Am Fam Telecon 6 Lead Your Company Lead Your World

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Teleconference 6: AmFam Business Accelerator, Lead Your Company

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  • Am Fam Telecon 6 Lead Your Company Lead Your World

    1. 1. Teleconference #6: Leading Your Business: Leading Your World © Wright Business Institute, Inc. E-mail questions to [email_address]
    2. 2. Step It Up Competition E-mail questions to [email_address]
    3. 3. <ul><ul><ul><li>Open to all registered Business Accelerator participants </li></ul></ul></ul><ul><ul><ul><li>One winner in each city (Chicago, Phoenix, and Denver) </li></ul></ul></ul><ul><ul><ul><ul><li>Advantage For Sales training program from Wright Business Institute – 6 sessions live or via web/phone </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Marketing strategy session from Hi-Impact Marketing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>$500 Staples gift certificate </li></ul></ul></ul></ul>Step It Up Competition
    4. 4. Step It Up Competition Go to amfambusinessaccelerator.com and click on Step It Up Competition Submit Your Entry Step It Up online entry form
    5. 5. <ul><ul><ul><li>Contestants will be judged on: </li></ul></ul></ul><ul><ul><ul><ul><li>Thoroughness </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Impact </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Creativity </li></ul></ul></ul></ul><ul><ul><ul><li>Entry forms are online at amfambusinessaccelerator.com, now through October 22 nd </li></ul></ul></ul><ul><ul><ul><li>Winners will be announced at the November Business Mixers in each of the cities </li></ul></ul></ul>Step It Up Competition
    6. 6. <ul><li>A networking event for all Business Accelerator participants and their friends. A fantastic way to increase your contact list for your daily dials! </li></ul><ul><ul><li>Invite your friends to meet Dr. Bob, Michelle, and the team, as well as discussion on the program for 2010 </li></ul></ul><ul><ul><li>Don’t miss the announcement of the Step It Up Competition Winner for your city! </li></ul></ul><ul><ul><li>Evening agenda: </li></ul></ul><ul><ul><ul><li>Networking </li></ul></ul></ul><ul><ul><ul><li>Short talk from the coaches on Finishing the Year Strong </li></ul></ul></ul><ul><ul><ul><li>Announcement of the Step It Up Competition winner </li></ul></ul></ul><ul><ul><ul><li>Recognition of the Business Accelerator alliance partners </li></ul></ul></ul>Business Mixers – Mark Your Calendar!
    7. 7. <ul><li>Chicago – Monday, November 9 th 5:00 – 7:00 pm </li></ul><ul><ul><ul><li>Wright Business Institute </li></ul></ul></ul><ul><ul><ul><li>445 E. Ohio, Suite 340 </li></ul></ul></ul><ul><ul><ul><li>Chicago, IL </li></ul></ul></ul><ul><li>Phoenix – Wednesday, November 11 th 5:00 – 7:00 pm </li></ul><ul><li>Watch for details on your Business Accelerator e-tips! </li></ul><ul><li>Denver – Thursday, November 12 th 5:00 – 7:00 pm </li></ul><ul><ul><ul><li>Denver Hispanic Chamber of Commerce </li></ul></ul></ul><ul><ul><ul><li>924 W. Colfax Avenue, Suite 201 </li></ul></ul></ul><ul><ul><ul><li>Denver, CO 80204 </li></ul></ul></ul><ul><li>RSVP - Call Teri at 888-297-3248 or e-mail tlatter@hi-impactmarketing.com </li></ul>Business Mixers – Mark Your Calendar!
    8. 8. Leading Your Business: Leading Your World E-mail questions to [email_address]
    9. 9. Today’s Topics <ul><ul><ul><li>Leadership </li></ul></ul></ul><ul><ul><ul><li>Getting work done through others </li></ul></ul></ul><ul><ul><ul><li>Planning and Inclusion </li></ul></ul></ul><ul><ul><ul><li>Dealing with Different Personalities </li></ul></ul></ul><ul><ul><ul><li>Going for satisfaction </li></ul></ul></ul><ul><ul><ul><li>Getting the most from the least </li></ul></ul></ul><ul><ul><ul><li>Building a culture </li></ul></ul></ul><ul><ul><ul><li>Becoming a trusted advisor </li></ul></ul></ul>
    10. 10. What is Leadership? E-mail questions to [email_address]
    11. 11. <ul><ul><li>Leadership is the art of getting work done through others. </li></ul></ul>What is Leadership?
    12. 12. <ul><ul><ul><li>Personality style </li></ul></ul></ul><ul><ul><ul><li>Directive versus non-directive </li></ul></ul></ul><ul><ul><ul><li>Exchange theory </li></ul></ul></ul><ul><ul><ul><li>Empowerment theory </li></ul></ul></ul><ul><ul><ul><li>Many others </li></ul></ul></ul>Many Approaches to Studying and Developing Leadership
    13. 13. Leadership by Level—Two Stories of Development E-mail questions to [email_address]
    14. 14. <ul><li>Today we will discuss how leadership evolves as businesses develop. Watch for your position and plan your evolution. </li></ul>Businesses Go Through Leadership Development Phases
    15. 15. The Map - Getting To Know Where You Are Initiating Establishing Emerging Differentiating Generating Self-Developing Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
    16. 16. Leadership at the Initiating Phase <ul><li>You are often the only person inside the company. You are leading, but you are leading customers and clients. </li></ul><ul><li>You tend to see yourself as a problem-solver and have not even begun to consider leadership. </li></ul><ul><li>You see your main job as survivorship. </li></ul><ul><li>If you are really advanced, you will be learning to include your customers in problem solving and be practicing good leadership. However, you most likely are too eager to solve problems and prove your competence out of basic, understandable insecurity. </li></ul><ul><li>You may or may not yet have a full vision for your firm depending on your background. </li></ul>Level 1 Initiating Level 2 Establishing Level 3 Emerging Level 4 Differentiating Level 5 Generating Level 6 Self-Developing
    17. 17. Leadership at the Establishing Phase <ul><li>You are just getting clear on what you can do and cannot do. </li></ul><ul><li>You may hire an administrative assistant or a technical person to help or, if you are a sales-oriented firm, your first sales person. </li></ul><ul><li>You tend to tell others what to do because they are an extension of you. The firm is not operating as a separate entity yet—it is merely an extension of you and your activity. </li></ul><ul><li>Leadership is at the level of developing a team and, depending on your personality, you are more or less directive. </li></ul><ul><li>You energize the company and it exists to fulfill your will. Some very sizeable companies never move beyond this phase in leadership. </li></ul>Level 1 Initiating Level 2 Establishing Level 3 Emerging Level 4 Differentiating Level 5 Generating Level 6 Self-Developing
    18. 18. Leadership at the Emerging Phase <ul><li>As the leader of an emerging company, you have a team that is working together. </li></ul><ul><li>You need to rely on others more, but you are likely still learning how to keep everyone on the same page. </li></ul><ul><li>At this stage, it is important that you be turning over the reins. However, leaders at this stage generally are still over-controlling and making their own lives more difficult. </li></ul><ul><li>At this stage and for all stages hereafter, communicating your vision and values is a primary job. </li></ul><ul><li>You are also beginning to lead by setting up systems to fulfill your mission. </li></ul>Level 1 Initiating Level 2 Establishing Level 3 Emerging Level 4 Differentiating Level 5 Generating Level 6 Self-Developing
    19. 19. Leadership at the Differentiating Phase <ul><li>This is a very exciting stage where you realize that you can no longer control the whole game and you begin to operate more effectively as a leader </li></ul><ul><li>You include others more. </li></ul><ul><li>You assign important tasks to groups. Even though you might do it better, you realize that the health of your organization requires that you empower others. </li></ul><ul><li>As your systems develop, you are including staff more and trusting them as they are trusting you to support them even if they make mistakes. </li></ul><ul><li>They take more responsibility and make more mistakes. You now have a managerial culture developing </li></ul>Level 1 Initiating Level 2 Establishing Level 3 Emerging Level 4 Differentiating Level 5 Generating Level 6 Self-Developing
    20. 20. Leadership at the Generating Phase <ul><li>Your business can run without you. Systems are all in place and continuously refined with new technology as your business expands. At this level you are setting the tone for your business. </li></ul><ul><li>You lead with vision and empower others to fulfill that vision. </li></ul><ul><li>Ideally, you have built common values to underlie that vision, and your staff hearkens to these values. </li></ul><ul><li>You are the keeper of the values and your leadership is likely becoming more like the conductor of an orchestra. </li></ul><ul><li>You are operating as a leader in your profession and acting as liaison for your company to others as well as to your profession. </li></ul><ul><li>Your company is still somewhat dependent on you. </li></ul><ul><li>You lead primarily through vision and value communications and systems. </li></ul>Level 1 Initiating Level 2 Establishing Level 3 Emerging Level 4 Differentiating Level 5 Generating Level 6 Self-Developing
    21. 21. Leadership at the Self-Developing Phase This <ul><li>You have reached a level where your company can be expected to thrive and grow and adapt without you. </li></ul><ul><li>You have succeeded at fully empowering others to carry the flame and develop the vision. </li></ul><ul><li>In good faith, you can now sell the company to the employees or engage in an IPO. </li></ul><ul><li>Your leadership is in the community and of your profession. </li></ul><ul><li>You are also often leading your company as a public spokesperson—you promote the vision and values of the firm in all areas and inspire others to live and operate by these. </li></ul>Level 1 Initiating Level 2 Establishing Level 3 Emerging Level 4 Differentiating Level 5 Generating Level 6 Self-Developing
    22. 22. Ideal State Action Planning (ISAP) E-mail questions to [email_address]
    23. 23. <ul><ul><ul><li>Problem solving </li></ul></ul></ul><ul><ul><ul><li>Planning </li></ul></ul></ul><ul><ul><ul><li>Meeting management and discussion </li></ul></ul></ul><ul><ul><ul><li>Dealing with different personalities </li></ul></ul></ul><ul><ul><ul><li>Being satisfied </li></ul></ul></ul><ul><ul><ul><li>Building a satisfying high-performance culture </li></ul></ul></ul><ul><ul><ul><li>Building employee and customer trust </li></ul></ul></ul><ul><ul><ul><li>Developing alignment with staff and clients </li></ul></ul></ul>Today We Present A Powerful Leadership Tool:
    24. 24. <ul><ul><ul><li>Because they are often the best at what they do in the company, they trend to tell employees what to do. There are a number of reasons for this: </li></ul></ul></ul><ul><ul><ul><ul><li>Not knowing any better </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Insecurity </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Inferior staff </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Overloaded staff </li></ul></ul></ul></ul><ul><ul><ul><li>They either communicate too much or, most often, do not communicate enough with staff. </li></ul></ul></ul><ul><ul><ul><li>They do not meet regularly with specific meeting purposes. </li></ul></ul></ul><ul><ul><ul><li>Others </li></ul></ul></ul>Small Business Owners’ Common Early Errors in Leadership
    25. 25. <ul><ul><ul><li>It brings out the best of the natural functioning of the mind. </li></ul></ul></ul><ul><ul><ul><ul><li>Gets at real data and avoids key errors of planning and problem solving </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Overcomes limiting unconscious beliefs. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Generates creative solutions </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Discovers the win-win in decisions and conflict. </li></ul></ul></ul></ul><ul><ul><ul><li>It generates superior alignment and solutions with powerful analytics and visioning. </li></ul></ul></ul><ul><ul><ul><li>It gives focus and direction to meetings as an adjunct tool. </li></ul></ul></ul><ul><ul><ul><li>It takes the personality differences out of projects and taps the best solutions and personnel. </li></ul></ul></ul>The Ideal State Planning Process (ISAP)
    26. 26. <ul><ul><ul><li>It gives you a powerful tool to focus on your own satisfaction. </li></ul></ul></ul><ul><ul><ul><li>It is a key tool of visioning and alignment to build a powerful, fulfilling team culture </li></ul></ul></ul><ul><ul><ul><li>It helps generate employee and client trust, alignment, and engagement. </li></ul></ul></ul><ul><ul><ul><li>It is flexible and flows with the mind—giving useful buckets into which ideas and data fit </li></ul></ul></ul><ul><ul><ul><li>It is a fantastic conflict management and resolution tool </li></ul></ul></ul>The Ideal State Planning Process (ISAP)
    27. 27. Components of the ISAP Present State Analysis Pathway Generation Vision & Ideal Outcome Victories, Strengths, Issues, Problems, Situations, Challenges, Metrics, Costs, Persons Involved, Most Pressing… Leverage for Victories, Ideas, Solutions, Options, Actions to Take, Expenditures, Manpower, Help Needed… Goals, Outcomes, Ideal States, Dollars, People, Resources
    28. 28. Components of the ISAP Present State Analysis Pathway Generation Vision & Ideal Outcome Victories, Strengths, Issues, Problems, Situations, Challenges, Metrics, Costs, Persons Involved, Most Pressing… Leverage for Victories, Ideas, Solutions, Options, Actions to Take, Expenditures, Manpower, Help Needed… Goals, Outcomes, Ideal States, Dollars, People, Resources
    29. 29. Components of the ISAP Present State Analysis Pathway Generation Vision & Ideal Outcome Victories, Strengths, Issues, Problems, Situations, Challenges, Metrics, Costs, Persons Involved, Most Pressing… Leverage for Victories, Ideas, Solutions, Options, Actions to Take, Expenditures, Manpower, Help Needed… Goals, Outcomes, Ideal States, Dollars, People, Resources
    30. 30. <ul><ul><ul><li>Sensory Grounded Data </li></ul></ul></ul><ul><ul><ul><ul><li>Seeing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Hearing/measuring or counting </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Feelings </li></ul></ul></ul></ul>Getting High Quality Data
    31. 31. How to use the ISAP—For Problem Solving E-mail questions to [email_address]
    32. 32. <ul><ul><ul><li>Avoid the error of just throwing solutions at problems and get in the habit of really looking at and analyzing problems with your staff. </li></ul></ul></ul><ul><ul><ul><li>Recognize that each problem is an opportunity to further develop your company vision and develop staff cohesion. </li></ul></ul></ul><ul><ul><ul><li>Learn to analyze problems for root causes </li></ul></ul></ul><ul><ul><ul><li>Use the Ideal State Action Planning Process (ISAP) for problem solving, planning, meeting management, customer service, and other functions. </li></ul></ul></ul>Problem Solving is a Key Leadership Function
    33. 33. <ul><ul><ul><li>Learn to place data in the appropriate column </li></ul></ul></ul><ul><ul><ul><ul><li>The mind does not follow neat mental plans </li></ul></ul></ul></ul><ul><ul><ul><li>Get a sensory grounded full representation of the problem </li></ul></ul></ul><ul><ul><ul><li>Note pathways as they arise </li></ul></ul></ul><ul><ul><ul><li>Identify a sensory grounded ideal state </li></ul></ul></ul>How To Use the ISAP
    34. 34. How To Use the ISAP Present State Analysis Pathway Generation Vision & Ideal Outcome Victories, Strengths, Issues, Problems, Situations, Challenges, Metrics, Costs, Persons Involved, Most Pressing… Leverage for Victories, Ideas, Solutions, Options, Actions to Take, Expenditures, Manpower, Help Needed… Goals, Outcomes, Ideal States, Dollars, People, Resources
    35. 35. Planning with ISAP E-mail questions to [email_address]
    36. 36. <ul><ul><ul><li>When plans are laid, there is often excitement or hope with no real milestones </li></ul></ul></ul><ul><ul><ul><li>Milestones and accountability are not considered </li></ul></ul></ul><ul><ul><ul><li>Resource requirements are not considered </li></ul></ul></ul><ul><ul><ul><li>The influence of and on other elements is not considered </li></ul></ul></ul><ul><ul><ul><li>All are not included </li></ul></ul></ul>Common errors in planning
    37. 37. <ul><ul><ul><li>Get a solid ideal state </li></ul></ul></ul><ul><ul><ul><ul><li>You can use this for short and long term </li></ul></ul></ul></ul><ul><ul><ul><li>Milestones are clear </li></ul></ul></ul><ul><ul><ul><li>All are aligned </li></ul></ul></ul><ul><ul><ul><li>Impact on other programs etc. is considered </li></ul></ul></ul><ul><ul><ul><li>Responsibilities are clearly delimited </li></ul></ul></ul><ul><ul><ul><li>Timelines are clear </li></ul></ul></ul><ul><ul><ul><li>Resource needs are clear </li></ul></ul></ul><ul><ul><ul><li>ISAP or other tools helps with all of the above </li></ul></ul></ul><ul><ul><ul><li>Here is how…. </li></ul></ul></ul>Characteristics of strong Planning
    38. 38. Use Three Flip Charts with Groups for Strong Planning Present State Analysis Pathway Generation Vision & Ideal Outcome Victories, Strengths, Issues, Problems, Situations, Challenges, Metrics, Costs, Persons Involved, Most Pressing… Leverage for Victories, Ideas, Solutions, Options, Actions to Take, Expenditures, Manpower, Help Needed… Goals, Outcomes, Ideal States, Dollars, People, Resources
    39. 39. Meeting Management and Discussion with ISAP E-mail questions to [email_address]
    40. 40. <ul><ul><ul><li>Not having a clear agenda </li></ul></ul></ul><ul><ul><ul><li>Staff do not come in prepared to deal with important issues </li></ul></ul></ul><ul><ul><ul><li>Staff do not see relevance </li></ul></ul></ul><ul><ul><ul><li>Staff are not tapped and brought into alignment </li></ul></ul></ul><ul><ul><ul><li>Fullest staff capacity is not reached in the meeting </li></ul></ul></ul><ul><ul><ul><li>Others…. </li></ul></ul></ul>Common Errors in Meeting Management and Discussion
    41. 41. <ul><ul><ul><li>Interview with all present </li></ul></ul></ul><ul><ul><ul><ul><li>Get sensory grounded data even if you know the answers </li></ul></ul></ul></ul><ul><ul><ul><ul><li>This engages all </li></ul></ul></ul></ul><ul><ul><ul><li>Get different perspectives on the ideal and present states as you generate a unified perspective with input from all </li></ul></ul></ul><ul><ul><ul><li>Have small groups discuss when useful </li></ul></ul></ul><ul><ul><ul><li>Collect pathways and have all participate in selection </li></ul></ul></ul><ul><ul><ul><li>Once pathways are selected, do a separate ISAP on the fulfillment if it is worth the staff time </li></ul></ul></ul><ul><ul><ul><li>All can be done very informally and quickly. </li></ul></ul></ul>Using ISAP in Meeting Management and Discussion
    42. 42. Other Ways Leaders Use ISAP E-mail questions to [email_address]
    43. 43. <ul><ul><ul><li>Dealing with difficult personalities </li></ul></ul></ul><ul><ul><ul><li>Dealing with conflict </li></ul></ul></ul><ul><ul><ul><li>Being satisfied </li></ul></ul></ul><ul><ul><ul><li>Building a high performance culture </li></ul></ul></ul><ul><ul><ul><li>Developing employee and customer trust </li></ul></ul></ul>Building employee and customer trust with ISAP
    44. 44. American Family Business Accelerator Program Upcoming Teleconferences and Success Activities
    45. 45. Looking Forward <ul><li>Submit Your Step It Up Competition entry form at amfambusinessaccelerator.com </li></ul><ul><ul><ul><li>Due on October 22 </li></ul></ul></ul><ul><li>Mark Your Calendar for our next face-to-face meeting, The Business Accelerator Business Mixers </li></ul><ul><ul><ul><li>Chicago – November 9 th 5:00 – 7:00 pm </li></ul></ul></ul><ul><ul><ul><li>Phoenix – November 11 th 5:00 – 7:00 pm </li></ul></ul></ul><ul><ul><ul><li>Denver – November 12 th 5:00 – 7:00 pm </li></ul></ul></ul><ul><li>Watch your Business Accelerator e-tips for more helpful articles on marketing and sales. </li></ul>

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