In this short slide deck, I share my philosophy on leadership. Specifically, how to apply a strategic framework for the way we manage people and projects. Having worked for the likes of Amazon, Getty Images, Microsoft, McCann Worldgroup, Wundermann and others, I have experienced all manner of leadership. In each case I have learn a great deal. What works for me, and what doesn't work for me. But also, taking note of high-functioning teams nearly always have great leaders. I have had the privilege and honor to be a manager of people for over 10 years. Each and every day has been a learning experience. I do not have a secret sauce to share. Nor do I profess that this is the right way to lead. I humbly just wish to share with others my own experiences in leadership and what I have discerned to be successful. Cheers, JB

1. My
Leadership
Principles
By: J.B. Storey

2. Agenda
• Lies, damned lies, and statistics
• A Strategic Approach to Leadership
My 6 Principles for Strategic Leadership
• Principle 1: Provide a map and compass
• Principle 2: Peter Pan the Plan
• Principle 3: Oh Captain, My Captain
• Principle 4: Fly as a Squadron
• Principle 5: Bend, Don’t Break
• Principle 6: Once more into the Breach
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3. Lies, damned lies, and statistics
• 84% of employees leave or consider leaving their jobs because of their manager: GoodHire
From the same report:
• 32% believe their manager cares about employee career progression
• 39% say their manager is open and honest about opportunities for promotion
• 44% say their manager is open and honest during conversations about salary and compensation
• 58% of managers said they never received any management training: Forbes
• 58% of employees say they trust strangers more than their managers: Harvard Business Review
• Recognition is the number one thing employees say their manager could give them to inspire them to
produce great work. Studies show time and again, that inspiring people to be their best at work, is more of
an employee priority than pay, promotion, autonomy or training.
• 43% of employees hear or see the orgs’s bigger purpose on a regular basis. When that purpose is
aligned with an employees’ career direction, engagement increases by over 800%: OC Tanner
• 5% of businesses in the US have implemented leadership development at all levels. Yet, 83% of
business agree that leadership development is important at every level: Zippia
• Only 26% of managers believe they should focus on the growth and development of their employees:
Business Wire
• This last one is hard to hear, but sadly true. Roughly 10% of the workforce make for natural leaders.
Another 20% can be trained to be effective leaders: LinkedIn 3

4. Each manager has their own style to leadership, development, mentorship,
goal-setting, recognition, career support, and collaboration. But all prioritize
strategic leadership as a governing principle.
A strategic approach, provides a manager and those that work with them
and for them a framework to reference, that aligns to a mission. It is the root
system from which success can grow. The red thread that motivates
employees and ties everything together.
Characteristics of Strategic Leadership Consist of:
1. The ability to express, explain, measure and calibrate a clear vision.
2. A bias for innovation and action, tied to that strategic vision.
3. Encouragement to test and express. Fail fast. Learn quick. Go again.
4. Always on the search for wisdom. From within and without.
5. Decisive decision making when it comes to identifying problems and
designing solutions that are logical and prudent.
6. Lean into culture. Like in sports; a team is the manifest expression of
their coach's philosophy and how the execute that philosophy.
7. Good is never good enough. Execution excellence isn’t an end state. It’s
a forever state. Always search for ways to improve.
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A Strategic Approach to Leadership

5. My SIX
Strategic
Leadership
Principles
J.B. Storey

6. Map & Compass
As a leader, clarity and direction are critical at every phase of an employees’
career. Whether it be short-term projects, or long-term initiatives.
But this does not mean steering the ship.
A map and compass, accompanied with a destination and the reason for
reaching that destination, is a demonstration of trust in the employees' innate
capability to navigate the journey.
It also points to the journey’s end. For destinations can’t be ambiguous. The X
that marks the spot, can’t constantly be moved around. For this will decrease
trust, prompt disengagement, and distinguish excitement. Because if you
don’t know where to locate success, then they will feel isolated and alone.
Moreover, they will lose faith in their leader.
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7. Peter the Plan
Every project and/or initiative requires a plan, that clearly illustrates the actions and
responsibilities that drive execution excellence. But the best plans are those that are
unafraid to ask: “What if?”
• Be bold. Inventive. Unafraid. Take smart risks. Most of all…. Believe.
• Don’t be cavalier or self-obsessed. Courage isn’t going it alone, it’s asking for help.
• Break things with aplomb. Learn quickly and apply those lessons to what you try next.
• No absolutism. ‘Yes, and’ is your best friend when it comes to succeeding as a team.
• Test and learn. Don’t guess. Don’t opine. Data’s the magic dust that makes you fly.
• Neverland is your North Star. Don’t be afraid to reach for it. Believe in it.
• Don’t be a team of thinkers or doers. Rather, a team that always thinks about what
they are doing.
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8. Oh Captain, My Captain
An important responsibility of a manager is coaching & mentoring.
• Mentor in the moment and in the bigger picture.
• Care about your people. Value what they value. Care about what
they care about.
• Consistently seek ways to inspire and galvanize.
• Understand what makes each person happy.
• Identify and acknowledge their career goals. Show them the path
that guides them to growth.
• Focus on strengths. Amplify them. There is no such thing as
weakness. Merely, opportunity to learn.
• Take time to learn about their personal passions outside work.
• Lastly, you are their champion. Never let anyone else define them.
Demonstrate this everyday and that will build trust. Which then leads
to their best work. 8

9. Fly as a Squadron
• Protect each other. If you see someone
struggling, offer a helping hand. Because our
successes are shared as much as our failures.
• We tackle problems together and in lock-step.
The mission belongs to all of us, and no one gets
left behind.
• Identify and codify the team or org’s brand.
Model those values everyday.
• Respect, collaboration, integrity and
accountability ensures we all get home safely.
Presentation title 9

10. Bend, don’t Break
Presentation title
• The most nuanced aspect of management is understanding
that one-size does not fit all. Each individual needs to be
recognized for who they are and what they cherish. That
means calibrating goals based on ability.
• Challenge them with new opportunities that will stretch them,
bend them, but won’t break them.
• Instill excitement and desire to embrace fear of the unknown.
For this fear, is not failure in disguise. It is opportunity made
manifest. So, encourage them to harnesses that fear. As it will
build determination and confidence in their ability to take on
any challenge.
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11. Once
More
Into
the
Breach
As the manager/leader you lead the way. Don’t send someone somewhere you won’t
go first. Model the behaviors you expect from your team.
• Incite courage and bravery in the face of adversity and dysfunction.
• Be mindful of the moment. Check-in before storming in.
• You are the shield. The tip of the spear. You protect. You defend. You fight if needed.
• Roar like a lion for those that whisper. Whisper for those that roar.
• Lastly, the buck stops with you. No blame. No shame. No punishment. Just
accountability. And learning. Always be demonstrating the responsibility of being
accountable and trustworthy. Do this, and they will follow you into the breach.
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12. Thank you
J.B. Storey
jeremystorey@yahoo.com
https://www.linkedin.com/in/jeremystorey/
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