you can plan and implement to build more influence over this person? 44
  • If you have any questions at all please do not hesitate to send a note or call. My email address is: My twitter address is: @awesomelysimple *** Please connect with me on LinkedIn *** Also, you might find value in the ideas I share in my blog. You can sign up for it at: