Good to Great Servant Youth Leadership

Good to Great Christian
Servant Youth Leadership
MOLDING A HIGH PERFORMANCE TEAM SEMINAR - WORKSHOP

RUBEN B. LICERA, JR.
January 22-23, 2012
Hidden Paradise Resort
San Fernando, Cebu, Philippines

GOOD TO GREAT SERVANT YOUTH LEADERSHIP www.rubenlicera.com

VISION

“ Strong brotherhood and
morally upright Iglesia Ni Cristo
families worthy of salvation


MISSION

“ Promote spiritual maturity as
a lifestyle to all Iglesia Ni
Cristo families and members.


REALIZATION

Leadership is a PROCESS. It is developed
DAILY and not in a day.
Action comes from INSIDE and then OUT.
Everything has been taught already.


Source: http://www.sa.mtu.edu/stulife/leadership/leadership/mission.html


SERVANT LEADERSHIP


SERVANT LEADERSHIP DEFINED

"The servant-leader is a servant
first. It begins with a natural
feeling that one wants to serve,
to serve first, as opposed to,
wanting power, influence, fame
or wealth."
- Robert K. Greenleaf


CHARACTERISTICS OF BEING A
SERVANT LEADER

To further define Greenleaf's paradigm
shift, Larry C. Spears identified ten
characteristics of a servant-leader in
his paper titled "On Character and
Servant Leadership: Ten Characteristics
of Effective, Caring Leaders.”

Larry C. Spears
President and CEO from 1990 to 2007
Robert K. Greenleaf Center for Servant Leadership


GOOD TO GREAT SERVANT YOUTH LEADERSHIP
LISTENING.
www.rubenlicera.com

CHARACTERISTICS OF Larry C. Spears
BEING A SERVANT LEADER President and CEO from 1990 to 2007

“ Traditionally, and also in servant leadership, managers are
required to have communication skills as well as the
competence to make decisions. A servant leader has the
motivation to listen actively to subordinates and support
them in decision identification. The servant leader particularly
needs to pay attention to what remains unspoken in the
management setting. This means relying on his inner voice in
order to find out what the body, mind and spirit are
communicating.

LISTENING. www.rubenlicera.com

EMPATHY.
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“ A servant leader attempts to understand and empathize with
others. Workers may be considered not only as employees, but
also as people who need respect and appreciation for their
personal development. As a result, leadership is seen as a
special type of human work, which ultimately generates a
competitive advantage.

EMPATHY. www.rubenlicera.com

HEALING.
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“ A great strength of a Servant Leader is the ability for healing
one’s self and others. A servant leader tries to help people
solve their problems and conflicts in relationships, because he
wants to encourage and support the personal development of
each individual. This leads to the formation of a business
culture, in which the working environment is dynamic, fun and
free of the fear of failure.

HEALING. www.rubenlicera.com


“ A servant leader needs to gain general awareness and
especially self-awareness. He has the ability to view situations
from a more integrated, holistic position. As a result, he gets a
better understanding about ethics and values.

AWARENESS. www.rubenlicera.com

PERSUASION.


“ A Servant Leader does not take advantage of her power and
status by coercing compliance; she rather tries to convince
those she manages. This element distinguishes servant
leadership most clearly from traditional, authoritarian models
and can be traced back to the religious views of Robert
Greenleaf.

PERSUASION.

CONCEPTUALIZATION.


“ A servant leader thinks beyond day-to-day realities. That
means he has the ability to see beyond the limits of the
operating business and also focuses on long term operating
goals. A Leader constructs a personal vision that only he can
develop by reflecting on the meaning of life. As a result, he
derives specific goals and implementation strategies.

CONCEPTUALIZATION.


“ Foresight is the ability to foresee the likely outcome of a
situation. It enables the servant leader to learn about the past
and to achieve a better understanding about the current
reality. It also enables the servant leader to identify
consequences about the future. This characteristic is closely
related to conceptualization.

FORESIGHT. www.rubenlicera.com

STEWARDSHIP.


“ CEOs, staffs and trustees have the task to hold their institution
in trust for the greater good of society. In conclusion, servant
leadership is seen as an obligation to help and serve others.
Openness and persuasion are more important than control.

STEWARDSHIP.


“ A servant leader is convinced that people have an intrinsic
value beyond their contributions as workers. Therefore, she
should nurture the personal, professional and spiritual growth
of employees. For example, she spends money for the personal
and professional development of the people who make up her
organization. The servant leader will also encourage the ideas
of everyone and involve workers in decision making.

COMMITMENT TO GROWTH.


“ A servant leader identifies means to build a strong community
within his organization and wants to develop a true
community among businesses and institutions.

BUILDING COMMUNITY.


LISTENING CONCEPTUALIZATION
EMPATHY FORESIGHT
HEALING STEWARDSHIP
AWARENESS COMMITMENT TO GROWTH
PERSUASION BUILDING COMMUNITY


"...whoever wants to be great must be your servant,
and whoever wants to be first must be the willing
slave of all--like the Son of Man; He did not come to
be served, but to serve, and to give up his life as a
ransom for many."
- Mat 20:27-28 (NEB)


Written by Leadership Scientist Jim Collins.
Studied 1,435 good companies.
Examine their performance over 40 years.
Find the 11 companies that became great.
Published in 2001.
Became a National Bestseller and "one
of the most influential business books
of recent years."
It was "cited by several members
of The Wall Street Journal's CEO
Council as the best management
book they've read."

Source: http://en.wikipedia.org/wiki/Good_to_Great


“For a social sector organization,
performance must be assessed
relative to mission... The critical
question is ‘How effectively do
we deliver on our mission and
make a distinctive impact,
relative to our resources?’”


Good to Great Concept

Build up

Level 5 First Who… Confront the Hedgehog Culture of Technology
Leadership Then What Brutal Facts Concept Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action


5 Levels of Leadership


Level 5 Leadership
5 – Level 5 Executive
RESPECT. People will follow
because of what you are and
what you represent

4 – Effective Leader
REPRODUCTION. People will follow
because of what you have done for them.

3–Competent Manager
RESULTS. People will follow because of
what you have done for the organization.

2–Contributing Team Member
RELATIONSHIPS. People will follow because they want to.

1–Highly Capable Individual
RIGHTS. People will follow because the have to.


Leaders who employ a paradoxical mix of personal
humility and professional will.

Set up successors for even greater success.

Compelling modesty, self-effacing,
understated.
Fanatically driven to produce sustainable
results.

More plow horse than show horse.

Attribute success to other than themselves

Look in mirror and take full responsibility for
poor decisions.

Many people have the potential to evolve into
Level 5.


• Personal Humility • Professional Will
– Demonstrates a compelling – Creates superb results, a
modesty, shunning public clear catalyst in the
adulation; never boastful transition from good to
great
– Acts with quiet, calm
determination; relies
principally on inspired – Demonstrates an
standards, not inspiring unwavering resolve to do
charisma, to motivate. whatever must be done to
produce the best long-term
results, no matter how
difficult


• Personal Humility • Professional Will
– Channels ambition into – Sets the standard of
company, not the self, sets building an enduring great
up successors for even more company; will settle for
greatness in the next nothing less
generation

– Looks in the mirror, not out – Looks out the window, not
the window, to apportion in the mirror, to apportion
responsibility for poor credit for the success of the
results, never blaming other company – to other people,
people, external factors, or external factors, and good
bad luck. luck


First Who . . . Then What

The right people on the bus. The
wrong people off the bus. The
right people on the right seat.



“Who” questions came before “what”
decisions - before vision, strategy,
organization structure, and tactics.


Leaders were rigorous, not
ruthless in people decisions.

Three practical disciplines for being
rigorous:
When in doubt, don’t hire
When you know you need to
make a people decision, act

Put your best people on your best
opportunities, not biggest
problems.


Leaders were rigorous, not
ruthless in people decisions.
Management teams debate
vigorously to find best
answers, yet unify behind
decisions.

“Right” person has more to do
with character traits and
innate capabilities than with
knowledge, background, or
skills.


Confront the Brutal Facts

Stockdale Paradox:

Retain absolute faith that you can and
will prevail in the end, AND at the same
time confront the most brutal facts of
your current reality, whatever they
might be.


Confront the Brutal Facts Setting off on the path to greatness
requires confronting the brutal facts
of current reality.

Must create a culture wherein people
have a tremendous opportunity to
be heard and, ultimately, for the truth
to be heard.


Confront the Brutal Facts
Four basic practices:
Lead with questions, not answers

Engage in dialogue and debate, not
coercion

Conduct autopsies, without blame

Build red flag mechanisms where
information cannot be ignored


Hedgehog Concept Hedgehogs simplify a complex
world into a single organizing idea,
a basic principle or concept that
unifies and guides everything.

Hedgehogs see what is essential,
and ignore the rest.


Hedgehog Concept
The Hedgehog Concept is a deep
understanding of three
intersecting circles translated into
a simple, crystalline concept:

What you are deeply
passionate about
What you can be best
in the world at
What drives your
economic engine


Hedgehog Concept
Simplicity
within
What you are deeply the three
passionate about circles

What you can What drives
be the best in your
the world at economic
engine


Hedgehog Concept
Getting the Hedgehog Concept takes an average of four years.
It is an iterative process by The
Council:
The right people
Engaged in vigorous
dialogue and debate
Infused with the brutal facts
Guided by questions
formed by the three circles


Hedgehog Concept
Ask Questions
All Guided by An Iterative
the Three Circles Process

Autopsies The Dialogue &
& Analysis Debate
Council

Executive
Decisions

Culture of Discipline
Getting disciplined people who engage in
disciplined thought and who then take
disciplined action, fanatically consistent with
three circles
People who “rinse their cottage cheese”
.

Not about a tyrant who disciplines


Involves a duality.

Requires people who adhere to a
consistent system.

Gives people freedom and responsibility
within framework of that system.


Includes willingness to shun opportunities that fall outside the three
circles.
Budgeting is to decide which arenas fit Hedgehog Concept and should
be fully funded and which should not be funded at all.

“Stop doing” lists are more important than “to do” lists.

“Anything that does not fit with our Hedgehog Concept, we will not
do.”


Technology Accelerators Good-to-greats avoid technology
fads and bandwagons.

Yet they often become pioneers in
the application of carefully selected
technologies.
Does it fit directly with your Hedgehog
Concept?
Good-to-greats used technology as an
accelerator of momentum, not a
creator of it.


Technology Accelerators

Technology by itself is never a
root cause of either greatness or
decline.

“Crawl, walk, run” can be a very
effective approach, even during
times of rapid and radical
technological change.


The FlyWheel
Good-to-great transformations never happened in one fell
swoop.
There was no single defining action, no grand program, no
one killer innovation, no solitary lucky break, no miracle
moment.
Instead they followed a predictable pattern of buildup and
breakthrough.
Like pushing on a giant, heavy flywheel, it takes a lot of
effort to get the thing moving at all, but . . .


The FlyWheel

With persistent pushing . . .
In a consistent direction . . .
Over a long period of time . . .
The flywheel builds momentum . . .
Eventually hitting a point of breakthrough.
In good-to-great groups problems of commitment,
alignment, motivation, and change largely take care
of themselves.
Alignment follows from results and momentum, not
the other way around.


“Good is the enemy of Great” - Jim Collins


Good to Great Servant Youth Leadership

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