1. Instructions for CA Reviewers The purpose in having you review this material is to have you comment/critique/ add/delete/ change the content to make it come across as CA North American Sales. Feel free to be ruthless. You will notice that there is no “Jon” content in terms of his messages from his presentations over the last year. We are hoping to get some of these messages from you. We will map the decks to Jon’s presentations later. When you opened this from your email at the top of your screen there is a button “Enable Editing” … click this and you will be able to edit the slides. Below each slide you will notice that there is an area Click to add Notes below each slide into which you can type your comments and/or changes. Then, simply save the PowerPoint files and send them back to me. ldryburgh@balancedworklife.com The final draft will be work shopped at the NA SLT meeting in July to arrive at a final version.

2. We must become the change we want to see. - Mahatma Gandhi

3. What is Leadership? Leadership is the ability to: “express a vision, influence others to achieve results, empower others, encourage cooperation, and be an example.”

4. Successful leaders are committed to “creating a world to which people want to belong.” Successful leadership involves managing relationships and communicating within a team to move towards a specific goal.

5. Leadership is not the same thing as management. Management is “getting things done through others.”

6. Leadership is “getting others to want to do things.” Leadership is intimately tied up with motivating and influencing others.

7. A good deal of leadership can come from people who are not formal leaders.

8. Leading is the result of using one’s role and leadership ability to influence others in some way.

9. True leaders are not “bosses” or “commanders”. Instead of power, true leadership comes from influence and integrity.

10. Strengthening your leadership ability can help you improve your capacity to achieve results and reach personal or organizational outcomes.

11. Leadership Field Guide Table of Contents Model the Way aka Walk the Talk Inspire with Your Vision of the Future Challenge the Process – Change/Grow/Improve Empower Others to Act – Invest/Collaborate Encourage the Heart – Celebrate!

12. Model the Way First, find your voice by clarifying and communicating your personal values Then, set the example by aligning your actions with your values Walk the Talk!

13. Do What You Say Be consistent in how you handle critical incidents, how you spend your time, how you recognize and reward, and the stories you tell to build the culture. Model the Way

14. Model the Way Bea Professional Be loyal to the organization, perform selfless service, take personal responsibility.

15. Be a professional who possess good character traits Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. Model the Way

16. Model the Way Be a professional who possess good character traits Integrity is measured by what you do when no one is watching you. Don’t compromise. No one can take your integrity—you have to give it away. Don’t –it’s your most prized possession.

17. Model the Way Focus on Excellence Focus on excellence and those around you will follow suit.

18. Model the Way Focus on Excellence Leaders have GRIT Guts Resilience Intensity Tenacity

19. Model the Way Focus on Excellence Winners contribute to their surroundings; losers complain about them. Winners are problem solvers; losers are problem identifiers. Be a winner.

20. Model the Way Focus on Excellence Winners forget they’re in a race – they just love to run. Enthusiasm is like a rumor—it spreads fast. Don’t rationalize failure. “Can Do.”

21. Model the Way Focus on Excellence Great leaders leave a legacy of excellence in the hearts, minds, and souls of the people they lead. They are trustworthy, earn our respect, and genuinely care about us.

22. Model the Way Focus on Excellence Their legacy is the example of excellence that shapes us. They touch our souls. They never ask for anything in return. They embody what it means to be a leader.

23. Model the Way Focus on Excellence Many leaders get great results, but obtaining great results is not proof of great leadership. For the great leader, great results are merely a byproduct of bringing out the best in others. Such leaders are personal and national treasures. Cultivate them.

24. Model the Way Tend your own garden Make your functional area the best place it can possibly be. Focus your talents and energies on areas you can directly influence and control.

25. Model the Way Tend your own garden Make life better and more meaningful for those around you. Be committed to excellence in every facet of existence. Defeat the entitlement mindset.

26. Model the Way Tend your own garden Pick your battles… Beyond our area of control is another area, the area of influence, which we do not control but which we can help shape. Events in the area of influence affect our gardens, but events we control in our gardens can also affect the area of influence.

27. Model the Way Tend your own garden Those who tend their gardens discover that excellence is infectious. People want to be on winning teams, and they want to make their teams winners. Engaging in petty rivalries and jealousies is counterproductive.

28. Model the Way Be an Expert in the Basics Great leaders are great teachers. Your mark on your profession is the quality of the junior leaders who follow you.

29. Model the Way Be an Expert in the Basics People expect their leaders to be experts in the basics.

30. Model the Way Be an Expert in the Basics When leaders coach, they generate confidence among their subordinates. Leaders learn a great deal about their peoples’ strengths and weaknesses while teaching the basics to them.

31. Model the Way Be an Expert in the Basics As the leader coaches, the employees get to understand the standards that the leader expects in daily operations.

32. Model the Way Be an Expert in the Basics Set high standards and demand compliance. People appreciate high standards that are uniformly enforced.

33. Model the Way Be an Expert in the Basics Never pass over a mistake. If you do, you have set a new standard.

34. Model the Way Be an Expert in the Basics Leaders must be visible, share hardships, and be the best. Being with your employees sets a great example and demonstrates that you are a leader who cares.

35. Model the Way Be Trustworthy The foundation of every healthy relationship is trust.

36. Model the Way Be Trustworthy Relationships usually fail because of an actual or perceived breach of trust.

37. Be Trustworthy A leader must earn trust. Good leaders are worthy of trust. Model the Way

38. Model the Way Be Trustworthy Good leaders earn trust through: Good character and professional competence Creating meaningful goals that generate excitement and coherent plans to meet those goals Sound and timely decisions Setting the example Uplifting those around them to be better Caring about others and treating them with respect Good Leaders do the right thing.

39. Model the Way Be Trustworthy Trust, which is the foundation of morale, is the first principle of leadership and the emotion that holds an organization together. Trust is the genesis of faith in oneself, one’s co-workers, one’s leaders, and one’s team.

40. Model the Way Be Trustworthy Mutual trust fosters initiative and instills a greater sense of responsibility. People who trust one another share a bond of faith and understanding.

41. Model the Way Be Trustworthy Leaders who trust their subordinates can loosen the reins and unleash creative energies. Mutual trust in competence, discipline, character, and sound judgment is a requirement for independent initiative.

42. Model the Way Be Trustworthy The best leaders use the principle of trust to guide their actions and decisions. Trustworthy leaders create high-performing units that have superb morale.

43. Model the Way Grow Through Feedback Feedback is a dialogue among professionals to improve the organization. Good Leaders get feedback from subordinates.

44. Model the Way Grow Through Feedback Subordinates will only tell you the full truth if: They know you are genuine They know disagreement does not equal disrespect They see you take action on their feedback They know that what they say is not going to be held against them

45. Model the Way Grow Through Feedback Give feedback on subordinates’ feedback. Let them know when you implement one of their ideas, and tell them how the idea has improved the unit.

46. Model the Way Grow Through Feedback A good leader has the courage and confidence to be humble, listen to others, set the example, and foster healthy disagreement and the exchange of ideas and insights.

47. Model the Way In summary: Clarify & Communicate your Personal Values Do What You Say Bea Professional Focus on Excellence Tend your own Garden Be an Expert in the Basics Be Trustworthy Grow Through Feedback

48. Inspire a Shared Vision Envision the future by imagining exciting and inspiring possibilities A great Leader inspires excited and motivated people to reach for goals which they may not have even dared to dream about on their own.

49. Inspire a Shared Vision Envision the future by imagining exciting and inspiring possibilities Leaders passionately believe that they can make a difference. They have a desire to make something happen, to change the way things are, to create something that’s never existed before.

50. Inspire a Shared Vision Envision the future by imagining exciting and inspiring possibilities Leaders envision the future. A vision is a mental picture of what tomorrow will be like. It expresses our highest standards and values. It sets us apart and makes us feel special. It spans years of time and keeps us focused on the future. And, it must appeal to all who have a stake in it.

51. Inspire a Shared Vision Enlist support of others in a common vision by appealing to shared aspirations However, having a vision of the future isn’t enough. Others must be able to see themselves in that future.

52. Enlist support of others in a common vision by appealing to shared aspirations Leaders know what motivates their constituents. They forge a unity of purpose by showing constituents how the vision can meet their needs and serve the common good.

53. Enlist support of others in a common vision by appealing to shared aspirations Leaders are personally convinced of the value of the vision and share it with genuine passion and conviction. Enthusiasm is catching. It uplifts people’s spirits.

54. Inspire a Shared Vision “The very essence of leadership is that you have to have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion.” — Theodore Hesburgh, President of the University of Notre Dame

55. Inspire a Shared Vision In Summary Envision the future by imagining exciting and inspiring possibilities Enlist support of others in a common vision by appealing to shared aspirations

56. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve Exemplary leaders are proactive – they seize the initiative.

57. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve Leadership and innovation are nearly synonymous.

58. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve Leaders know that people will not change unless they can see how a new policy, process, or program fits with their personal needs. Leaders find ways to make the work of change intrinsically motivating to their constituents.

59. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve Because new and innovative ideas often originate outside the organization – they come from customers, research labs, or other outside sources – leaders use their “outsight” – their ability to perceive external realities – to constantly survey the landscape of technology, politics, economics, demographics, art, religion, and society.

60. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve Leaders are open to receiving ideas from anyone and anywhere.

61. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve “Try harder” is a sure-fire way to get nowhere when people are doing their best under a prevailing paradigm. Instead of asking your people to try harder, how about asking them to think differently?

62. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve Allow people to think in different ways to improve performance, and then unleash them and see what happens.

63. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve Look for areas that need improvement, tell people what you want done and why, and then guide them.

64. Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve The trust and confidence given to others will be rewarded in their enthusiasm, ownership of standards, and excellence. People will amaze you with their ingenuity, and when they succeed, even partially, praise them in public.

65. Challenge the Process Experiment and take risks by constantly generating small wins and learning from mistakes A leader who promotes creativity and change must have the maturity to accept that not all will turn out well. There is no better way to bring improvement to a halt than to punish someone when honest innovation goes awry. Innovation rarely comes from a unit led by a screamer.

66. Challenge the Process Experiment and take risks by constantly generating small wins and learning from mistakes Humility and courage are complementary qualities and admitting mistakes takes courage. Few people have earned respect who have not admitted mistakes, accepted feedback, or listened to others.

67. Challenge the Process Experiment and take risks by constantly generating small wins and learning from mistakes Leaders must allow mistakes to teach and learn. They must never allow failure.

68. Challenge the Process Experiment and take risks by constantly generating small wins and learning from mistakes Real leaders promote the idea that disagreement does not equal disrespect. The best leaders revel in disagreement because they know that independent thinking is the only way to discover the best solutions to problems.

69. Challenge the Process Experiment and take risks by constantly generating small wins and learning from mistakes Independent thinking cannot occur in an environment that demands blind obedience. The magic of exchanging ideas is getting to know what and how other people think. Having faith and confidence in each other’s performance in uncertain and ambiguous situations is the key to initiative.

70. In Summary Seek innovative ways to change, grow and improve Experiment and take risks by constantly generating small wins and learning from mistakes Challenge the Process

71. Empower Others to Act Foster collaboration by promoting cooperative goals and building trust “You can’t do it alone” is the mantra of exemplary leaders. You simply can’t get extraordinary things done by yourself.

72. Empower Others to Act Foster collaboration by promoting cooperative goals and building trust Collaboration is the master skill that enables teams, partnerships, and other alliances to function effectively. Leaders foster collaboration by promoting cooperative goals and building trust.

73. Empower Others to Act Foster collaboration by promoting cooperative goals and building trust At the very heart of cooperation is trust. Leaders help create a trusting climate by the example they set and through active listening.

74. Empower Others to Act Foster collaboration by promoting cooperative goals and building trust Collaboration can be sustained only when leaders promote a sense of mutual reliance – the feeling that we’re all in this together.

75. Empower Others to Act Strengthen others by sharing power and discretion Creating a climate where people are involved and feel important is at the heart of strengthening others.

76. Empower Others to Act Strengthen others by sharing power and discretion It’s essentially the process of turning constituents into leaders themselves – making people capable of acting on their own initiative.

77. Empower Others to Act Strengthen others by sharing power and discretion People must have the latitude to make their own decisions. They must work in an environment that both builds their ability to perform a task and promotes a sense of self-confidence. They must experience a sense of personal accountability so that they can feel ownership for their achievements.

78. Define clear roles and responsibilities Clear expectations produce good results. People generally want to do well. When leaders make expectations clear, people tend to rise to the occasion to meet them. Empower Others to Act

79. Empower Others to Act Define clear roles and responsibilities When you analyze why an individual or unit failed to accomplish what you wanted, the reason is often unclear expectations and poor guidance. Few things are more demoralizing than to believe you have done a good job, only to be told that you have completely missed the mark.

80. Empower Others to Act Define clear roles and responsibilities Articulate expectations and have subordinates read back (the guidance) for possible correction. If you work for someone who provides fuzzy expectations, read back for possible correction until you know what the person wants.

81. Empower Others to Act Define clear roles and responsibilities Clarifying expectations does not mean handholding or telling people how to do their jobs. Simply express what you want done and why and then unleash your subordinates’ creativity to accomplish the mission.

82. Empower Others to Act Define clear roles and responsibilities How much guidance you give depends on the amount of trust and confidence you have in one another.

83. Empower Others to Act Define clear roles and responsibilities Knowing what to do is knowing the letter of the law; knowing why you do it is knowing its spirit. Making the “what and why” clear enables subordinates to take meaningful initiative, and they might even succeed beyond expectations.

84. Empower Others to Act Define clear roles and responsibilities Enforcing standards and accountabilities demonstrates that what we say is important and what we do is consistent. Making policies that we do not enforce sends the message that standards are not important.

85. Empower Others to Act Define clear roles and responsibilities If discipline means doing what is right, then education is the critical component of discipline. Education helps promote ownership of standards. People will be far more willing to meet standards when they understand their importance and do not regard them as mere harassment.

86. Leave a Legacy Great leaders leave a legacy of excellence for their unit by creating compellingly effective systems and leaving the systems in place when they, themselves, leave. Empower Others to Act

87. Empower Others to Act Leave a Legacy The test of the systems’ excellence comes when a leader’s successor arrives. If the successor understands the logic and the effectiveness of the systems the previous leader has put in place and keeps those systems in place, the previous leader will have succeeded.

88. Empower Others to Act Leave a Legacy Viable systems sustain predictability and balance, and because the best systems do not depend on a leader’s personality, units do not need to reinvent the wheel after every transition. A unit with sound systems in place can sustain excellence over a long period.

89. In Summary Foster collaboration by promoting cooperative goals and building trust Strengthen others by sharing power and discretion Define clear roles and responsibilities Leave a Legacy Empower Others to Act

90. Encourage the Heart Recognize contributions by showing appreciation for individual excellence Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions by showing appreciation for individual excellence.

91. Encourage the Heart Recognize contributions by showing appreciation for individual excellence Use thank you notes, smiles, awards, and public praise to demonstrate your appreciation. Leaders love to boast about the achievements of others. They make others feel like winners.

92. Encourage the Heart Recognize contributions by showing appreciation for individual excellence Leaders expect the best of people. Recognition is done in a context of high expectations and clear standards.

93. Encourage the Heart Recognize contributions by showing appreciation for individual excellence By paying attention, offering encouragement, personalizing appreciation, and maintaining a positive outlook, leaders stimulate, rekindle and focus people’s energies.

94. Encourage the Heart Recognize contributions by showing appreciation for individual excellence Correct and train people in private, reward them in public.

95. Encourage the Heart Celebrate the values and victories by creating a spirit of community Give awards for small group’s successes, and publicize both the groups and their leaders.

96. Encourage the Heart Celebrate the values and victories by creating a spirit of community Try something new and have the maturity to write off mistakes along the way. The road to excellence is not smooth; it is bumpy and full of high adventure; it is fun, painful, daunting, exciting, and rewarding.

97. Encourage the Heart Celebrate the values and victories by creating a spirit of community When a project falters, praise the individual publicly for having the guts to try something new. Look for the golden nuggets in the effort that the unit can use, and take the time to see if the effort can be directed onto another area. Chances are you will see plenty of ways to use the innovations and ideas embedded in the project.

98. Show You Care Caring comes in myriad forms, including providing high-quality training, good tools and equipment, and a good quality of life for subordinates and their families. Encourage the Heart

99. Encourage the Heart Show You Care Leaders demonstrate that they care about people as individuals rather than as personnel or “human resources”.

100. Encourage the Heart Show You Care Great leaders do not need to read from a three-by-five card to discuss subordinates’ accomplishments at a promotion, award, or farewell. They visit family members in the hospital. They write letters to spouses after subordinates get awards or promotions, explaining why the person is valuable to the unit and to the organization.

101. Encourage the Heart Show You Care When leaders demonstrate they truly care, bonds of trust and respect grow stronger. Employees and their families will have confidence that the leader cares.

102. Encourage the Heart Show You Care Caring takes time and effort, but then, anything worthwhile takes time and effort. Take the time and effort to show others they are valuable members of the team

103. Encourage the Heart Treat People With Respect Respect begins with the conviction that all members of the human race are created equal despite differences in appearance, aptitudes, and talents.

104. Encourage the Heart Treat People With Respect Leaders must understand the distinction between personal respect and professional respect. People who add more value to the organization deserve and earn more professional respect.

105. Encourage the Heart Treat People With Respect Professional respect requires that we recognize and value the unique contribution of every individual in the organization. Certainly some people, given their talents and dedication, contribute more than others less able or less motivated.

106. Encourage the Heart Treat People With Respect Treating people with respect requires us to tell them when they fail to meet our standards. Not correcting a mistake or deficiency sends a subtle message that the individual is not worth our time because s/he is either incapable of meeting standards or not important enough to be bothered with.

107. Encourage the Heart Treat People With Respect Respect goes hand-in-hand with caring. When we show subordinates that we care about them, we demonstrate by our actions that we respect them, and we help them grow personally and professionally.

108. Encourage the Heart Treat People With Respect People want to be treated with respect as human beings and as contributors to the unit. They want to know that their contributions are meaningful and important. When they know they are contributing to the common good, they have a sense of fulfillment.

109. In Summary Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of community Show you Care Treat People with Respect Encourage the Heart

110. Leadership Behaviors – A Field Guide Model the Way aka Walk the Talk Inspire with Your Vision of the Future Challenge the Process – Change/Grow/Improve Empower Others to Act – Invest/Collaborate Encourage the Heart – Celebrate!