Leading from the Heart

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Leading from the Heart

  1. 1. The Leading from the Heart Workshop®
  2. 2. “Employees are assets with feet. They’re the only resource companies have that make a conscious decision to return the next day.” Press Release, Walker Information
  3. 3. 8.5 percent
  4. 4. warning: !quot;#$%&'$()*%$+,*-#'**$.)/$quot;0$ 1)#,)2/3$%&'2'$4'2'$567$8-((-quot;#$ 1quot;+$quot;9'#-#:*$-#$%&'$,#-%'.$*%)%'*; Bureau of Labor Statistics
  5. 5. What talent war? 17-21= -4
  6. 6. Professional and business services will grow twice as fast as the overall economy. Source: Bureau of Labor Statistics
  7. 7. By 2012, one out of five workers will be fifty-five years old or older.$ Source: Bureau of Labor Statistics
  8. 8. !%<=$+>?@$+AAB$CD$E=F?AABCGH$>GE$ DAAG$I<=J=$KCLL$?=$B>G@$BAJ=$MA?D$ I<>G$N=ANL=$>O>CL>?L=$IA$PCLL$I<=B6;$ “Why Retention Should Become a Core Strategy Now” Harvard Management Update, October 2003$$
  9. 9. About half of Human Resource professionals say they are seeing new workers entering the workforce lacking overall professionalism, written communication skills, analytical skills, or business knowledge. SHRM: 2005 Future of the U.S. Labor Pool Survey Report$
  10. 10. I<Q$PAJ$I<=$COC=KR$$$$$$$$$$$$$$$$$$$$$$$ C$KSE$$$$$IA$KAJT$U$SRR$VW$
  11. 11. “It may be time to reconsider the ‘they have no place else to go’ strategy of employee retention.”$$ “Why Retention Should Become a Core Strategy Now” Harvard Management Update, October 2003
  12. 12. virtualturnover
  13. 13. Old Interview Interviewer: “Where do you see yourself in five years?” New Interview Candidate: “If I invest the next five years of my life in this company, what ROI can I expect?”
  14. 14. !! Salary plus Incentive Pay !! Paid Holidays and Vacations Basic !! Long-Term Retirement Savings Plan Worker !! Employee Educational Assistance Benefits (negotiable) !! Medical and Hospitalization Insurance with Dental and Vision options !! Salary Continuation Plan (Sick Leave, Long-Term Disability Insurance)
  15. 15. !! Fitness Center / Intramural Sports !! Cafes with Healthful Meals Premium !! Take-home Catering Worker !! In-house Day Care Benefits (old tie- !! Scholarships for Family Members breakers) !! Adoption Expense Assistance !! On-site Dry Cleaning, Shoe Repair, Photo Processing, Libraries
  16. 16. !! Cultural Diversity !! Company Code of Conduct addressing Worker Safety, Dignity Values-Based and Respect Worker !! Paid Time Off for Volunteerism Benefits (new tie- !! Flex Time for Work / Life Balance breakers) !! Maternity, Paternity and Adoption Leave of Absence !! Career Planning and Job Coaching
  17. 17. The Boomer Agenda 1. Make love, not war. Done. 2. Make more money than Done. our parents did. 3. Make a difference In progress. (make amends for #2).
  18. 18. Whereas the Industrial Revolution drew fathers outside the home to work, Gen Xers probably grew up in households in which both parents held jobs.
  19. 19. 2 The Netter Paradox “The money’s good. But won’t you just downsize me, too?”
  20. 20. When selecting employers, job candidates from all generations $ are focusing less on the financial rewards and more on the values rewards.
  21. 21. People join an organization. They leave a manager.
  22. 22. Fact In the war for talent, everyone is fighting over your best employees.$$
  23. 23. !!)YY=NI$Y<>LL=GH=D$>GE$I>T=$JCDTD$ !!8>DI=J$?AI<$LCDI=GCGH$>GE$ X>LS=DF?>D=E$ DN=>TCGH$ L=>E=JD$ E=BAGDIJ>I=$ !!(CO=$?@$I<=$O>LS=D$I<=@$NJAP=DD$ DCQ$OCI>L$ !!0J==L@$HCO=$>K>@$I<=CJ$>SI<AJCI@$ CGI=HJCIC=D6$$ %<=@V$ !!2=YAHGCZ=$I<=$?=DI$CG$AI<=JD$ !!&>O=$>$OCDCAG$>GE$YAGOCGY=$ AI<=JD$IA$D<>J=$CI$
  24. 24. XCI>L$ (=>E=JD<CN$>YICAGD$I<>I3$$$ K<=G$NJ>YICY=E$NJA>YICO=L@3$ E=BAGDIJ>I=$@ASJ$ AJH>GCZ>ICAG[D$=QCDICGH$O>LS=D$ >GE$PSJI<=J$=DI>?LCD<$@ASJ$ -GI=HJCIC=D$ YJ=EC?CLCI@$>D$>$L=>E=J6$$
  25. 25. 1]$ values-based leaders: Accept Challenges and Take Risks OCI>L$CGI=HJCIC=D$ Risk seeking separates values-based leaders from the yesteryear-theory bureaucrats who sit around supervising the work. Why is that important? Leadership is proactive, as people can only follow leaders who are moving.$
  26. 26. risk Verb: To do something despite danger; to incur the chance of harm or loss by taking an action.
  27. 27. For most leaders, the opportunity to meet a challenge is an assignment. Those leaders rise to a Other leaders are presented challenge. adventurers, continually placing themselves in positions to discover new challenges. They volunteer for the tough jobs and always question the status quo.$
  28. 28. Risk Takers$ Some people respond to challenges that are presented… Risk Seekers …while others seek out opportunities to lead.
  29. 29. First, we weigh our chances of How we success. assess risk determines Next, we measure the importance of success. how we take risk. We also gauge how much control we have in the outcome. We assess our own skill. A values-based assessment should override all other assessments of risk. That is: does taking this risk demonstrate your adherence to the organization’s values, or not?
  30. 30. Admitting Ignorance Leadership requires the courage to surround yourself with employees who are potentially better at their jobs than you are at yours.
  31. 31. Pushing for PRO Change ACT “In a time of constant change, one thing hasn’t IVE changed: Organizations are still resistant to change.” Robert Reich
  32. 32. challenging bad decisions “If you are in middle management, don’t be a wimp. Don’t sit on the sidelines waiting for the senior people to make a decision so that later on you can criticize them over a beer—‘My God, how could they be so dumb?’ Your time for participating is now.” Andrew Grove, CEO Intel
  33. 33. Blowing the Whistle Most workers are far too faint-hearted for whistle blowing. Too many exhibit an unquestioning, even fearful, reverence for authority.
  34. 34. Addressing Performance Issues$$ If you’re like most managers, you tend to blame yourself for an employee’s disappointing performance.
  35. 35. GOfirst “Leadership is going first in a new direction— and being followed.” Andrew Grove
  36. 36. Trusting Your Employees Many managers find trusting their employees highly anxiety- provoking because of the risk involved. The urge to peek over their shoulders, or even do the work themselves, is great.
  37. 37. D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$$$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D=$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D$$ Risk D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D=$$ Seeker D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D=$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D=$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D$$ D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$D==T=J$$
  38. 38. Challenge is not an activity,$$ it’s a state of mind.$$$$
  39. 39. Accepting Challenges= Embracing Chaos
  40. 40. “Hardy” individuals are more likely to approach stressful $psychological events as hardiness opportunities from which to learn, rather than as threats to fear or avoid.
  41. 41. 2:1 Non-Hardy to Hardy$
  42. 42. attitudes of hardiness the three ^ABBCIB=GIV$I<=$ ^AGIJALV$I<=$ ^<>LL=GH=V$I<=$ ?=LC=P$I<>I$DIJ=DDPSL$ YAGOCYICAG$I<>I$ N=JY=NICAG$I<>I$ =O=GID$>J=$GAI$ CGECOCES>LD$Y>G$ Y<>GH=$CD$?AI<$ I<J=>I=GCGH3$?SI$ >YICO=L@$CGPLS=GY=$ =QN=YI=E$>GE$ CGI=J=DICGH$>GE$ LCP=[D$=O=GID6$ DICBSL>ICGH6$ B=>GCGHPSL6$$$ Source: Suzanne Kobasa and Salvatore Maddi, The Hardy Executive: Health Under Stress
  43. 43. Without the threatening perceptions, individuals with committed attitudes are free to actively address and overcome stressful events. Commitment People committed to and involved in their work are more apt to perceive stress as interesting and meaningful.$$
  44. 44. Individuals also perceive stress more accurately when they believe their personal efforts can actively influence life’s events. Control People adapt to change best when they understand the control they have over their environments.
  45. 45. When we view stressful events as challenging, they become normal aspects of life. Challenge When chaos is welcomed, we can perceive it as stimulating, if not a hidden opportunity for personal development.$$
  46. 46. “American managers actually enjoy crises; they often get their greatest personal satisfaction, the most recognition, and their biggest rewards from solving crises.” Robert Hayes “Why Japanese Factories Work” Harvard Business Review July-August 1981
  47. 47. “Crises are part of what makes work fun.” Robert Hayes
  48. 48. Be hardy!
  49. 49. 2]$ values-based leaders: Master Both Listening and Speaking OCI>L$CGI=HJCIC=D$ The way we communicate with our employees impacts how workers understand our messages, and what actions, if any, they take in response.
  50. 50. “ The biggest problem with leadership communication is CLLSDCAG$that it has occurred. ” the —Boyd Clarke and Ron Crossland, The Leader’s Voice
  51. 51. ECDYAGG=YI$$$D@G=JH@$$$?S@$CG$$$ %()$$$<SB>G$Y>NCI>L$$$_S>LCI@$$$ YCJYL=$ $ $HAAE$N=ANL=$ $ $EAH$`$ jargon jargon NAG@$ D<AK$ $ $ ?>LL$ N>JT$ PCHSJ=$$$ Y>JN=I$OD6$YAGYJ=I=$$$KAJTFCGF NJAY=DD$$MA?$J=>E@$$N>J>ECHB$ D<CPI$ $ $U73777$P==I$ $ $JCH<IDCZ=$ PSZZ@$B>I<$$$ASIDASJYCGH$$I>LT$ APPLCG=$$DSJNLSD=E$$MSDIFCGFICB=$$
  52. 52. “We really want to leverage our synergy with this new initiative, but there’s a disconnect in terms of our reorg.”
  53. 53. “Market-leading provider of technology-enabled process- optimization tools seeks position in which I can apply my experience reducing cycle time across supply chains.”
  54. 54. “What the…?”
  55. 55. jargon? why Speakers sometimes invoke workplace jargon to impress others, or to establish their membership in an elite faction. Some use jargon to exclude or confuse others, or to mask their own inexperience or lack of knowledge.
  56. 56. JARGON often includes euphemisms used to substitute inoffensive expressions for those considered offensive.
  57. 57. These actions will !align our resources with market needs and adjust the size of our infrastructure.;$$ – ^<>E$&ALLCE>@3$DuPont CEO announcing the elimination of 3,500 jobs
  58. 58. of employees are regularly confused about what their 20 percent colleagues are saying, but are too embarrassed to ask for clarification admitted using jargon deliberately—as a means More than a third of either demonstrating control or gaining credibility found the use of jargon in office meetings both 40 percent irritating and distracting One out of dismissed speakers using jargon as both pretentious and untrustworthy ten Source: Office Angels
  59. 59. and intellectual Communication areas of your is most effective listeners’ when you speak minds. to both the emotional
  60. 60. Stories create the emotional perspective listeners need to connect with your message.
  61. 61. &SH<$
  62. 62. !%<=$E>@$2>Y<=L$ E=PCG=E$I<=$B=>GCGH$ AP$YSDIAB=J$D=JOCY=6;$
  63. 63. “It is impossible even to think without a mental picture.” Aristotle On Memory and Recollection 358 B.C.
  64. 64. 3]$ values-based leaders: Live By The Values They Profess OCI>L$CGI=HJCIC=D$ Now, since the onslaught of corporate scandals, we conceive of business leaders as justice-obstructing, debt- hiding, earnings-overstating thieves who use company funds to purchase personal artwork and to put on lavish birthday parties for family members.$
  65. 65. “We aspire to be known as a company with the highest standards of moral and ethical conduct— working to earn client trust, day in and day out. Our word is our bond.” From Citigroup’s statement of values
  66. 66. “Our word is our bond.” Sanford “Sandy” Weill John Reed CEO Citigroup Citigroup co-CEO C. Michael Armstrong Jack Grubman AT&T CEO and Citigroup Salamon Smith Barney’s Board Member Top Telecom Analyst 92nd Street Y Exclusive NYC Preschool
  67. 67. “I used Sandy to get my kids into 92nd St. Y pre-school (which is harder than Harvard) and Sandy needed Armstrong’s vote on our board to nuke Reed in showdown. Once coast was clear for both of us (ie Sandy clear victor and my kids confirmed) I went back to my normal negative self on [AT&]T. Armstrong never knew that we both (Sandy and I) played him like a fiddle.” E-mail from Jack Grubman January 13, 2001$
  68. 68. “You will be confronted with questions every day that test your morals. Think carefully, and for your sake, do the right thing, not the easy thing.” - Dennis Kozlowski, speaking to the St. Anselm College Class of 2002
  69. 69. “Ex-Tyco Chief Executive Kozlowski Sentenced to 8 to 25 Years”$ Headline / Bloomberg.com / 09.19.2005$
  70. 70. Strong Fundamental Values “We must demand of ourselves and of each other the highest standards of individual and corporate integrity. We safeguard company assets. We comply with all company policies and laws.” Source: The Tyco Guide to Ethical Conduct
  71. 71. “We safeguard company assets.” Regency mahogany bookcase, c. 1810, $105,000 George I walnut arabesque tallcase clock, $113,750 Custom queen bed skirt, $4,995 Custom pillow, $2,665 Ascherberg grand piano, c. 1895, $77,000 Chandelier, Painted Iron, c. 1930, $32,500 Pair of Italian armchairs, c. 1780, $64,278 Persian rug, 20 feet by 14 feet, $191,250
  72. 72. “House passes bill to tax AIG bonuses”$ Headline / Los Angeles Times/ March 20, 2009$
  73. 73. “In corporate America, crime pays. Handsomely. Grotesquely, even.” $ $ Arianna Huffington$Pigs at the Trough
  74. 74. “We’ve got this idea that business means ” anything goes. R. Edward Freeman, Director Olsson Center for Applied Ethics
  75. 75. Used-car salesperson…slick Politician…dishonest Personal injury lawyer…greedy Insurance agent…pesky Postal worker…postal
  76. 76. Business leader…fraud
  77. 77. Consistency between an organization’s stated values and its leaders’ actual behavior is critical to credibility.$$
  78. 78. When there is discrepancy between what leaders say and what they do, employees immediately and rightly recognize those leaders as frauds.$
  79. 79. Only four in ten workers say their employer’s core values match their own Source: CO2 Partners
  80. 80. OBSERVINGANDINTERPRETING Soon after they are hired, employees start looking for mutual expectations—which of their own interests are consistent with the values of the organization.
  81. 81. alignment Once they feel aligned, individuals can start envisioning their place in supporting the organization’s success.
  82. 82. But if they sense they’ve been duped, employees withdraw, become defensive and cynical, start gossiping, and begin causing trouble.
  83. 83. WHY BOTHER? Eighty-two percent of workers would rather earn less money at an organization with ethical business practices than receive higher pay at a company with questionable ethics. LRN Ethics Study 2006
  84. 84. “Our findings confirm that companies with a commitment to ethical conduct enjoy distinct advantages in the marketplace, including attracting and retaining talent.” Dov Seidman, LRN CEO
  85. 85. Workers who believe their organizations act with integrity are$ nine times more likely to stay in their current jobs. Source: Walker Information - Commitment In The Workplace: The 2003 National Employee Benchmark Study
  86. 86. Employees are searching for leaders with integrity who prove their credibility continuously.
  87. 87. Prove yours!
  88. 88. 4]$ values-based leaders: Freely Give Away Their Authority OCI>L$CGI=HJCIC=D$ Why the emphasis on giving away authority? Giving authority to others demonstrates trust in people. Trusted employees are more effective, creative, and satisfied. And a funny thing happens when you trust people—they trust you back!$
  89. 89. Giving away our authority is a personal challenge. It involves sharing influence, prestige, and applause, while forcing us to deal with our personal insecurities.
  90. 90. 4>LL@$K<Aa$
  91. 91. Once you abandon those concerns, you will recognize empowering others as its own reward.
  92. 92. Gary Hamel “ bottleneck $$$The is at the top of the bottle.”
  93. 93. STYLE Micromanagers Micromanagers operate from a lack of trust— they distrust their employees—so they feel the need to maintain complete control. As a result, they set modest expectations for employees. Highly negative managers These leaders strip employees of their self- esteem. Employees may wrongly attribute their powerlessness to their own incompetence. To the delight of negative managers, their employees often feel too inadequate to seek other positions. Poor communicators Leaders who are unable to explain the “big picture,” or simply don’t share their vision, deprive employees of an understanding of why certain actions are taken.
  94. 94. ! Micromanagers mistrust their employees, and have Micromanagement: low expectations for the opposite their abilities and of Empowerment. results.
  95. 95. Micromanaged employees “live down to” the expectations set for them, thereby perfectly conforming to the micromanager’s views of them.
  96. 96. SAT THEM FURTHER AWAY SMILED AT THEM LESS MADE LESS EYE CONTACT WITH THEM CALLED ON THEM LESS CRITICIZED THEM MORE GAVE THEM LESS TIME TO ANSWER QUESTIONS TEACHERS & WITHHELD PRAISE FOR SUCCESSFUL ANSWERS MICROMANAGERS PRAISED THEM FOR Researchers studied how teachers MARGINAL ANSWERS behaved toward students for whom DEMANDED LESS WORK they had low expectations. They:$ FROM THEM
  97. 97. Leaders who consider themselves effective are less apt to micromanage high and more likely to set expectations for their employees.
  98. 98. Source: Employment Law Alliance 44 percent have worked for an abusive manager
  99. 99. Abused employees !!Degraded them in public described bosses who: !!Rudely interrupted them !!Criticized them in front of coworkers !!Yelled at them !!Ignored them altogether Source: Employment Law Alliance
  100. 100. Officer Al
  101. 101. -P$@ASJ$G=H>ICO=FL=>E=JD<CN$>NNJA>Y<$<>D$ YAGOCGY=E$=BNLA@==D$I<>I$I<=@$>J=$CG=NI3$I<=@[LL$ ?=$SGLCT=L@$IA$I>T=$AG$=QIJ>$KAJT$>GE$AN=G$ I<=BD=LO=D$IA$>EECICAG>L$YJCICYCDB6$
  102. 102. OUR LITTLE secret Abused employees will retaliate—not toward the boss, but against the organization.
  103. 103. fortyninepercent Less than half of all employees understand the steps their organizations are taking to reach new business goals. Source: Watson Wyatt’s WorkUSA 2002 Survey
  104. 104. “But my employees don’t Manager: want to be empowered!”
  105. 105. 4 flawed beliefs about empowerment
  106. 106. Managers assume their employees know, or ought to know, that the organization wants them to take initiative.
  107. 107. Only when employees know your expectations $ will they be able to fulfill them.
  108. 108. Managers presume that all employees welcome the freedom to take initiative.
  109. 109. FEAR Humans have an innate desire to contribute, but that passion conflicts with our natural instinct to protect ourselves against things we fear— things like rejection, failure, embarrassment, or retaliation.
  110. 110. Managers conclude that employees who avoid taking initiative are lazy.
  111. 111. 'BNLA@==D$G==E$IA$TGAK$ <AK$>LCHGCGH$KCI<$I<=$ AJH>GCZ>ICAG[D$O>LS=D$KCLL$ B==I$I<=CJ$N=JDAG>L$CGI=J=DID$ >GE$G==ED6$quot;I<=JKCD=3$I<=CJ$ CGCIC>ICO=$ECBCGCD<=D$>GE$ BAG=@$?=YAB=D$I<=CJ$ NJCB>J@$BAICO>IAJ6$
  112. 112. Managers think they’ve finished their work once they’ve given away their authority.
  113. 113. “Empowerment is not abandonment.” -Anita Tucker
  114. 114. “I start with the premise that the function of leadership is to produce more leaders, not more ” followers. Ralph Nader
  115. 115. 5]$ values-based leaders: Recognize the Best in Others OCI>L$CGI=HJCIC=D$ Values-based leaders recognize that each person’s talents are unique and that a person’s best opportunity for growth is in exploiting those strengths.$
  116. 116. What prevents our employees from doing what they do best? Usually, our emphasis on what they do worst.
  117. 117. strivingforimprovement, most of us do the same thing: we take our strengths for granted, and concentrate all our efforts on conquering our weaknesses
  118. 118. Not surprisingly, the vast majority of organizations appear to believe that the best way for individuals to grow is to eliminate their weaknesses.
  119. 119. Gallup survey question: !$Strongly Agree “At work do (20 percent) you have the opportunity to do what you do best every day?”
  120. 120. !$Strongly Agree 38 percent more likely to work in business units with higher productivity 50 percent more likely to work in business units with lower turnover 44 percent more likely to work in business units with high customer satisfaction scores Source: Now, Discover Your Strengths Marcus Buckingham and Donald Clifton
  121. 121. When we force our employees to strive for proficiency in everything, we miss the opportunity for them to achieve greatness or mastery in something— in the one area where they may, indeed, achieve just that.
  122. 122. must pass “The class of 2007 is the first in Ohio which all five Ohio Graduation Test sections to receive a diploma.” The Blade, May 22, 2007$$
  123. 123. mas!ter Noun. An artist or performer of great and exemplary skill; a worker qualified to teach apprentices and carry on the craft independently.
  124. 124. Identifying each person’s strongest talents permits everyone the opportunity to contribute what they do BEST.
  125. 125. 6]$ values-based leaders: Have a Vision and Convince Others To Share it OCI>L$CGI=HJCIC=D$ We often describe children as having wild or active imaginations. The best leaders never outgrow their imaginative gift.$
  126. 126. ?@$>H=$IK=GI@FPCO=3$$$$$$$$$$$$$$$$$$$$$$$$$$$$ ?CLL@DI>JJ$$$$$$$$$$$$$$$$$$$$$$$$ <>E$>LJ=>E@$LADI$<CD$$$$$$$$$$$$$$$$$ BAI<=J3$>G$SGYL=3$>GE$$$$$$$$$$$$$$$$$$$ >$YASDCG$IA$Y>GY=J$
  127. 127. his goal: COMPLETE THE PUNISHING 140-MILE BIKE RIDE FROM BOSTON TO PROVINCETOWN IN TIME TO CATCH THE AFTERNOON FERRY BACK HOME
  128. 128. “I’m going to make this big.” Billy Starr
  129. 129. Since its inception in 1980, the Pan-Massachusetts Challenge has raised $171,000,000 for cancer research.
  130. 130. “A unified force of people made whole by the belief in a single mission has the ability to improve the human condition.” -Billy Starr
  131. 131. Good leaders have a vision. They hold in their minds Have a pictures of what is possible. Vision is Vision the power to conceive a future that’s better than the present.
  132. 132. Great leaders convince Convince others to share their vision by Others to articulating it in Share It memorable and inspirational ways.
  133. 133. Old story: Two stonemasons are working on the same project. An observer asks, “What are you doing?” The first stonemason replies: “I’m cutting stone.” The second stonemason replies: “I’m building a great cathedral.”
  134. 134. “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather…”
  135. 135. “…teach them to long for the endless immensity of the sea.” — Antoine de Saint-Exupéry
  136. 136. INSPIRE %A$L=>E$=PP=YICO=L@3$@AS$BSDI$ DICBSL>I=$I<=$?=<>OCAJ$@AS$$$$$$$$$$$$$$$$$$$ >J=$D==TCGH6$
  137. 137. “The age-old secret to generating buy-in is to strategically design, target, and deliver a story that projects a positive future.” Mark S. Walton Generating Buy-In: Mastering the Language of Leadership
  138. 138. Without an inspiring vision from their leaders, employees will struggle to discern any link between their private ambitions and the company’s actual mission.$$
  139. 139. -P$@AS$I<CGT$I<>I$YAGO=@CGH$CE=>D$ =PP=YICO=L@$CD$>G$CGG>I=$>?CLCI@b>$I>L=GI$ J=D=JO=E$PAJ$G>ISJ>LL@$HCPI=E$AJ>IAJDb I<=G$@AS$>J=$NJA?>?L@$G=HL=YICGH$@ASJ$ JAL=$>D$>$YABBSGCY>IAJ6$$
  140. 140. “The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest minds. Think big anyway.” Dr. Kent M. Keith Anyway: The Paradoxical Commandments$$
  141. 141. “ Small ideas don’t bring ” Big ideas do. out our best. —Kent Keith
  142. 142. “The future belongs to those who see possibilities before they become obvious.” John Sculley
  143. 143. vital SIX !!Accept challenges and take risks integrities !!Master both listening and speaking !!Live by the values they profess !!Freely give away their authority !!Recognize the best in others !!Have a vision and convince others to share it values-based leadership
  144. 144. leadership is a craft, with the best practitioners guided by their values
  145. 145. ? w nder Verb: To be affected with surprise, curiosity, or doubt; to wait with uncertain expectation; to question or speculate.
  146. 146. “The biggest sin of leaders is to leave ambiguity or uncertainty lingering for too long.” Steve Richardson, SVP Human Resources American Express Company
  147. 147. The Leading from the Heart Workshop® www.allsquareinc.com

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