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© Copyright 2013 Arceil Leadership Ltd.    All rights reserved.unauthorized reproduction or presentation is strictly prohi...
Arceil RainbowThe Three Voices
RememberNothing of much consequence has ever been achieved, and nothingof much value has ever been created, that wasn‟t, a...
Three Voices Must Become One•   Together the voices must      send consistent messages      honor the nobility of an org...
Mirror or Magnifier?This is all about looking inward, at yourself.                                 © Copyright 2013 Arceil...
Mirror or Magnifier?This is all about looking inward, at yourself.                                 © Copyright 2013 Arceil...
The Cost of Doing Otherwise        A Vicious Cycle            Confusion Contempt            Complacency            Cynicism
Integrated Strategic     Communication       _______________________Bringing together everything you say and do        to ...
Pro-strategic        Communication        _______________________Communication, typically in the semi-formal or      infor...
Counter-strategic        Communication          _______________________Communication, typically in the semi-formal or     ...
Formal        Communication       _______________________    Words, numbers, pictures and imagesthat convey official infor...
Moraine Lake, AlbertaWords, like nature, half reveal and half conceal the soul within.                                    ...
Formal VoiceThrust:       Conventional communication; spoken or written dataExamples:     Announcements, newsletters, sign...
Do You See Much of This?•   Stifled, choked flow of upward information•   Tendency for positive spin on negative news•   D...
If So, You Will See This . . . •   Little sense of common purpose •   Apathy toward the sincerity of leadership •   Widesp...
. . . Instead of This•   Deep commitment to achieving a vision•   Rapid sharing of vital information up, down, across•   E...
I believe that this nation should commit itself toachieving the goal, before this decade is out, of landing aman on the Mo...
I have a dream that one daythis nation will rise up and liveout the true meaning of itscreed: "We hold these truthsto be s...
A computer on every desktop.           early vision of Paul Allen and Bill Gates
PassionPurpose =                           Principles To define your purpose, look for your passion,        and apply it t...
Don‟t be evil. We believe strongly that in the long term, wewill be better served—as shareholders and in all other ways—by...
What‟s the big idea?             David Ogilvy
What‟s the single biggest thing you can imagine thatwill grow your business or change your life?                          ...
Tell the truth.Keep our promises.Be fair.Respect the individual.Encourage intellectual curiosity.
Respect                    We treat others as we would like to be treated ourselves. We do not                    tolerate...
Respect                    We treat others as we would like to be treated ourselves. We do not                    tolerate...
I noticed how some speakers rambledand never seemed to get to the point.I grasped how others came to thematter at hand dir...
Too Often, PowerPoint Is   an Unnecessary CrutchIt Drains Passion from Leadership                        © Copyright 2013 ...
The Most Famous Speech in U.S. History      Words that stirred a nation to greatness:        “Four score and seven years a...
Are Not So Stirring in PowerPoint            Key Objectives and        Critical Success Factors        •   What makes nati...
PowerPoint Can Indeed Be Deathly    Columbia   1 February 2003                     © Copyright 2013 Arceil Leadership Ltd....
As information gets passed up anorganization hierarchy, from people whodo analysis to mid-level managers tohigh-level lead...
Long Before PowerPoint"No man is an Ireland.““The policeman isnt there to createdisorder. The policeman is there topreserv...
Jargon, Argot, and Clichés• Harmless if universally understood    • 86 in restaurants    • ETA @ ORD in travel    • mark-t...
The Special Problem of Euphemism     “rightsizing”       • Don‟t confuse euphemism with                           harmless...
Gold Key• Customers watch their products  being manufactured• They chat with assembly employees• See workmanship for thems...
© Copyright 2013 Arceil Leadership Ltd. All rights reserved.
• Share comprehensive data• Educate workforce on key drivers• View from multiple perspectives:   • Shareholders   • Custom...
A company performs best whenits people see themselves aspartners in the business ratherthan as hired hands.               ...
Open-Book Management• Springfield Remanufacturing  pioneered concept• Harley-Davidson replicated it• Every company has a c...
The Sounds of SilenceIn the absence of explanation, people cannot possibly understandand accept a decision that appears wi...
Explain Yourself, Repeatedly Do not be like Mary Poppins, who famously said: “I would like to make one thing perfectly cle...
A Conspiracy of Silence• They chose silence• First priority was Penn State‟s  reputation and brand, and their  own self-in...
Reading Between the LinesWhat Message Does Fine Print Send?                 Whenever I see fine print in                 s...
• Verizon employees contacted Pogue                   • Phones were designed for frequent                     accidental c...
1.          2.     3.
Discipline of the Formal Voice•   Focus on only a few core messages—one, two, or three at most•   Other messages can be de...
Prism of the Metamessage                                             What PeopleWhat You Said                             ...
More Discipline of the Formal Voice•   Minimize and clarify jargon, acronyms, $10 words, new coinages•   Beware the Awaren...
Still More Discipline               of the Formal Voice•   Say what you mean and mean what you say after clearing the 5Rs•...
Talking is just aprimitive form ofcommunication.                    Rod Tidwell            (Cuba Gooding Jr.)          Jer...
Even if you‟re doing the formal voice well,you still may be ignoring most of the real  communication in your organization ...
Take a moment to reflect. Record your thoughts.
Now take a few momentsto discuss your thoughtswith others at your table.
Inter Folia FructusWhat Are Some Low Hanging Fruit?
In response to the mighty and bragging Megissogwen:  Big words do not smite like war-clubs,  Boastful breath is not a bow-...
My mama always told me, “Stupid is as stupid does.”                                                                 Forres...
Semi-formal        Communication        _______________________Institutional management tools that implicitly, often inadv...
Semi-Formal VoiceThrust:       Institutional corroboration of stated intentExamples:     Programs, processes, systems, req...
© Copyright 2013 Arceil Leadership Ltd. All rights reserved.
Matrix Organizations                   Peters and Waterman were                  harshly critical of the matrix           ...
The Peril of Rigid HierarchyThe people who invented the twenty-first centurywere pot-smoking, sandal-wearing hippies from ...
Challenger28 January 1986                  © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
Challenger Disaster    Investigation Cited Poor Upward CommunicationChairman Rogers: Did any of you gentlemen prior to lau...
Command • Leadership • Resources   Denver International Airport            Training
What Message DoesA Revolving Door Send?
Michael HoganPresident, University of Illinois    2010-2012 (631 days)                             © Copyright 2013 Arceil...
Scott Thompson  CEO, Yahoo2012 (134 days)                  © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
Marissa Mayer      CEO, Yahoo2012 (new and pregnant)                      © Copyright 2013 Arceil Leadership Ltd. All righ...
Bill Johnson   CEO, Duke Energy2012 (5 hours on July 3)                       © Copyright 2013 Arceil Leadership Ltd. All ...
Joe PaternoFootball Coach, Penn State  1966-2011 (46 years)                         © Copyright 2013 Arceil Leadership Ltd...
© Copyright 2013 Arceil Leadership Ltd. All rights reserved.
What Do Your Meetings Say?•   Do meetings begin on time?       •   Is participation broad and candid?•   Who is invited? E...
P  urposefulE nergizing      T opicalO rganized       I nvolvingP roductive                 M anagedL ed by leader   E ffi...
Malden Mills       Aaron Feuerstein
“The Mensch of Malden Mills”• Created Polartec• Explosion and fires in 1995 injured  dozens of workers and destroyed  $500...
Even a restroom sends a message     What message does this restroom send?                                   © Copyright 20...
Even a restroom sends a message      And what message does this one?                                  © Copyright 2013 Arc...
•   Presided over $5.8 billion trading loss                                  •   CEO: “defies common sense”               ...
What Message Did Mark Hurd  Send at Hewlett Packard?                     © Copyright 2013 Arceil Leadership Ltd. All right...
What Messages Did ThesePolicies and Procedures Convey?            •   Trust. agility, and speed were issues            •  ...
Everybody, Somebody, Anybody, Nobody This is a story about four people: Everybody, Somebody, Anybody and Nobody. There was...
•   Years of resting on laurels•   Refusal to change senior management•   Repeated layoffs•   No response to iPhone and Dr...
Rule No. 1: Use your best judgment in all situations.Rule No. 2: In all other situations, refer back to Rule No. 1.       ...
Customer dissatisfaction will grow as companiesincreasingly turn to technological solutions suchas online help or automate...
• Quotas drive management, not leadership• Purpose of quotas must be clear• Rewards must be realistic• Cannot change the r...
“We’ve decided to make it two hundred yards!”
Worst Practices     on Employee Surveys• No conceptual foundation• Sample, question, or response bias• Compromises to anon...
Worst Practices      on Employee Surveys•   No conceptual foundation•   Sample, question, or response bias•   Compromises ...
1.    Do you know what is expected of you at work?         2.    Do you have the materials and equipment you need         ...
1.    Do you know what is expected of you at work?         2.    Do you have the materials and equipment you need         ...
Worst Practices      on Employee Surveys•   No conceptual foundation•   Sample, question, or response bias•   Compromises ...
Many people believe an iceberg sank the Titanic.Actually, the iceberg was only the nominal cause.                         ...
Capt. Edward J. Smith                        The real cause was a series of bad policy decisions                        in...
In our mind‟s eye, we can see the iceberg.We cannot see the policy decisions, so theiceberg effectively becomes “the cause...
•   Conventional wisdom had been that quality    was expensive and unnecessary•   Motorola proved that comprehensive    qu...
•   Enrolled more than           •   All new, professional,    30,000 people in 1,100           and managerial staff    co...
• In 1998, Safeway bought 113-store grocery chain for $1.8 billion• By 2002, Safeway valued the chain on its books at only...
• No safety wrappers on drugs• Firms reluctant to recall• Cyanide-laced Tylenol placed  on shelves at my own local  superm...
Discipline of Semi-Formal Voice•   Recognize impact of programs, policies, processes as communication•   Appreciate the po...
Take a moment to reflect. Record your thoughts.
Now take a few momentsto discuss your thoughtswith others at your table.
Inter Folia FructusWhat Are Some Low Hanging Fruit?
The unexamined life is not worth living.                                        Socrates                    quoted in Plat...
Diving Into the Wreck             We are, I am, you are             by cowardice or courage             the one who find o...
Informal               Communication               _______________________  The trust, interdependence, respect, energy, a...
Informal VoiceThrust:       Anyone‟s relationship with the organization: role, dignity,              respect, pride, sense...
Superman Syndrome• No one else can do the job• Neglects to delegate or trust• Low patience threshold• No development of ot...
In large companies, supervisors drive        25%   of all engagement—more than    any other engagement driver.            ...
But recall that only         11%of employees say they ‘strongly agree’that their managers show consistencybetween their wo...
. . . and recall that only      38%of corporate employees worldwidesay their managers communicate      openly and honestly...
And, in an ongoing study of more than 100,000 leaders,                 93%             of them describe themselves        ...
93%     of leaders say they areeffective communicators, but only      11%   of their employees agree!                     ...
Words tell people what you know or think.   What do your words say about you?                               © Copyright 20...
Behaviors tell people what you believe or feel.   What do your behaviors say about you?                                   ...
Choices tell people what you prefer or value.   What do your choices say about you?                                  © Cop...
Altogether, they declare who you are.           Who are you?                             © Copyright 2013 Arceil Leadershi...
Your Reality 24/7, 365          You cannot not communicate.                               Paul Watzlawick   Everywhere and...
I   am my message.          Mahatma Gandhi                     © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
Don‟t think of it as communications.         Think of it as communication.Get rid of the   s   , and you begin to get the ...
Respect                    We treat others as we would like to be treated ourselves. We do not                    tolerate...
Respect                  We treat others as we would like to be treated ourselves. We do not                  tolerate abu...
Respect                  We treat others as we would like to be treated ourselves. We do not                  tolerate abu...
It lackedaffirmation
• Respect                                  • Integrity                                  • Communication                   ...
Between the idea                And the reality,                Between the motion                And the act,            ...
I wouldn‟t believe you no matter what you told me.You‟d say anything now to get what you want.                           R...
The most important conversationyou can have with anybody whoworks for you is the performancereview. . . . People, especial...
Performance  Reviews  • Honesty  • Frequency  • Brevity  • Mutuality  • Specificity  • Encouragement  • Goals
FOD • FODForeign Object DebrisForeign Object Damage                                    Lee Rhyant        FOD poster       ...
Courage and RiskYou‟ll always miss 100 percent of the shots you don‟t take.                                               ...
Courage and Risk                             James Lovell•   Inherent in any ambitious undertaking•   Not to be confused w...
Few would-be leaders are good listeners, and yet listening fullyand deeply is itself a profound act of leadership. The mes...
Levels of Healthy ListeningAffirmative   Fully committed to recognizing and              honoring people through genuine, ...
Four Kinds of Presence,Four Kinds of Accessibility                     P I E S                           1. Physical      ...
Four Kinds of Presence,Four Kinds of Accessibility                     P I E S                           1.Physical       ...
Be here, with us, andpeople can talk with you.Be elsewhere, and peoplecan only talk about you.Where you are is whatyou wan...
MB   W      A                                  • Management by Wandering Around                                  • Not “Wa...
Four Kinds of Presence,Four Kinds of Accessibility                      P I E S                            1. Physical    ...
You say you havean open door.Good.        © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
Do you haveopen ears?Are you willingto listen tonew ideas?                  © Copyright 2013 Arceil Leadership Ltd. All ri...
Do you havean open mind?Are you willingto considernew ideas?                  © Copyright 2013 Arceil Leadership Ltd. All ...
Do you haveopen arms?Are you willingto embracenew ideas?                  © Copyright 2013 Arceil Leadership Ltd. All righ...
Four Kinds of Presence,Four Kinds of Accessibility                      P I E S                            1. Physical    ...
One day in the summer of 1991, the             doorbell rang. There stood a kindly             lady who introduced herself...
Four Kinds of Presence,Four Kinds of Accessibility                      P I E S                            1. Physical    ...
Smile, and You Can Be a WinnerCrows feet are a good thing. You can never have too many crows feet.Anybody who thinks you s...
Time Orientation        Past: 10 percent    Present: 30 percent     Future: 60 percent© Copyright 2013 Arceil Leadership L...
Its unfortunate and I wish Iwouldnt have to say this, but Ireally like human beings whohave suffered. Theyre kinder.      ...
People must know that you carebefore they can care what you know.                          Folk Wisdom                    ...
Companies That Care       Have People Who Care                          Fully      Actively                         Engage...
If you must.                  Rosa Parks     to Montgomery bus driver
All we have to decide is whatto do with the time given us.                   J.R.R. Tolkien
Messages You Send by Use of Time• Punctuality as a value• Respect for deadlines• Importance of meetings• Value of customer...
The Tyranny of Urgency              High                        Urgent but           Both urgent                       not...
The Tyranny of Urgency              High                        Urgent but                       not important  Urgency of...
The Tyranny of Urgency              High                            Tasks  Urgency of  Task or Job(time sensitivity)      ...
The Tyranny of Urgency              High                            Tasks  Urgency of  Task or Job(time sensitivity)      ...
Now! Now! Now!           Abraham Lincoln          (Daniel Day-Louis)              Lincoln (2012)                          ...
Karl Eberle, Kansas City plant manager                                         © Copyright 2013 Arceil Leadership Ltd. All...
John Onoda© Copyright 2013 Arceil Leadership Ltd. All rights reserved.
What you do speaks soloud I cannot hear whatyou say.           Ralph Waldo Emerson
Informal Voice: Decisions•   Decisions drive behavior and thus create reality•   Decisions     ▪ involve or exclude others...
Think of Every Decision . . .    •   as a text message in neon lights in Times Square    •   as a MEN WALK ON MOON newspap...
Always do right.This will gratify some peopleand astonish the rest.                     Mark Twain
The truth of the matter isthat you always know theright thing to do. The hardpart is doing it.      Gen. Norman Schwarzkop...
The Jiminy Cricket Test for Decisions                     • Is it safe?                     • Is it legal?                ...
How far that little candle throws his beams! So shines a good deed in a naughty world.                                    ...
Its our choices, Harry, thatshow us what we truly are, farmore than our abilities.   Professor Dumbledore to Harry PotterH...
The Choices We FaceTwo roads diverged in a yellowwood, and I,I took the one less traveled by,And that has made all thediff...
There is a voice     that doesn‟t use     words. Listen.                                     Rumi© Copyright 2013 Arceil L...
Take a moment to reflect. Record your thoughts.
Now take a few momentsto discuss your thoughtswith others at your table.
Attitudes are like prairie fires.Once lit, they spread. Ourattitude toward others soonbecomes their attitude towardus and ...
Fox 2000 Pictures, directed by David FrankelBore someone else with your questions.Find me that piece of paper I had in my ...
Informal Voice           Managing Your Attitude•   Trust: Begin with appreciation and respect, and err on its side•   Conf...
If you dont like something, change it. If youcant change it, change your attitude. Dontcomplain.                          ...
The time will come when, with elationyou will greet yourself arrivingat your own door, in your own mirror,and each will sm...
What Supervisors Must Remember•   Choose the principled, noble course of action•   Assume everyone will eventually find ou...
Executive / Command Presence•   orientation to self or others   •   ethical expediency / principle•   thoughtfulness, know...
Let he who would move the world first move himself.                                            Socrates
Be Your Own First Follower         Managing         Leadership          Yourself        Leading Others                    ...
Yesterday I was clever, so Iwanted to change the world.Today I am wise, so I amchanging myself.                   Jalaledd...
Do you usually see difficulty or opportunity? Difficulty often conceals opportunity, and  opportunity often lies within di...
Some people regard discipline as a chore. For me,  it is a kind of order that sets me free to fly.                        ...
Bring Discipline to Character•   Minimize your use of profanity•   Avoid as topics of conversation: politics,    religion,...
The Leader’s Self-Mastery•   Why? Necessary to validating your role as a leader•   Leader‟s own values inevitably emerge a...
Do, or don‟t do. There is no try.                             Yoda
I am the master of my fate:I am the captain of my soul.              William Ernest Henley                           Invic...
We are what we habitually do.                         Aristotle
Do. Be. Do. Be. Do.                      Sinatra
Discipline of the Informal Voice•   Take responsibility for the conversation about you•   Recognize and manage the metames...
What you do makes a difference,and you have to decide what kindof difference you want to make.                      Jane G...
Dont compromise yourself.  You are all youve got.                      Janis Joplin
Take a moment to reflect. Record your thoughts.
Now take a few momentsto discuss your thoughtswith others at your table.
Inter Folia FructusWhat Are Some Low Hanging Fruit?
Master Class   Three Voices    January  2013
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Master Class Three Voices January 2013

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This is the slide deck from Master Class that explains each of the three voices of integrated strategic communication: formal, semi-formal, and informal. It includes disciplinary strategies for managing each of the three voices.

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Master Class Three Voices January 2013

  1. 1. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.unauthorized reproduction or presentation is strictly prohibited
  2. 2. Arceil RainbowThe Three Voices
  3. 3. RememberNothing of much consequence has ever been achieved, and nothingof much value has ever been created, that wasn‟t, at some time . . . • the point of someone‟s single-minded, intense focus • the object of someone‟s deep curiosity • the subject of someone‟s consuming passion • the product of someone‟s persevering courage © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  4. 4. Three Voices Must Become One• Together the voices must  send consistent messages  honor the nobility of an organization‟s values  encourage congruence of behavior with strategy  facilitate a mutually respectful dialogue with partners• Otherwise, it‟s a roll of the dice The formal voice can never operate in a vacuum.
  5. 5. Mirror or Magnifier?This is all about looking inward, at yourself. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  6. 6. Mirror or Magnifier?This is all about looking inward, at yourself. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  7. 7. The Cost of Doing Otherwise A Vicious Cycle Confusion Contempt Complacency Cynicism
  8. 8. Integrated Strategic Communication _______________________Bringing together everything you say and do to strengthen and reinforce achievement of your vision and goals through high workforce engagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  9. 9. Pro-strategic Communication _______________________Communication, typically in the semi-formal or informal voice, in alignment with strategic direction, goals, and objectives © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  10. 10. Counter-strategic Communication _______________________Communication, typically in the semi-formal or informal voice, out of alignment with strategic direction, goals, and objectives © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  11. 11. Formal Communication _______________________ Words, numbers, pictures and imagesthat convey official information and messages © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  12. 12. Moraine Lake, AlbertaWords, like nature, half reveal and half conceal the soul within. Alfred Lord Tennyson
  13. 13. Formal VoiceThrust: Conventional communication; spoken or written dataExamples: Announcements, newsletters, signs, Web sitesImpact: Awareness, understanding, marginal acceptanceImportance: A “reference library” for business data, knowledgeDifficulty: Trivializing, spin, arrogance, fear, slickness, timeliness © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  14. 14. Do You See Much of This?• Stifled, choked flow of upward information• Tendency for positive spin on negative news• Departmental isolation and rivalries• Actions bearing no resemblance to strategy• Buzzwords or euphemisms obscuring reality• Hoarding useful information• Saying one thing but intending to do something else• Relying on fine print or half-truth to make the numbers © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  15. 15. If So, You Will See This . . . • Little sense of common purpose • Apathy toward the sincerity of leadership • Widespread resistance, obstruction to change • People “going through the motions” or worse ▪ distraction or alienation Passive or ▪ confusion or denial Active ▪ apathy or cynicism Disengagement ▪ neglect or resistance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  16. 16. . . . Instead of This• Deep commitment to achieving a vision• Rapid sharing of vital information up, down, across• Effective response to competitor threats• Openness to new ideas, change• Creativity, urgency, alignment, initiative• Ethically grounded, strategically shrewd decisions © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  17. 17. I believe that this nation should commit itself toachieving the goal, before this decade is out, of landing aman on the Moon and returning him safely to the Earth. President John F. Kennedy
  18. 18. I have a dream that one daythis nation will rise up and liveout the true meaning of itscreed: "We hold these truthsto be self-evident, that allmen are created equal.” The Rev. Martin Luther King
  19. 19. A computer on every desktop. early vision of Paul Allen and Bill Gates
  20. 20. PassionPurpose = Principles To define your purpose, look for your passion, and apply it to your principles. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  21. 21. Don‟t be evil. We believe strongly that in the long term, wewill be better served—as shareholders and in all other ways—by a company that does good things for the world even if weforgo some short term gains. Prospectus for Google IPO (2004)
  22. 22. What‟s the big idea? David Ogilvy
  23. 23. What‟s the single biggest thing you can imagine thatwill grow your business or change your life? David Novak Chairman and CEO Yum! Brands, Inc. Taking People With You
  24. 24. Tell the truth.Keep our promises.Be fair.Respect the individual.Encourage intellectual curiosity.
  25. 25. Respect We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment.What do youthink of this IntegrityValues statement? We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won’t do it. Communication We have an obligation to communicate. Here, we take the time to talk with one another . . . and to listen. We believe that information is meant to move and that information moves people. Excellence We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  26. 26. Respect We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment.What do youthink of this IntegrityValues statement? We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won’t do it. CommunicationRemember it: We have an obligation to communicate. Here, we take the time toRICE talk with one another . . . and to listen. We believe that information is meant to move and that information moves people.We’ll come backto it later. Excellence We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  27. 27. I noticed how some speakers rambledand never seemed to get to the point.I grasped how others came to thematter at hand directly, and how theymade a set of arguments succinctlyand cogently. I observed how somespeakers used emotion and dramaticlanguage, and tried to move theaudience with such techniques, whileother speakers were sober and even,and shunned emotion. Nelson Mandela Long Walk to Freedom
  28. 28. Too Often, PowerPoint Is an Unnecessary CrutchIt Drains Passion from Leadership © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  29. 29. The Most Famous Speech in U.S. History Words that stirred a nation to greatness: “Four score and seven years ago . . .” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  30. 30. Are Not So Stirring in PowerPoint Key Objectives and Critical Success Factors • What makes nation unique:  Conceived in liberty  Men are equal • Shared vision:  New birth of freedom  Govt of / by / for people With apologies to Peter Norvig
  31. 31. PowerPoint Can Indeed Be Deathly Columbia 1 February 2003 © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  32. 32. As information gets passed up anorganization hierarchy, from people whodo analysis to mid-level managers tohigh-level leadership, key explanationsand supporting information is filteredout. In this context, it is easy tounderstand how a senior manager mightread this PowerPoint slide and notrealize that it addresses a life-threatening situation. Final Report Columbia Accident Investigation Board August 2003 © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  33. 33. Long Before PowerPoint"No man is an Ireland.““The policeman isnt there to createdisorder. The policeman is there topreserve disorder.""I resent insinuendo.“"We will reach greater and greaterplatitudes of achievement."
  34. 34. Jargon, Argot, and Clichés• Harmless if universally understood • 86 in restaurants • ETA @ ORD in travel • mark-to-market in accounting• Excessive use is just numbing• Use of argot with outsiders fails to communicate and then backfires• English is rich; no need for new terms• Clever creativity is asking for trouble Passenger asked for coffee “full speed ahead” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  35. 35. The Special Problem of Euphemism “rightsizing” • Don‟t confuse euphemism with harmless jargon, argot, or clichés “merger of equals” • Important question: Is the intent to evade, deceive, or mislead?“most important asset” “lifetime guarantee” • Euphemism can collide with stated values (e.g., integrity, fairness) © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  36. 36. Gold Key• Customers watch their products being manufactured• They chat with assembly employees• See workmanship for themselves• Start vehicle for the first time• Employees better understand customer expectations and the importance of quality
  37. 37. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  38. 38. • Share comprehensive data• Educate workforce on key drivers• View from multiple perspectives: • Shareholders • Customers • Employees • Regulators
  39. 39. A company performs best whenits people see themselves aspartners in the business ratherthan as hired hands. John Case Open-Book Management
  40. 40. Open-Book Management• Springfield Remanufacturing pioneered concept• Harley-Davidson replicated it• Every company has a critical number and fluctuating score• Employees have full access to data and are taught what it means Jack Stack• All employees are expected to use their knowledge for the benefit of the organization• All employees have a direct stake in the outcome
  41. 41. The Sounds of SilenceIn the absence of explanation, people cannot possibly understandand accept a decision that appears without purpose or reason.So they privately speculate, and if they are in a position ofinsecurity or fear, their speculation will not work in your favor. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  42. 42. Explain Yourself, Repeatedly Do not be like Mary Poppins, who famously said: “I would like to make one thing perfectly clear. . . . I never explain anything.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  43. 43. A Conspiracy of Silence• They chose silence• First priority was Penn State‟s reputation and brand, and their own self-interest• Unconscionable cost of safety and well-being of young people• Ultimately their silence cost the reputation and brand they were seeking to protect—as well as their own integrity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  44. 44. Reading Between the LinesWhat Message Does Fine Print Send? Whenever I see fine print in sales materials, in my eyes the seller loses all credibility. It takes just too much effort to separate the good from the bad. I want a salesperson who knows that, and who tells me the good and the bad. Douglas Friedman Attorney-at-Law Birmingham, Alabama
  45. 45. • Verizon employees contacted Pogue • Phones were designed for frequent accidental connection to Internet • $1.99 fee per connection to Internet • Fee levied for an auto-response even if phone was blocked from Internet • Revenue > $300 million per month • Special training for sales reps on12 November 2009 discouraging customers from blocking access to Internet © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  46. 46. 1. 2. 3.
  47. 47. Discipline of the Formal Voice• Focus on only a few core messages—one, two, or three at most• Other messages can be derivative but must make sense as a whole• Have a big idea, a unifying theme for consistency and impact• Imbue all messages with dignity and respect for people• Keep the focus constant; don‟t jump around• Build formal messages on core values, vision, purpose, and strategies• Regard business communication as a constant, continuing process for educating the workforce—not as a succession of tasks or as a one- time event• Respect the importance of context, and manage the metamessage © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  48. 48. Prism of the Metamessage What PeopleWhat You Said Remember Their © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Environment Experiences Expectations by observation and speculation
  49. 49. More Discipline of the Formal Voice• Minimize and clarify jargon, acronyms, $10 words, new coinages• Beware the Awareness / Understanding cusp; be sure to interpret as well as inform, and translate from the big picture to the small• Beware the cusps between Understanding / Acceptance and Acceptance / Commitment• Find on-point stories to illustrate strategic direction and progress• Identify and regularly report on key strategic metrics• Strike a balance between simplification and data dumping• Avoid scare talk and sweet talk; instead, tell it like it is © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  50. 50. Still More Discipline of the Formal Voice• Say what you mean and mean what you say after clearing the 5Rs• Provide solid training to everyone in a strategic communication role• Be sensitive to the „Curse of Knowledge‟• Avoid multi-level cascading unless absolutely necessary• Provide a steady stream of data and messaging to front line• If necessary to measure, look to outcomes not outputs• Create and update visual dashboards on key strategies• Develop and adhere to a communication philosophy• Establish and insist on accountability for communication © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  51. 51. Talking is just aprimitive form ofcommunication. Rod Tidwell (Cuba Gooding Jr.) Jerry Maguire (1996) TriStar Pictures Written and directed by Cameron Crowe
  52. 52. Even if you‟re doing the formal voice well,you still may be ignoring most of the real communication in your organization ! © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  53. 53. Take a moment to reflect. Record your thoughts.
  54. 54. Now take a few momentsto discuss your thoughtswith others at your table.
  55. 55. Inter Folia FructusWhat Are Some Low Hanging Fruit?
  56. 56. In response to the mighty and bragging Megissogwen: Big words do not smite like war-clubs, Boastful breath is not a bow-string, Taunts are not as sharp as arrows, Deeds are better things than words are, Actions mightier than boasting! Henry Wadsworth Longfellow The Song of Hiawatha
  57. 57. My mama always told me, “Stupid is as stupid does.” Forrest Gump (Tom Hanks) Forrest Gump (1994) Directed by Robert Zemeckis Screenplay by Eric Roth based on the novel by Winston Groom
  58. 58. Semi-formal Communication _______________________Institutional management tools that implicitly, often inadvertently establish priorities andsignal an organization’s readiness for change © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  59. 59. Semi-Formal VoiceThrust: Institutional corroboration of stated intentExamples: Programs, processes, systems, requirementsImpact: Powerful barrier or bridge for individual acceptance; basis for trust and confidence in the companyImportance: Indicates whether useful change is likely or possibleDifficulty: Perfunctory planning; disregarded as communication © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  60. 60. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  61. 61. Matrix Organizations Peters and Waterman were harshly critical of the matrix organization, which, they wrote: “regularly degenerates into anarchy and rapidly becomes bureaucratic and non-creative”A Triumph of Hierarchy Over Agility, of Complexity Over Simplicity, and of Accountability Over Opportunity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  62. 62. The Peril of Rigid HierarchyThe people who invented the twenty-first centurywere pot-smoking, sandal-wearing hippies from theWest Coast like Steve Jobs, because they sawdifferently. The hierarchical systems of the EastCoast, England, Germany, and Japan do not encouragethis kind of creative thinking. Bono quoted in Steve Jobs Walter Isaacson
  63. 63. Challenger28 January 1986 © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  64. 64. Challenger Disaster Investigation Cited Poor Upward CommunicationChairman Rogers: Did any of you gentlemen prior to launch knowabout the objections of Thiokol to the launch?Mr. Smith [Kennedy Space Center Director]: I did not.Mr. Thomas [Launch Director]: No, sir.Mr. Aldrich [Shuttle Program Director]: I did not.Mr. Moore [Associate Administrator for Space Flight]: I did not. Hearings of the Rogers Commission Space Shuttle Challenger Disaster 27 February 1986
  65. 65. Command • Leadership • Resources Denver International Airport Training
  66. 66. What Message DoesA Revolving Door Send?
  67. 67. Michael HoganPresident, University of Illinois 2010-2012 (631 days) © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  68. 68. Scott Thompson CEO, Yahoo2012 (134 days) © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  69. 69. Marissa Mayer CEO, Yahoo2012 (new and pregnant) © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  70. 70. Bill Johnson CEO, Duke Energy2012 (5 hours on July 3) © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  71. 71. Joe PaternoFootball Coach, Penn State 1966-2011 (46 years) © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  72. 72. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  73. 73. What Do Your Meetings Say?• Do meetings begin on time? • Is participation broad and candid?• Who is invited? Excluded? • What are the unmentionable topics?• Are proxies routinely sent? • What are the unwritten rules?• Is the agenda truly strategic? • Do meetings end with resolution? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  74. 74. P urposefulE nergizing T opicalO rganized I nvolvingP roductive M anagedL ed by leader E fficientE mpowering © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  75. 75. Malden Mills Aaron Feuerstein
  76. 76. “The Mensch of Malden Mills”• Created Polartec• Explosion and fires in 1995 injured dozens of workers and destroyed $500 million in buildings and inventory• Offshore competition took away business while production was down• Owner Aaron Feuerstein kept workers on payroll while rebuilding• Company declared bankruptcy• Personal cost >$25 million
  77. 77. Even a restroom sends a message What message does this restroom send? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  78. 78. Even a restroom sends a message And what message does this one? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  79. 79. • Presided over $5.8 billion trading loss • CEO: “defies common sense” • Nonetheless allowed to retire • Able to retain $21.5 million in stock and options • Would have lost both stock and options if terminated "with cause” • Total compensation on departure: $57.5 million • Thus, JPM nearly doubled her Ina DrewFormer Chief Investment Officer compensation upon departure J.P. Morgan Chase & Co. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  80. 80. What Message Did Mark Hurd Send at Hewlett Packard? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  81. 81. What Messages Did ThesePolicies and Procedures Convey? • Trust. agility, and speed were issues • Prior move to decentralize pricing • Significantly increased spending authorizations in middle management • Shortened expense vouchers • Greatly decreased documentation required for large capital projects • Reduced timeline and number of meetings necessary for approval of capital expenditures © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  82. 82. Everybody, Somebody, Anybody, Nobody This is a story about four people: Everybody, Somebody, Anybody and Nobody. There was an important job to be done and Everybody was asked to do it. Everybody was sure that Somebody would. Anybody could have done it, but Nobody did. Somebody got angry that Nobody had done it. After all, it was Everybodys job. Everybody knew that Anybody could do it, but Nobody realized that Somebody wouldnt do it. In the end, Everybody blamed Somebody because Nobody actually asked Anybody to do it. Charles Osgood CBS News
  83. 83. • Years of resting on laurels• Refusal to change senior management• Repeated layoffs• No response to iPhone and Droid• Poor response to iPad• Severe erosion of market share
  84. 84. Rule No. 1: Use your best judgment in all situations.Rule No. 2: In all other situations, refer back to Rule No. 1. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  85. 85. Customer dissatisfaction will grow as companiesincreasingly turn to technological solutions suchas online help or automated phone messages. Janet Wagner Professor of Marketing University of Maryland
  86. 86. • Quotas drive management, not leadership• Purpose of quotas must be clear• Rewards must be realistic• Cannot change the rules after the rules are set
  87. 87. “We’ve decided to make it two hundred yards!”
  88. 88. Worst Practices on Employee Surveys• No conceptual foundation• Sample, question, or response bias• Compromises to anonymity• Confusing, meaningless questions• Absence of verbal responses• Lack of partner involvement• Unsupported conclusions• Preoccupation with external norms• Failure to publish results• Failure to act on results• Expecting better results without changes in policy © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  89. 89. Worst Practices on Employee Surveys• No conceptual foundation• Sample, question, or response bias• Compromises to anonymity• Confusing, meaningless questions• Absence of verbal responses• Lack of partner involvement• Unsupported conclusions• Preoccupation with external norms• Failure to publish results• Failure to act on results• Expecting better results without changes in policy © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  90. 90. 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem to care about you as a person?Q 6. Is there someone at work who encourages your 12 development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow?
  91. 91. 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem to care about you as a person?Q 6. Is there someone at work who encourages your 12 development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow?
  92. 92. Worst Practices on Employee Surveys• No conceptual foundation• Sample, question, or response bias• Compromises to anonymity• Confusing, meaningless questions• Absence of verbal responses• Lack of partner involvement• Unsupported conclusions• Preoccupation with external norms• Failure to publish results• Failure to act on results• Expecting better results without changes in policy © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  93. 93. Many people believe an iceberg sank the Titanic.Actually, the iceberg was only the nominal cause. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  94. 94. Capt. Edward J. Smith The real cause was a series of bad policy decisions involving the ship‟s design, construction, and course. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  95. 95. In our mind‟s eye, we can see the iceberg.We cannot see the policy decisions, so theiceberg effectively becomes “the cause.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  96. 96. • Conventional wisdom had been that quality was expensive and unnecessary• Motorola proved that comprehensive quality saves time and money and increases market share• CEO Bob Galvin wanted a unique name• Six Sigma named for statistical concept of 99.99966 percent threshold ( 3 Std Dev)• Roles designed for champions, black belts• Jack Welch adopted program for General Electric in 1995
  97. 97. • Enrolled more than • All new, professional, 30,000 people in 1,100 and managerial staff courses at more than 90 required to undergo 40 campuses worldwide hours of training annually• All courses linked to business and tied directly • CEO Bob Galvin pushed to bottom-line results its creation in a “unanimous” vote by• Training facilitated management team cultural cohesion and knowledge sharing
  98. 98. • In 1998, Safeway bought 113-store grocery chain for $1.8 billion• By 2002, Safeway valued the chain on its books at only $315 million• Net loss of book value: $1.4 billion in less than five years• In 2003, Safeway fought a labor contract on grounds it would cost $130 million over three years, and refused to sell the chain back to its previous owner even for a premium of 11 percent over book value
  99. 99. • No safety wrappers on drugs• Firms reluctant to recall• Cyanide-laced Tylenol placed on shelves at my own local supermarket, one block from my workplace, and in Chicago• Seven persons died• J&J CEO James Burke ordered prompt, global recall of Tylenol from marketplace• Tylenol brand recovered © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  100. 100. Discipline of Semi-Formal Voice• Recognize impact of programs, policies, processes as communication• Appreciate the power of implicit, behavioral messages• Adoption of new programs send messages of their own• Note adverse messages associated with paralysis by analysis• Search out gaps within, between, and among other voices• Replenish the balance sheet of trust with positive trust flow © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  101. 101. Take a moment to reflect. Record your thoughts.
  102. 102. Now take a few momentsto discuss your thoughtswith others at your table.
  103. 103. Inter Folia FructusWhat Are Some Low Hanging Fruit?
  104. 104. The unexamined life is not worth living. Socrates quoted in Plato‟s Apology (38A)
  105. 105. Diving Into the Wreck We are, I am, you are by cowardice or courage the one who find our way back to this scene carrying a knife, a camera a book of myths in which our names do not appear. Adrienne Rich
  106. 106. Informal Communication _______________________ The trust, interdependence, respect, energy, and dignity that people feel and experience in their relationship withthe organization—which, as a practical matter, comes down to their relationship with their manager or supervisor. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  107. 107. Informal VoiceThrust: Anyone‟s relationship with the organization: role, dignity, respect, pride, sense of usefulness, interdependenceExamples: Affirmation, mentoring, access, assignmentsImpact: Leverage for all stages, especially commitmentImportance: Emotional disposition, willingness to give a discretionary effort, creativity, innovation, customer serviceDifficulty: Hubris, honesty, speed, distrust, low expectations, Superman Syndrome © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  108. 108. Superman Syndrome• No one else can do the job• Neglects to delegate or trust• Low patience threshold• No development of others• Often no succession plan• Everyone gets similar reviews• No need to communicate © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  109. 109. In large companies, supervisors drive 25% of all engagement—more than any other engagement driver. Melcrum
  110. 110. But recall that only 11%of employees say they ‘strongly agree’that their managers show consistencybetween their words and actions. . . . Maritz Research
  111. 111. . . . and recall that only 38%of corporate employees worldwidesay their managers communicate openly and honestly. Towers Perrin
  112. 112. And, in an ongoing study of more than 100,000 leaders, 93% of them describe themselves as effective communicators . . . LeadershipIQ
  113. 113. 93% of leaders say they areeffective communicators, but only 11% of their employees agree! LeadershipIQ
  114. 114. Words tell people what you know or think. What do your words say about you? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  115. 115. Behaviors tell people what you believe or feel. What do your behaviors say about you? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  116. 116. Choices tell people what you prefer or value. What do your choices say about you? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  117. 117. Altogether, they declare who you are. Who are you? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  118. 118. Your Reality 24/7, 365 You cannot not communicate. Paul Watzlawick Everywhere and always, you are communicating. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  119. 119. I am my message. Mahatma Gandhi © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  120. 120. Don‟t think of it as communications. Think of it as communication.Get rid of the s , and you begin to get the idea. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  121. 121. Respect We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment.Remember thisValues statement? Integrity We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won’t do it. Communication We have an obligation to communicate. Here, we take the time to talk with one another . . . and to listen. We believe that information is meant to move and that information moves people. Excellence We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  122. 122. Respect We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment.It was Enron’s. Integrity We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won’t do it. Communication We have an obligation to communicate. Here, we take the time to talk with one another . . . and to listen. We believe that information is meant to move and that information moves people. Excellence We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  123. 123. Respect We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment.It was Enron’s. Integrity We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won’t do it. Communication We have an obligation to communicate. Here, we take the time to talk with one another . . . and to listen. We believe that information is meant to move and that information moves people. Excellence We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  124. 124. It lackedaffirmation
  125. 125. • Respect • Integrity • Communication • Excellence Jeffrey Skilling R•I•C•E When Enron says it‟s going to ripyour face off, it will rip your face off. inscription on a Lucite paperweight on CFO Andrew Fastow‟s desk Ken Lay mocking the corporate values
  126. 126. Between the idea And the reality, Between the motion And the act, Falls the Shadow. T.S. Eliot The Hollow MenSalvador Dali
  127. 127. I wouldn‟t believe you no matter what you told me.You‟d say anything now to get what you want. Rick Blaine (Humphrey Bogart) to Ilsa Lund (Ingrid Bergman) Casablanca
  128. 128. The most important conversationyou can have with anybody whoworks for you is the performancereview. . . . People, especially thosewho are goal-oriented and very high-achieving, want feedback. Deborah Farrington Venture Capitalist © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  129. 129. Performance Reviews • Honesty • Frequency • Brevity • Mutuality • Specificity • Encouragement • Goals
  130. 130. FOD • FODForeign Object DebrisForeign Object Damage Lee Rhyant FOD poster F-22 Raptor © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  131. 131. Courage and RiskYou‟ll always miss 100 percent of the shots you don‟t take. Wayne Gretzky
  132. 132. Courage and Risk James Lovell• Inherent in any ambitious undertaking• Not to be confused with foolish or stupid choices• Don‟t flinch from important risks
  133. 133. Few would-be leaders are good listeners, and yet listening fullyand deeply is itself a profound act of leadership. The messageit sends is one of caring and confidence and concern—alwayspowerful messages for any leader to be sending. TJL © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  134. 134. Levels of Healthy ListeningAffirmative Fully committed to recognizing and honoring people through genuine, authentic, balanced communication.Active Adhering to an explicit process of confirming and clarifying content.Attentive Focusing on content, tone, context. Respectful; refrains from interrupting.Alert Receptive to conversation. Open, accessible, welcoming.
  135. 135. Four Kinds of Presence,Four Kinds of Accessibility P I E S 1. Physical 2. Intellectual 3. Emotional 4. Social © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  136. 136. Four Kinds of Presence,Four Kinds of Accessibility P I E S 1.Physical 2. Intellectual 3. Emotional 4. Social © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  137. 137. Be here, with us, andpeople can talk with you.Be elsewhere, and peoplecan only talk about you.Where you are is whatyou want. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  138. 138. MB W A • Management by Wandering Around • Not “Walking Around”! • Noticed by an HP manager in Loveland, Colorado in mid-1960s • 5th ° Leadership comes into play here • Gold standard of Silicon Valley cultures “What we need isBill Hewlett and David Packard fewer MBAs and more MBWA!” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  139. 139. Four Kinds of Presence,Four Kinds of Accessibility P I E S 1. Physical 2.Intellectual 3. Emotional 4. Social © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  140. 140. You say you havean open door.Good. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  141. 141. Do you haveopen ears?Are you willingto listen tonew ideas? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  142. 142. Do you havean open mind?Are you willingto considernew ideas? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  143. 143. Do you haveopen arms?Are you willingto embracenew ideas? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  144. 144. Four Kinds of Presence,Four Kinds of Accessibility P I E S 1. Physical 2. Intellectual 3.Emotional 4. Social © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  145. 145. One day in the summer of 1991, the doorbell rang. There stood a kindly lady who introduced herself as Mary Stitt, the principal of Olive School. She just wanted to say welcome.Mary Stitt © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  146. 146. Four Kinds of Presence,Four Kinds of Accessibility P I E S 1. Physical 2. Intellectual 3. Emotional 4.Social © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  147. 147. Smile, and You Can Be a WinnerCrows feet are a good thing. You can never have too many crows feet.Anybody who thinks you shouldnt smile in business is a loser. Guy Kawasaki Author, Enchantment (and early employee of Apple)
  148. 148. Time Orientation Past: 10 percent Present: 30 percent Future: 60 percent© Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  149. 149. Its unfortunate and I wish Iwouldnt have to say this, but Ireally like human beings whohave suffered. Theyre kinder. Emma Thompson
  150. 150. People must know that you carebefore they can care what you know. Folk Wisdom © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  151. 151. Companies That Care Have People Who Care Fully Actively Engaged Disengaged Workforce WorkforceOn average 28 % 18 %Warm response on 9/11 48 % 6%Cold response on 9/11 11 % 39 % Gallup Organization
  152. 152. If you must. Rosa Parks to Montgomery bus driver
  153. 153. All we have to decide is whatto do with the time given us. J.R.R. Tolkien
  154. 154. Messages You Send by Use of Time• Punctuality as a value• Respect for deadlines• Importance of meetings• Value of customers• Strategic time management• Need for family balance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  155. 155. The Tyranny of Urgency High Urgent but Both urgent not important and important Urgency of Task or Job(time sensitivity) Neither urgent Important but nor important not urgent Low Low High Importance of Task or Job (impact sensitivity)
  156. 156. The Tyranny of Urgency High Urgent but not important Urgency of Task or Job(time sensitivity) Important but not urgent Low Low High Importance of Task or Job (impact sensitivity)
  157. 157. The Tyranny of Urgency High Tasks Urgency of Task or Job(time sensitivity) Relationships Low Low High Importance of Task or Job (impact sensitivity)
  158. 158. The Tyranny of Urgency High Tasks Urgency of Task or Job(time sensitivity) Relationships Low Low High Importance of Task or Job (impact sensitivity)
  159. 159. Now! Now! Now! Abraham Lincoln (Daniel Day-Louis) Lincoln (2012) Directed by Steven Spielberg Written by Tony Kushner
  160. 160. Karl Eberle, Kansas City plant manager © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  161. 161. John Onoda© Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  162. 162. What you do speaks soloud I cannot hear whatyou say. Ralph Waldo Emerson
  163. 163. Informal Voice: Decisions• Decisions drive behavior and thus create reality• Decisions ▪ involve or exclude others ▪ reflect actual, often hidden, values ▪ honor or demean oneself and others• Decisions under pressure reveal the mostDecisions Communicate Powerfully © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  164. 164. Think of Every Decision . . . • as a text message in neon lights in Times Square • as a MEN WALK ON MOON newspaper headline • as a viral You Tube video with millions of hits • as a dinner-table conversation by partners and their families, likely to be passed around townBecause That’s What It Is © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  165. 165. Always do right.This will gratify some peopleand astonish the rest. Mark Twain
  166. 166. The truth of the matter isthat you always know theright thing to do. The hardpart is doing it. Gen. Norman Schwarzkopf Jr.
  167. 167. The Jiminy Cricket Test for Decisions • Is it safe? • Is it legal? • Is it ethical? • Is it strategic? • Is it smart? • Is it wise? Listen to Jiminy Cricket! © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  168. 168. How far that little candle throws his beams! So shines a good deed in a naughty world. Portia Merchant of Venice, Act V William Shakespeare
  169. 169. Its our choices, Harry, thatshow us what we truly are, farmore than our abilities. Professor Dumbledore to Harry PotterHarry Potter and the Chamber of Secrets J.K. Rowling
  170. 170. The Choices We FaceTwo roads diverged in a yellowwood, and I,I took the one less traveled by,And that has made all thedifference. Robert Frost The Road Less Traveled Daniel Wright Woods Lake Forest, Illinois © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  171. 171. There is a voice that doesn‟t use words. Listen. Rumi© Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  172. 172. Take a moment to reflect. Record your thoughts.
  173. 173. Now take a few momentsto discuss your thoughtswith others at your table.
  174. 174. Attitudes are like prairie fires.Once lit, they spread. Ourattitude toward others soonbecomes their attitude towardus and toward one another. Wetrust, they trust. We believe,they believe. Thus do we give lifeto dreams.
  175. 175. Fox 2000 Pictures, directed by David FrankelBore someone else with your questions.Find me that piece of paper I had in my hand yesterday morning.There you are, Emily [she isn‟t Emily]. How many times do I have toscream your name? Miranda Priestly (Meryl Streep) The Devil Wears Prada (2006)
  176. 176. Informal Voice Managing Your Attitude• Trust: Begin with appreciation and respect, and err on its side• Confidence: Believe in the team‟s extraordinary potential• Self-Awareness: Recognize perceptions of you by other people• Energy: Bring and sustain enthusiasm and personal exuberance• Passion: Remember that affirmative passion inspires, negative alienates• Service: Find ways to help people overcome barriers and succeed• Credit: Share the credit, assume the accountability © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  177. 177. If you dont like something, change it. If youcant change it, change your attitude. Dontcomplain. Maya Angelou
  178. 178. The time will come when, with elationyou will greet yourself arrivingat your own door, in your own mirror,and each will smile at the others welcome,and say, sit here. Eat.You will love again the stranger who was your self.Give wine. Give bread. Give back your heartto itself, to the stranger who has loved youall your life, whom you ignoredfor another, who knows you by heart.Take down the love letters from the bookshelf,the photographs, the desperate notes,peel your own image from the mirror.Sit. Feast on your life. Derek Walcott
  179. 179. What Supervisors Must Remember• Choose the principled, noble course of action• Assume everyone will eventually find out when you do otherwise• Think of the long-term consequences of your day-to-day actions• Beware the constant potential for misinterpretation• Look for the nuances and subtleties important to others• Explain yourself and your rationale. Don‟t expect people to guess correctly or to listen, but explain anyway. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  180. 180. Executive / Command Presence• orientation to self or others • ethical expediency / principle• thoughtfulness, knowledge • inclination to mentor young people• behavioral patterns • mood, camaraderie, esprit de corps• accessibility to staff • courtesy, eagerness to help out• composure under pressure • global or local perspective• appreciation of diversity • zest for creativity, innovation• punctuality / scheduling • selectivity, standards, exactitude• intellectual depth, curiosity • intolerance for sub-optimal work Manage Thyself © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  181. 181. Let he who would move the world first move himself. Socrates
  182. 182. Be Your Own First Follower Managing Leadership Yourself Leading Others © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  183. 183. Yesterday I was clever, so Iwanted to change the world.Today I am wise, so I amchanging myself. Jalaleddin Rumi
  184. 184. Do you usually see difficulty or opportunity? Difficulty often conceals opportunity, and opportunity often lies within difficulty.Everyone sees both. Which do you see more? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  185. 185. Some people regard discipline as a chore. For me, it is a kind of order that sets me free to fly. Julie Andrews
  186. 186. Bring Discipline to Character• Minimize your use of profanity• Avoid as topics of conversation: politics, religion, sex, race, nationality• Walk away from sexist, racist, or other offensive “humor”• Avoid repugnant terms like “retard,” “bitch,” “fagot,” and any ethnic slurs• Elevate your reading• Be richly informed on challenging subjects, but also on the lubricants of social exchange: sports, popular TV, movies• Grow your vocabulary but don‟t use big words ostentatiously• Don‟t speak down to people, especially where it is easy (online, behind backs) Steven Covey
  187. 187. The Leader’s Self-Mastery• Why? Necessary to validating your role as a leader• Leader‟s own values inevitably emerge and always trump stated values• Self-understanding yields insight into others• Builds humility and appreciation for the team• Relationships with others depend on your relationship with yourself• When difficult, force the behavioral change for just 30 days Congruence of thought, word, and behavior is at the heart of authenticity and nobility —and ultimately character © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  188. 188. Do, or don‟t do. There is no try. Yoda
  189. 189. I am the master of my fate:I am the captain of my soul. William Ernest Henley Invictus
  190. 190. We are what we habitually do. Aristotle
  191. 191. Do. Be. Do. Be. Do. Sinatra
  192. 192. Discipline of the Informal Voice• Take responsibility for the conversation about you• Recognize and manage the metamessage• Monitor your visible behavior as its own 24 / 7 communication• Know that every choice reflects real priorities and real values• Speed the flow of information (every hour of delay counts)• Recognize your connection with people as a critical fault line• Assume responsibility as their primary source of information © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  193. 193. What you do makes a difference,and you have to decide what kindof difference you want to make. Jane Goodall
  194. 194. Dont compromise yourself. You are all youve got. Janis Joplin
  195. 195. Take a moment to reflect. Record your thoughts.
  196. 196. Now take a few momentsto discuss your thoughtswith others at your table.
  197. 197. Inter Folia FructusWhat Are Some Low Hanging Fruit?

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