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Accepting the Challenge to Lead Regional Conference 11-9-06

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  • 1. Accepting the Challenge to LeadPerspectives for the Professional Community Manager Presentation for theCommunity Associations InstituteRegional Conference – November 9, 2006 Presented by:Thomas L. Willis, CMCA, PCAM, Vice President,Zalco Realty, Inc.&Raymond B. Via, Jr., Esq.,Linowes and Blocher, LLP
  • 2. Leadership
  • 3. Leadership
  • 4. Leadership
  • 5. Leadership
  • 6. Leadership
  • 7. Leadership
  • 8. Leadership
  • 9. Leadership
  • 10. Leadership
  • 11. Leadership
  • 12. Leadership
  • 13. Leadership
  • 14. Leadership
  • 15. Leadership
  • 16. Leadership
  • 17. Leadership
  • 18. Leadership
  • 19. Your face here?The Big Buy-in
  • 20. Leadership How did we get here and where are wegoing??? Challenges & opportunities It’s PERSONAL
  • 21. BasicsDispelling myths
  • 22. BasicsDispelling mythsLeadership is a rare skill
  • 23. BasicsDispelling mythsLeadership is a rare skillLeaders are born, not made
  • 24. BasicsDispelling mythsLeadership is a rare skillLeaders are born, not madeOrganizations must have only one leader
  • 25. BasicsDispelling mythsLeadership is a rare skillLeaders are born, not madeOrganizations must have only one leaderAll leaders are charismatic
  • 26. BasicsDispelling mythsLeadership is a rare skillLeaders are born, not madeOrganizations must have only one leaderAll leaders are charismaticLeaders control people
  • 27. BasicsThree foundation blocksAmbitionCompetenceIntegrity
  • 28. BasicsThe Leader as “Social Architect” – Creating anatmosphere for growth, learning, cohesion Structures Acknowledgment Creativity
  • 29. BasicsThe “Servant Leader”Fail to honor people,They fail to honor you.But of a good leader, who talks little,When his work is done, his aim fulfilledThey will all say, “We did this ourselves”- Lao-tzu
  • 30. ApplicationsManager vs. Leader –contrasting perspectives
  • 31. ApplicationsJim Collins – “Level 5 Hierarchy”
  • 32. ApplicationsCommunity Manager as Social Architect Structure – Communication of vision - “why” Acknowledgement – Association cheerleader Creativity – Setting the table & sublimating ego
  • 33. ApplicationsCommunity Manager as Servant LeaderLeaders by definition
  • 34. Self Examination/Self AwarenessHow do others relate to you?Are they inspired and creative?
  • 35. Self Examination/Self AwarenessHow to others relate to you?Do they feel free to make an occasional mistake?
  • 36. Self Examination/Self AwarenessHow do others relate to you?Are they hesitant to take a stand?
  • 37. Self Examination/Self AwarenessHow do others relate to you?Are they inclined to speak upwhen you are wrong?(are you EVER wrong?)
  • 38. Self Examination/Self AwarenessHow do others relate to you?Do they feel a part of the process orremoved from it?
  • 39. Self Examination/Self AwarenessHow do others relate to you?Do they feel significant and that they aremaking a meaningful contribution?
  • 40. Self Examination/Self AwarenessHow do others relate to you?Do you get a sense that they feel pridein the community?
  • 41. Self Evaluation/Self AwarenessCharacteristics of successful leaders (noteparadoxes and balances)SELF TEST
  • 42. Self Evaluation/Self AwarenessSELF TEST RESULTS – “360” EXERCISEChallenge yourselves & your group members“My best friend is the one who brings out the best in me” –Henry Ford(marginally controlled creative chaos happens here)
  • 43. Positive Self RegardKnow your strengths and weaknessesSet goals for yourself“Fire the yes men”See how your & others’ strengths fit intothe organizationDon’t reinvent the wheel – find mentors,acknowledge sources of learning
  • 44. “Four Lessons of SelfKnowledge”from Warren Bennis You are your own best teacher Accept responsibility, blame no one You can learn anything you want True understanding comes from reflecting on yourown experience
  • 45. The Vision Thing
  • 46. The Vision ThingTheSocial Architect
  • 47. The Vision ThingVision can takemany forms
  • 48. The Vision ThingFor a vision to be successful,it must be meaningful to theSTAKEHOLDERS
  • 49. The Vision ThingThere is no one right wayto develop vision
  • 50. The Vision ThingA “pragmatic dreamer”makes persons feelsignificant
  • 51. The Vision Thing“Get the horses outof the barn first”
  • 52. The Vision ThingOnce goals of the community arearticulated AND there isgeneral agreement, the vision isreally speaking to people,THEN the process begins totake care of itself
  • 53. The Vision ThingVisioncommunicatesMEANING
  • 54. Concluding ThoughtsEffective Leader = Full Integrated PersonManage yourself – lead others“A person really doesn’t become wholeuntil he becomes a partof something bigger than himself”-Jim Valvano
  • 55. Admiral Horatio Nelson’s Dozen
  • 56. Admiral Horatio Nelson’s Dozen
  • 57. Admiral Horatio Nelson’s DozenSIMPLE, CLEAR PLAN
  • 58. Admiral Horatio Nelson’s DozenNOBLE, PURPOSEFULGOAL
  • 59. Admiral Horatio Nelson’s DozenENGAGECOMMUNICATE
  • 60. Admiral Horatio Nelson’s DozenPICK GOOD PEOPLE
  • 61. Admiral Horatio Nelson’s DozenLEAD BY “LOVE”
  • 62. Admiral Horatio Nelson’s DozenVIGOR!
  • 63. Admiral Horatio Nelson’s DozenMASTERY OF SKILLS
  • 64. Admiral Horatio Nelson’s DozenWORKAHOLIC
  • 65. Admiral Horatio Nelson’s DozenLEAD BY EXAMPLE
  • 66. Admiral Horatio Nelson’s DozenAVOID FEAR OFFAILURE
  • 67. Admiral Horatio Nelson’s DozenBE LUCKY
  • 68. Admiral Horatio Nelson’s DozenTRUST YOUR GUT –SEIZE THE MOMENT