Leadership & The New Mindset:  The Essence of Leadership Comes From Within <ul><li>International Leadership Association, 8...
Natural  Physical Assets: land, minerals, oil Competitive  Assets 19 th  and 20 th  Century Mid 20 th  Century Late 20 th ...
Changing Competitive Assets (In billions) Rotman Management 2002 205 AIG 19 DuPont 6 Canadian Rail 11 241 AOL 27 GE 6 Stan...
<ul><li>Organizations have needed to… </li></ul><ul><li>Be smarter  </li></ul><ul><li>Move quicker </li></ul><ul><li>Cut L...
<ul><li>70% of employees look for another job while you are paying them. </li></ul><ul><li>50% of all middle managers are ...
Changing Needs Rotman Management 2002 18% 19% 4% 26% Thinking about that same job today, do you think your job is... When ...
<ul><li>78% say they feel the need to experience spiritual growth – up from 20% in 1994  (2004 Gallup survey) </li></ul><u...
The Disconnect “ At the very moment when organizations have the highest need for competent, committed and engaged workers,...
<ul><li>“ Leaders have always been products of the organizations they lead.  As such, how we think about organizations has...
Natural  Physical Assets: land, minerals, oil Competitive Assets 19 th  and 20 th  Century Mid 20 th  Century Late 20 th  ...
Evolution of Leadership Spirituality: The Emerging Context for Business Leadership, www.globaldharma.org Radiating spiritu...
<ul><ul><li>In Wonderland, Alice  </li></ul></ul><ul><ul><li>asks the cat,   “Which road  </li></ul></ul><ul><ul><li>shoul...
<ul><ul><li>The Death of the  </li></ul></ul><ul><ul><li>Hero Leader </li></ul></ul><ul><li>“ Organizations suffer when  <...
<ul><li>“ Leadership is much more an art, a belief, a condition of the heart, than a set of things to do.” </li></ul><ul><...
<ul><li>Paradox of Leadership:  “The minute you think you’re a leader, you’re not.” </li></ul><ul><li>Jon Kabat-Zinn </li>...
<ul><li>Owning Opposites </li></ul><ul><ul><li>Know your “dark side” intimately </li></ul></ul><ul><ul><li>Uncover and fac...
Finding Your True Tone – Owning Opposites Feels good to have it Accepting Powerlessness Need to control others Need to be ...
<ul><li>54.5% define trust as “do no harm” (Level 1)  </li></ul><ul><li>45.5% define trust as “beneficial and supportive t...
<ul><li>Trust Reflection Questions </li></ul><ul><li>1.  How do you define trust?   </li></ul><ul><li>2.  What’s your “Sel...
<ul><li>“ Our deepest fear is not that we are inadequate.  Our deepest fear is that we are powerful beyond imagination.  I...
References Abrashoff, M.  (2003).  The people who win the wars.  Fast Company, May 2003, Issue 71, p. 40. Aburdene, P.  (2...
References Insightlink Communications (2004).  The state of employee satisfaction.  Retrieved 8/20/06 from http://www.insi...
References Peck, M. S., (1993).  A world waiting to be born:  Civility rediscovered.  New York:  Bantam Books. Richmond, L...
Upcoming SlideShare
Loading in …5
×

The Essence of Leadership

641 views

Published on

This presentation is how effective leadership can

Published in: Business, Economy & Finance
  • Be the first to comment

  • Be the first to like this

The Essence of Leadership

  1. 1. Leadership & The New Mindset: The Essence of Leadership Comes From Within <ul><li>International Leadership Association, 8 th Annual Conference, Chicago, IL, November 2-5, 2006 </li></ul>
  2. 2. Natural Physical Assets: land, minerals, oil Competitive Assets 19 th and 20 th Century Mid 20 th Century Late 20 th Century Now – B-Web LAND OIL MINERALS Understanding... Equipment Finan. Assets Plants Human Knowledge
  3. 3. Changing Competitive Assets (In billions) Rotman Management 2002 205 AIG 19 DuPont 6 Canadian Rail 11 241 AOL 27 GE 6 Standard Oil 8 239 Walmart 24 Gulf Oil 6 NY Railroad 9 226 Vodafone 23 3M 6 Penn Railroad 10 244 Intel 31 Xerox 7 S.H. Kress 7 IBM Pfizer Exxon Cisco Citigroup Microsoft GE 2001 271 32 Texaco 7 F.W. Woolworth 6 194 19 Avon 5 Consolid. Gas 12 284 51 Exxon 8 DuPont 5 306 51 Eastman Kodak 9 General Electric 4 314 76 General Motors 9 U.S. Steel 3 335 102 AT&T 18 AT&T 2 459 159 IBM 22 General Motors 1 Market Value Market Value 1969 Market Value 1928 Rank
  4. 4. <ul><li>Organizations have needed to… </li></ul><ul><li>Be smarter </li></ul><ul><li>Move quicker </li></ul><ul><li>Cut Labor Costs </li></ul><ul><li>Stay ahead of trends </li></ul><ul><li>Make radical technological advances </li></ul><ul><li>Has resulted in… </li></ul><ul><li>Downsizing, m ergers & acquisitions </li></ul><ul><li>Death of the loyalty culture </li></ul><ul><li>Ever-changing & unpredictable job world </li></ul><ul><li>Work rotation among many teams </li></ul><ul><li>Shift to networks and partnerships </li></ul><ul><li>Inconsistent social group formation and support </li></ul>The Response <ul><li>The Workforce Needs to… </li></ul><ul><li>Adapt and change quickly </li></ul><ul><li>Increase their value through constant skill development </li></ul><ul><li>Perform at high levels with less structure and guidance </li></ul><ul><li>Has resulted in… </li></ul><ul><li>Occupational half-life </li></ul><ul><li>Frequent job changes seeking a “better” opportunity to gain skills </li></ul><ul><li>Workers doing many jobs in order to respond to the quick changes </li></ul><ul><li>Increased stress among workers </li></ul><ul><li>New focus on balance and well being versus just job fulfillment </li></ul>
  5. 5. <ul><li>70% of employees look for another job while you are paying them. </li></ul><ul><li>50% of all middle managers are currently looking for another position. </li></ul><ul><li>Only 28% of employees plan to be with their current company more than 10 years . </li></ul><ul><li>Volunteer resignations are the highest level in 20 years. </li></ul>The Workforce Dissatisfied Workforce Corporate Leadership Council 2004
  6. 6. Changing Needs Rotman Management 2002 18% 19% 4% 26% Thinking about that same job today, do you think your job is... When you began work for your current employer, did you think your job would be… Fast Company-Roper Starch Worldwide 1999 Survey 5% D) The most meaningful thing in your life. 46% C) Just as meaningful as family life and other activities. 37% B) Meaningful, but not as meaningful as the rest of your life. 12% A) Mostly just a way to make money.
  7. 7. <ul><li>78% say they feel the need to experience spiritual growth – up from 20% in 1994 (2004 Gallup survey) </li></ul><ul><li>Since 9/11 57% say they think more about their spiritual lives (Time/CNN/Harris Interactive poll) </li></ul><ul><li>16.5 million people practice yoga in 2005, up 43% since 2002 </li></ul><ul><li>10 million meditate, doubled from a decade ago (2003 Time Magazine) </li></ul><ul><li>1998 Colorado Shambhala Mountain Center, a yoga & meditation center, had 1342 visitors in 1998 and in 15,000 in 2003 </li></ul><ul><li>Half of US adults have explored alternative care (2002 Newsweek) </li></ul><ul><li>Socially responsible investing increased 5,000 % in last 2 decades </li></ul><ul><li>(Social Investment Forum, Washington, DC) </li></ul><ul><li>Aburdene, P., Megatrends 2010 </li></ul>Changing Needs
  8. 8. The Disconnect “ At the very moment when organizations have the highest need for competent, committed and engaged workers, employees have a totally different need- a sense of well-being, consistency and belonging.” Roger Martin, Dean at Rotman 2002
  9. 9. <ul><li>“ Leaders have always been products of the organizations they lead. As such, how we think about organizations has driven the way we think about leadership.” </li></ul><ul><li>-Roger Martin, “The Death of Heroic Leadership” </li></ul>Evolution of Leadership
  10. 10. Natural Physical Assets: land, minerals, oil Competitive Assets 19 th and 20 th Century Mid 20 th Century Late 20 th C. Now – B-Web LAND OIL MINERALS Understanding... Equipment Finan. Assets Plants Human Knowledge Now B Webs Leadership’s Evolution HOLISTIC EMERGING MECHANISTIC HUMANISTIC
  11. 11. Evolution of Leadership Spirituality: The Emerging Context for Business Leadership, www.globaldharma.org Radiating spiritual qualities Stewardship Participative empowerment Command and convince; Directive Leadership Style Spiritual fulfillment and service to society Wealth with accountability Wealth and power, win-win Wealth and power for owners, shareholders Purpose of Business Internal Alignment Triple Bottom Line Financial, Employer of Choice Maximizing Profits Measures of Success Contexts of Business Leadership in the West Enable people to express their spiritual purpose People are key asset People are unique People are interchangeable parts Managing People Fulfillment of their essential nature and purpose Doing good for self and society Fulfillment of Needs Rewards & punishments People are Motivated by People are spiritual in nature Inter-dependent and self-organizing Inherently good Needs to be & can be controlled Nature of Human Beings Conscious Holistic Humanistic Mechanistic
  12. 12. <ul><ul><li>In Wonderland, Alice </li></ul></ul><ul><ul><li>asks the cat, “Which road </li></ul></ul><ul><ul><li>should I take?” </li></ul></ul><ul><ul><li>“ Do you know where </li></ul></ul><ul><ul><li>you want to go?” inquires </li></ul></ul><ul><ul><li>the cat. “No,” says Alice. </li></ul></ul><ul><ul><li>To which the cat replies, </li></ul></ul><ul><ul><li>“ Then any road will get </li></ul></ul><ul><ul><li>you there.” </li></ul></ul>Leadership at a Crossroads
  13. 13. <ul><ul><li>The Death of the </li></ul></ul><ul><ul><li>Hero Leader </li></ul></ul><ul><li>“ Organizations suffer when </li></ul><ul><li>we ask too much of our leaders </li></ul><ul><li>and too little of ourselves.” </li></ul><ul><li>-Bolman & Deal, Leading with Soul </li></ul>Leadership at a Crossroads
  14. 14. <ul><li>“ Leadership is much more an art, a belief, a condition of the heart, than a set of things to do.” </li></ul><ul><li>-Max De Pree </li></ul>Leadership at a Crossroads
  15. 15. <ul><li>Paradox of Leadership: “The minute you think you’re a leader, you’re not.” </li></ul><ul><li>Jon Kabat-Zinn </li></ul>Paradox of Leadership
  16. 16. <ul><li>Owning Opposites </li></ul><ul><ul><li>Know your “dark side” intimately </li></ul></ul><ul><ul><li>Uncover and face your worst fear </li></ul></ul><ul><ul><li>Embrace uncertainty </li></ul></ul><ul><li>Risk Showing Your Humanness </li></ul><ul><ul><li>Track your trust index </li></ul></ul><ul><ul><li>Act on your ideals </li></ul></ul>Finding Your True Tone
  17. 17. Finding Your True Tone – Owning Opposites Feels good to have it Accepting Powerlessness Need to control others Need to be right and to know Not knowing, relying on expertise of others Hard wired biases, Judgmental tendencies Embracing diversity, Unique gifts of others Power Expertise/Competence Control Relationships/Connection Trust Openness Empowering All Assuming you are trusted Trust building, being trustworthy Means to an end Genuine interest in others Inclusion Need to belong, be valued Need to be independent
  18. 18. <ul><li>54.5% define trust as “do no harm” (Level 1) </li></ul><ul><li>45.5% define trust as “beneficial and supportive to another” (Level 2) </li></ul><ul><li>56% say senior Leaders influence how much trust there is in an organization vs. 45% for middle managers. </li></ul><ul><li>58.4% say it’s difficult to trust that senior leaders consider their needs. </li></ul><ul><li>98% of managers say their employees trust them </li></ul><ul><li>Factors that maintain Level 2 Trust: </li></ul><ul><ul><li>Acts of kindness </li></ul></ul><ul><ul><li>Helping others develop their own style </li></ul></ul><ul><ul><li>Genuineness </li></ul></ul><ul><ul><li>Candor & openness </li></ul></ul><ul><li>Top 2 factors that build trust in senior leaders: </li></ul><ul><ul><li>#1 Consistency of communications with action </li></ul></ul><ul><ul><li>#2 Candid and sincere communications </li></ul></ul>The Trust Factor
  19. 19. <ul><li>Trust Reflection Questions </li></ul><ul><li>1. How do you define trust? </li></ul><ul><li>2. What’s your “Self Trust Level?” </li></ul><ul><li>3. What’s your “Other Trust Level?” </li></ul><ul><li>Do you know your “Trust-ability” Factor? </li></ul><ul><li>Do you increase </li></ul>Your Trust Index
  20. 20. <ul><li>“ Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond imagination. It is our light more than our darkness which scares us.” </li></ul><ul><ul><li>- Marianne Williamson </li></ul></ul>Leadership and the new mindset
  21. 21. References Abrashoff, M. (2003). The people who win the wars. Fast Company, May 2003, Issue 71, p. 40. Aburdene, P. (2005). Megatrends 2010: The rise of conscious capitalism. Charlottesville, VA: Hampton Roads. Bolman, L., Deal, T. (1995). Leading with soul: An uncommon journey of spirit. San Francisco: Jossey-Bass. Covey, S. (2004). The 8 th habit: From effectivenss to greatness. New York: Free Press. De Pree, M. (1989). Leadership is an art. New York: Doubleday. George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass. Handy, C. (1998). The hungry spirit: Beyond capitalism: a quest for purpose in the modern world. New York: Broadway Books, A division of Bantam Doubleday Bell Publishing Group. Hawley, J. (1993). Reawakening the spirit in work: The power of dharmic management. San Francisco: Berrett-Koehler. Herman, S., Korenich, M. (1977). Authentic management: A gestalt orientation to organizations and their development. Addison-Wesley.
  22. 22. References Insightlink Communications (2004). The state of employee satisfaction. Retrieved 8/20/06 from http://www.insightlink.com/State_of_employee_satisfaction.html. Lampman, J. (2003). A new spirit at work. Retrieved 9/12/06 from http://www.csmonitor.com/2003/1117/p14s03-wmgn.html . Leigh-Taylor, C. (2000). Business leadership as a spiritual discipline. The Physician Executive. Martin, R. (2002). Growing communities of human capital. Retrieved 8/16/06 from http://www.rotman.utoronto.ca/rogermartin/publications.htm Martin, R. (2002). The death of heroic leadership. Retrieved 8/16/06 from http://www.rotman.utoronto.ca/rogermartin/publications.htm Maxwell, J.C. (1998). The 21 irrefutable laws of leadership: Follow them and people will follow you. Nashville: Thomas Nelson, Inc. Michaels, E., Handfield-Jones, H., Axelrod, B. (2001). The war for talent. Boston: Harvard Business School Publishing. Miller, W., Miller, D. (2002). Spirituality: The emerging context for business leadership. Retrieved 9/8/06 from http://www.globaldharma.org Miller, W., Miller, D. (2006). Wisdom leadership: Exploring its relations to spirituality. Retrieved 9/8/06 from http:// www.globaldharma.org
  23. 23. References Peck, M. S., (1993). A world waiting to be born: Civility rediscovered. New York: Bantam Books. Richmond, L. (1999). Work as a spiritual practice: A practical Buddhist approach to inner growth and satisfaction on the job. New York: Broadway Books. Robbins, H., Finley, M. (1995). Why teams don’t work: What went wrong and how to make it right. Princeton, NJ: Peterson’s. Rosen, R., with Brown, P. (1996). Leading people: Transforming business from the inside out. New York: Penguin Group. Scherer, J., with Shook, L. (1993) Work and the human spirit. Spokane, WA: John Scherer & Associates. Senge, P. (1996). The ecology of leadership. Leader to Leader, No. 2., Fall 1996. Retrieved 10/2/06 from: http://leadertoleader.org/leaderbooks/l2l/fall96/senge.html

×