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July 12 2016
YOU ARE A LEADER
 Simon Sinek: Why good leaders make you feel safe
“Great Leaders know how to lead other leaders”
 What impact did your leaders have on you or other leaders?
 Were those leaders inspired to achieve ambitious goals because
of their leaders?
 Were you or others more productive?
Did they…?
 Help leaders understand their own unique leadership talents?
 How to maximize risk taking?
 How to clarify and implement their own vision as leaders?
 Did they support failure?
 Not confined to job titles – Have the biggest thinkers in the
room
 Leaders ask “Why not____” instead of “Why”
 Leaders dream BIG –
 Tommy Johnson (AFLAC) “If you don’t have dreams so big that you
want them with your whole being, dreams so big that nothing will
stand in your way, then as a leader you are dead.”
 Alex Kinnier (Google Product Marketing Manager) “My first
instinct is to not just do what I’m told. I do what I think is right for
the business.”
 As a leader you have not failed if you have not held onto your
leader
 Let them shine, break rules, create disruptive and profitable
breakthroughs and help their peers get over feeling threatened
 Coaching matters more
 Thinking matters more
 Your example matters more
 Conversation matters more
 Influence matters more
As Warren Bennis and Burt Nanus noted in Leaders, “The
problem with many organizations, and especially the ones that
are failing, is that they tend to be over managed and underled.”
 Expectation is that leaders will lead (no Leaders in Training)
 Stop waiting for another leader to tell you what to do
 Creating the opportunity for leaders to develop vision for the
future
 Let go of control
 Allow teams to make decisions and support decisions
“The only failure you need to worry about is the failure to do
something”
 There are 2 guarantees in life: Taxes and Death
 The one guarantee in business: CHANGE
 Organizations that dominate the market and competition have
leaders that know how to lead through change as well as bring
out the best in their people during times of uncertainty
 Leadership: Leading Change
 2013 survey of global senior executives by
Strategy&/Katzenbach Center revealed that the success rate of
major change initiatives is only 54%
 WHY??
 “Change Fatigue” – making too many changes
 A loss of faith – results come too slowly
 Not enough input from employees – don’t have the ownership in
the initiatives
 Stay purpose driven
 Create a culture high on purpose
 Leverage strengths from existing culture
 Bring people together and leverage talent pool in
collaborative manner
 Communication must be constant
 Great communication is required to create great
relationships
 Clear and repetitive communication
 Navigate through conflict
 Invest in your people
 Most important people are the ones that work with you and
are expected to carry out the vision
 Organizations passionate about developing and building
their people are the ones that win
 Protect the people
 Find the informal leaders
 Persist until you succeed
 A detailed plan can only get you so far
 Backbone of organizations that thrive during times of
change
 Set the tone when leading through change
 Face change head on and keep moving forward
 Actions and Behaviours of Leaders
 Why change fails and how Leadership can lead through times
of change.
 Tools
 Delegation Board
Agile camp2016 leadingothers

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Agile camp2016 leadingothers

  • 2. YOU ARE A LEADER
  • 3.  Simon Sinek: Why good leaders make you feel safe
  • 4. “Great Leaders know how to lead other leaders”  What impact did your leaders have on you or other leaders?  Were those leaders inspired to achieve ambitious goals because of their leaders?  Were you or others more productive? Did they…?  Help leaders understand their own unique leadership talents?  How to maximize risk taking?  How to clarify and implement their own vision as leaders?  Did they support failure?
  • 5.  Not confined to job titles – Have the biggest thinkers in the room  Leaders ask “Why not____” instead of “Why”  Leaders dream BIG –  Tommy Johnson (AFLAC) “If you don’t have dreams so big that you want them with your whole being, dreams so big that nothing will stand in your way, then as a leader you are dead.”  Alex Kinnier (Google Product Marketing Manager) “My first instinct is to not just do what I’m told. I do what I think is right for the business.”  As a leader you have not failed if you have not held onto your leader  Let them shine, break rules, create disruptive and profitable breakthroughs and help their peers get over feeling threatened
  • 6.  Coaching matters more  Thinking matters more  Your example matters more  Conversation matters more  Influence matters more
  • 7. As Warren Bennis and Burt Nanus noted in Leaders, “The problem with many organizations, and especially the ones that are failing, is that they tend to be over managed and underled.”  Expectation is that leaders will lead (no Leaders in Training)  Stop waiting for another leader to tell you what to do  Creating the opportunity for leaders to develop vision for the future  Let go of control  Allow teams to make decisions and support decisions “The only failure you need to worry about is the failure to do something”
  • 8.  There are 2 guarantees in life: Taxes and Death  The one guarantee in business: CHANGE  Organizations that dominate the market and competition have leaders that know how to lead through change as well as bring out the best in their people during times of uncertainty  Leadership: Leading Change
  • 9.  2013 survey of global senior executives by Strategy&/Katzenbach Center revealed that the success rate of major change initiatives is only 54%  WHY??  “Change Fatigue” – making too many changes  A loss of faith – results come too slowly  Not enough input from employees – don’t have the ownership in the initiatives
  • 10.  Stay purpose driven  Create a culture high on purpose  Leverage strengths from existing culture  Bring people together and leverage talent pool in collaborative manner  Communication must be constant  Great communication is required to create great relationships  Clear and repetitive communication  Navigate through conflict
  • 11.  Invest in your people  Most important people are the ones that work with you and are expected to carry out the vision  Organizations passionate about developing and building their people are the ones that win  Protect the people  Find the informal leaders  Persist until you succeed  A detailed plan can only get you so far  Backbone of organizations that thrive during times of change  Set the tone when leading through change  Face change head on and keep moving forward
  • 12.  Actions and Behaviours of Leaders  Why change fails and how Leadership can lead through times of change.  Tools  Delegation Board

Editor's Notes

  1. Rewarded for sacrifice so others can gain vs rewarded for sacrifices others for personal gain. Stop at 3:20
  2. Coaching – the role of leadership is complex, need for support, coach, mentor matters more Thinking – Stop juggling a calendar, the company needs you to think (strategize). Think about the direction of the team, opportunities/challenges in front of them and what they personally need to be doing. Can not do this running from meeting to meeting Example – people are listening more to words they are watching. Be intentional about the things you say and do Conversation – Not more meetings…more conversations. Shut up and listen. They know you can talk, but can you listen Influence – people are looking for those to influence them, make it you and your influence is appropriate and positive
  3. Tool – Delegation Board as a chance to look at putting “control” onto team.
  4. Transparent What is role through change Clear vision and goal
  5. Draw energy from existing culture
  6. Actions – asking powerful questions, dreaming big, not waiting to be told Behaviours – coaching, thinking, example, conversation, influence