Keyera Leadership Team WorkshopKEYERA LEADERSHIP TEAM      WORKSHOP       www.johnspence.com               1
Keyera Leadership Team WorkshopTHE FOUR I’S OF BANKRUPTCY:HOW TO AVOID THE FOUR I’S•Aggressive external market focus.•Ridi...
Keyera Leadership Team WorkshopTHE 4 + 2 FORMULAThe Four Primary Management Practices1 = Not at all 3 = Poor 5 = Fair   7 ...
Keyera Leadership Team WorkshopTOP HIGH-POTENTIAL EMPLOYEES LOOK FOR…1. Credible2. Respectful3. Approachable4 Highly Profe...
Keyera Leadership Team WorkshopTHE FOUR PIECES OF PAPER…Study of most important leadership skills7,000+ managers from 1,60...
Keyera Leadership Team WorkshopAnne Mulcahy Recommendations…1.2.3.4.FIVE DYSFUNCTIONS OF A TEAM1.2.3.4.5.                 ...
Keyera Leadership Team WorkshopTHE 4 C’S OF TRUSTHighLow                                  HighT HE B ASIC 4 + 1T HE S IX U...
Keyera Leadership Team WorkshopWHAT DO ENGAGE EMPLOYEES LOOK LIKE…1. They give more discretionary effort _______2 They con...
Keyera Leadership Team Workshop11 Team Competencies1. Setting clear, specific and measurable goals _______2. Making assign...
Keyera Leadership Team WorkshopPROTOCOL FOR AN EFFECTIVE TEAM MEETING•Clarity: question, probe, seek data and evidence. Ma...
Keyera Leadership Team Workshopwww.johnspence.com       11
Keyera Leadership Team WorkshopDISCIPLINED EXECUTION1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somew...
Keyera Leadership Team Workshop                      LEADING PEOPLE                         Rosen & Brown                 ...
Keyera Leadership Team WorkshopTHE EIGHT PRINCIPLES OF LEADING PEOPLEVISIONLeaders see the whole picture and articulate th...
Keyera Leadership Team WorkshopCREATIVITYIn a world where smart solutions outpace excessive work,creativity is crucial. Le...
Keyera Leadership Team Workshop               THE LEADERSHIP CHALLENGE                   KOUZES & POSNER                  ...
Keyera Leadership Team WorkshopBEING FORWARD-LOOKINGWe expect our leaders to have a sense of direction and a concernfor th...
Keyera Leadership Team WorkshopBEING COMPETENTTo enlist in another’s cause, we must believe that the person iscompetent to...
Keyera Leadership Team Workshop      RESPONSIBLE MANAGEMENT GETS RESULTS                       Faust, Lules, Phillips     ...
Keyera Leadership Team WorkshopHAVING AND LIVING BY VALUES PEOPLE RESPECTCore values may drive a company’s strategy and de...
Keyera Leadership Team Workshop                INSIGHTS ON LEADERSHIP                        SPEARS                     JO...
Keyera Leadership Team Workshop6 ELEMENTS OF CHARACTER—BY JOHN MATTONECourageLoyaltyDiligenceModestyHonestyGratitudeCourag...
Keyera Leadership Team WorkshopDiligenceIn my coaching work, I sometimes encounter an executive who islooking for the quic...
Keyera Leadership Team WorkshopHonestyThere is a line between shrewd business and dishonesty.However, it is not nearly as ...
Keyera Leadership Team WorkshopHERE’S WHAT LEADERS MUST PAY ATTENTION TOStrategic Clarity – leaders must constantly assess...
Keyera Leadership Team WorkshopLEADING A HIGH PERFORMANCE ORGANIZATION: INDIVIDUAL WORKSHOPBased on the presentation, all ...
Keyera Leadership Team WorkshopLEADING A HIGH PERFORMANCE ORGANIZATION INDIVIDUAL WORKSHOP                        www.john...
Keyera Leadership Team WorkshopLEADING A HIGH PERFORMANCE ORGANIZATION: SMALL GROUP WORKSHOPNow that you have each complet...
Keyera Leadership Team WorkshopNOTES FROM SMALL GROUP WORKSHOP                       www.johnspence.com                   ...
Keyera Leadership Team WorkshopIDEAS TO ACTIONS WORKSHOPThis is an extremely important workshop, so please take it very se...
Keyera Leadership Team WorkshopI DEAS   TO   A CTIONS W ORKSHOP                             www.johnspence.com            ...
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Keyera special workbook

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Workbook for the John Spence leadership session.

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Keyera special workbook

  1. 1. Keyera Leadership Team WorkshopKEYERA LEADERSHIP TEAM WORKSHOP www.johnspence.com 1
  2. 2. Keyera Leadership Team WorkshopTHE FOUR I’S OF BANKRUPTCY:HOW TO AVOID THE FOUR I’S•Aggressive external market focus.•Ridiculously high level of customer focus.•Keep the “Main Things” the main things.•Bullish on knowledge sharing and learning.•Teamwork is mandatory – not optional•Passion and commitment at all levels.•Foster a healthy paranoia.•Revel in change.McKinsey: 1,077 Global Companies•90% of well-formulated strategies fail due to poor execution.•Only 5% of employees say that they understand their corporate strategy.•As much as 75% of business improvement (change) initiatives to solve execution problems fail dueto lack of sustainability.•Only 3% of executives think that their company is very successful at executing its strategy, while62% report that they are only “moderately successful” of worse. Gartner Research: 443 Global Company Leaders Major Obstacles to Strategy Execution1. Inability to overcome internal resistance to change.2. Trying to execute a strategy that conflicts with the existing power structure.3. Poor or inadequate information sharing between business units/people responsible for strategyexecution.4. Unclear communication of responsibility and/or accountability for execution decisions or actions.5. Lack of feelings of “ownership” of the strategy or execution plans among key employees. www.johnspence.com 2
  3. 3. Keyera Leadership Team WorkshopTHE 4 + 2 FORMULAThe Four Primary Management Practices1 = Not at all 3 = Poor 5 = Fair 7 = Good 10 = Superior /Excellent1. Strategy: Devise and maintain a clearly stated, focused strategy: ________Whatever your strategy, it will only work if it is sharply defined, clearly communicated, and well un-derstood by employees, customers, partners, and investors.2. Execution: Develop and maintain flawless operational execution: ________You might not always delight every customer, but make sure that you never disappoint them. Win-ners consistently meet the expectations of their customers by delivering on their value proposition.Bad quality surely will hurt.3. Culture: Develop and maintain a performance-oriented culture: ________One of the best indicators of being performance-oriented is the way you deal with your own poorperformers. It is easy to reward good performers. What matters is whether you have the courageto get rid of poor performers.4. Structure: Build and maintain a fast, flexible, flat organization: ________What really counts is whether structure reduces bureaucracy and simplifies work. Simpler and faster- such are the best goals for all organizations.The Four Secondary Management Practices1. Talent: Hold on to talented employees and find more: ________Winning organizations pay great attention to finding, growing, developing, and rewarding very tal-ented people.2. Leadership: Key leaders are truly committed to the business: ________The research data clearly showed that the leadership effectiveness of the top executives, on aver-age, influenced 15% of the variance in corporate performance, for better or for worse.3. Innovation: Make innovations that are industry transforming: ________Agile companies that were highly innovative and able to anticipate rather than react to disruptiveevents in the marketplace, were always the winner.4. Mergers and Partnerships:Make growth happen with mergers, alliances, and partnerships: _________Internally generated growth is essential, but companies that can also master mergers and partner-ships are much more likely to be winners. www.johnspence.com 3
  4. 4. Keyera Leadership Team WorkshopTOP HIGH-POTENTIAL EMPLOYEES LOOK FOR…1. Credible2. Respectful3. Approachable4 Highly Professional5. Team PlayerTHE FOUR ELEMENTS OF CREDIBLE LEADERSCULTURE COUNTS 1-10Fun ______Family_______Friends _______Fair _______Freedom _______Pride _______Praise _______Meaning _______Accomplishment _______ www.johnspence.com 4
  5. 5. Keyera Leadership Team WorkshopTHE FOUR PIECES OF PAPER…Study of most important leadership skills7,000+ managers from 1,600 large organizations•Must have superb communication skills _______•Lead by example to demonstrate character and competence _______•Establish and maintain clear and meaningful vision _______•Provide motivation to create ownership and accountability for results _______•Clarify performance expectations _______•Foster teamwork and collaboration _______•Develop clear performance goals and metrics _______•Consistently deliver superior customer service ________ www.johnspence.com 5
  6. 6. Keyera Leadership Team WorkshopAnne Mulcahy Recommendations…1.2.3.4.FIVE DYSFUNCTIONS OF A TEAM1.2.3.4.5. www.johnspence.com 6
  7. 7. Keyera Leadership Team WorkshopTHE 4 C’S OF TRUSTHighLow HighT HE B ASIC 4 + 1T HE S IX U NIVERSAL D RIVERS OF E NGAGEMENT1. Caring, competent, and engaging leaders _______2. Effective managers who keep employees informed, aligned and engaged _______3. Effective teamwork at ALL levels _______4. Job enrichment and professional growth _______5. Valuing employee contributions _______6. Concern for employee well being _______ www.johnspence.com 7
  8. 8. Keyera Leadership Team WorkshopWHAT DO ENGAGE EMPLOYEES LOOK LIKE…1. They give more discretionary effort _______2 They consistently exceed expectations _______3. They take more responsibility and initiative _______4. They receive better customer service ratings _______5. They offer more ideas for improvement _______6. They promote and model teamwork _______7. They volunteer more for extra assignments _______8. They anticipate and adapt better to change _______9. They persist at difficult work over time _______10. They speak well of the organization _______DMCCMD www.johnspence.com 8
  9. 9. Keyera Leadership Team Workshop11 Team Competencies1. Setting clear, specific and measurable goals _______2. Making assignments extremely clear and ensuring required competence _______3. Using effective decision making processes within the team _______4. Establishing accountability for high performance across the entire team _______5. Running effective team meetings _______6. Building strong levels of trust _______7. Establishing open, honest and frank communications _______8. Managing conflict effectively _______9. Creating mutual respect and collaboration _______10. Encouraging risk-taking and innovation _______11. Engaging in ongoing team building activities _______ www.johnspence.com 9
  10. 10. Keyera Leadership Team WorkshopPROTOCOL FOR AN EFFECTIVE TEAM MEETING•Clarity: question, probe, seek data and evidence. Make sure you truly understand the issue _______•Authenticity: no posturing, politics, games _______•Vulnerability: admit you do not know or that you made a mistake _______•Accuracy: facts, verified data, observable behavior – no guessing _______•Efficiency: get to the point – now _______•Completeness: the aim is to inform – not finesse. Full disclosure _______•Timeliness: what is the real deadline? _______•Focus: stay on track, stick to the topic, drive for optimal outcomes _______•Openness: discuss the un-discussible. Put it on the table _______•Consensus: not complete agreement ______THE FIVE LEVELS OF CONFRONTATION www.johnspence.com 10
  11. 11. Keyera Leadership Team Workshopwww.johnspence.com 11
  12. 12. Keyera Leadership Team WorkshopDISCIPLINED EXECUTION1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly AgreeWe have a clear vision for exactly where we are trying to take our organization _______We have a detailed and specific plan to accomplish the key objectives we are trying to execute _______Our senior leaders are all 100% committed to executing the key objectives _______The key leaders/employees in our organization are all superb at execution ______All of the major objectives we are pursuing are fully aligned and mutually reinforcing _______We have excellent systems and processes in place to ensure consistently superb execution ______There is continuous and transparent communication throughout he entire organization about exactlywhere we stand on executing on our key objectives _______Every employee has all of the training, support, equipment and resources they need to deliver theresults required of them _______We are superb at adjusting and adapting our strategy and objectives when truly necessary _____We do a great job of celebrating both small and big wins and praising great performance _______We refuse to tolerate mediocrity or lack of accountability and deal decisively with people who arenot able to meet the clear standards of performance in our organization _______ www.johnspence.com 12
  13. 13. Keyera Leadership Team Workshop LEADING PEOPLE Rosen & Brown Penguin BooksThis is compiled from more than a dozen studies, focusing onleading companies from the Forbes 500, Fortune 500, 700privately-held firms, and interviews at the 3,000 largestcompanies in America.Successes depend on people - and in order to achieve success,people depend on leaders.It is a simple idea, but one with sweeping consequences. Itopens up tremendous opportunities, but also gaping pitfalls. Inorder to succeed, leaders will have to reinvent theirorganizations to get the most from their people. But to do that,leaders must take a deep look inside and discover the ways theyinfluence their enterprise and their people. More importantly,they will need to reinvent themselves.A recent national survey of more than 10,000 workers foundthat current leadership is costing American companies morethan half their human potential. To put that another way,improved leadership alone could double worker productivity.This translates directly to the bottom line. The single biggestinfluence on employee commitment and performance, accordingto another sweeping national study of more than 25,000workers, is the leadership skills of their managers!To be effective and successful, leaders must build organizationsthat help employees strengthen their competence, creativity,and commitment. Leaders must create healthy environmentswhere people are excited about their work, take pride in theiraccomplishments, and contribute to their colleagues doing thesame. Their task, in short, is to foment ideas, skills, and energy.This is leading people. www.johnspence.com 13
  14. 14. Keyera Leadership Team WorkshopTHE EIGHT PRINCIPLES OF LEADING PEOPLEVISIONLeaders see the whole picture and articulate that broadperspective with others. By doing so, leaders create a commonpurpose that mobilizes people and coordinates their efforts into asingle, coherent, agile enterprise.TRUSTWithout trust, vision becomes an empty slogan. Trust bindspeople together; creating a strong, resilient organization. Tobuild trust, leaders are predictable and they share informationand power. Their goal is a culture of candor.PARTICIPATIONThe energy of an organization is the participation and effort of itspeople. The leader’s challenge is to unleash and focus thisenergy, inspiring people at every level of the enterprise to pitchin with their minds and hearts.LEARNINGLeaders need a deep understanding of themselves. They mustknow their strengths and shortcomings, which requires a lifelongprocess of discovery, and they must be able to adapt to newcircumstances. They must promote constant innovation, andleaders must encourage their people to refresh their skills andrenew their spirits.DIVERSITYSuccessful leaders know the power of diversity and the poison ofprejudice. They understand their own biases, and they activelycultivate an appreciation of the positive aspects of people’sdifferences. In their organizations, they insist on a culture ofmutual respect. www.johnspence.com 14
  15. 15. Keyera Leadership Team WorkshopCREATIVITYIn a world where smart solutions outpace excessive work,creativity is crucial. Leaders pay close attention to people’stalents, leaning on their strengths and managing around theirweaknesses. They encourage independent, challenging thinkingand they invest in technologies that facilitate the efforts of theirpeople.INTEGRITYA leader must stand for something. As a public citizen and aprivate person, he/she knows what is important in life and actsby deep-seated principles. Every wise leader has a moralcompass, a sense of right and wrong. Good leaders understandthat good ethics is good business.COMMUNITYCommunity is mutual commitment and it inspires the highestperformance. It’s human nature to go the extra mile for one’sneighbors and fellow citizens, and a mature leader stresses theorganization’s responsibility to the surrounding society. A leaderalso acts as a steward of the natural environment. www.johnspence.com 15
  16. 16. Keyera Leadership Team Workshop THE LEADERSHIP CHALLENGE KOUZES & POSNER JOSSEY-BASSThis book is based on an extensive research study that began in1987 and has continued through 2006. More than 450,000respondents on four continents were asked: “What values(personal traits and characteristics) do you look for and admire inyour leaders?” They were also asked to select the seven qualitiesthey most look for and admire in a leader – someone whosedirection they would willingly follow.The top four responses, by a very wide margin, were as follows:BEING HONESTHonesty was selected more often than any other leadershipcharacteristic; it consistently emerged as the single mostimportant ingredient in the leader-constituent relationship.That nearly 90% of the respondents want their leaders to behonest above all else is a message that all leaders must take toheart.Just how do constituents measure honesty? By observing theleader’s behavior. In other words, regardless of what leaders sayabout their own integrity, people wait to be shown; they watchand observe carefully. Consistency between word and deed ishow we judge someone to be honest.Honesty is also related to values and ethics. We appreciatepeople who take a stand on important principles. We resolutelyrefuse to follow those who lack confidence in their own beliefs.Confusion over where the leader stands creates stress; notknowing the leader’s beliefs contributes to conflict, indecision,and political rivalry. We simply don’t trust people who won’t tellus their values, ethics and standards. Even worse, though, issomeone who tells us they hold a certain value – then acts incomplete disagreement with that value. www.johnspence.com 16
  17. 17. Keyera Leadership Team WorkshopBEING FORWARD-LOOKINGWe expect our leaders to have a sense of direction and a concernfor the future of the organization. Leaders must know wherethey are going if they expect others to willingly join them on thejourney.In a separate study of 300 senior executives, “a leadership styleof honesty and integrity” and “a long-term vision and direction forthe company” were ranked as the number one and two mostimportant characteristics in a successful leader.In a joint study with Columbia University, 98% of therespondents (8,500) ranked “the ability to convey a strong visionof the future” as a very important quality for effective leaders.We want to know what the organization will look like, feel like, belike when it arrives at its goal in six months or six years. Wewant to have it described to us in rich detail so that we’ll knowwhen we’ve arrived and so that we can select the proper routefor getting there.BEING INSPIRINGWe also expect our leaders to be enthusiastic, energetic, andpositive about the future It’s not enough for a leader to have adream about the future. A leader must be able to communicatethe vision in ways that encourage us to sign on for the duration.Some react with discomfort to the idea that being inspiring is anessential leadership quality. In the final analysis, though, leadersmust inspire our confidence in the validity of the goal.Enthusiasm and excitement are essential and signal the leader’spersonal commitment to pursuing that goal. If a leader displaysno passion for a cause, why should anyone else? www.johnspence.com 17
  18. 18. Keyera Leadership Team WorkshopBEING COMPETENTTo enlist in another’s cause, we must believe that the person iscompetent to guide us where we are headed. We must see theleader as capable and effective.Leadership competency doesn’t necessarily refer to the leader’sabilities in the core technology of the operation. In fact, the typeof competence demanded is value-added competence.Functional competence may be necessary, but it’s insufficient; theleader must bring some added value to the position. Expertise inleadership skills themselves is another dimension of competence.PUTTING IT ALL TOGETHERWhat we found in our investigation of admired leadershipqualities is that, more than anything, we want leaders who arecredible. We must believe that their word can be trusted, thatthey’ll do what they say, that they’re personally excited andenthusiastic about the direction in which we’re headed, andthat they have the knowledge and skill to lead.THE FIVE FUNDAMENTAL PRACTICES OF EXEMPLARYLEADERSHIPAs we looked deeper into the dynamic process of leadership,through case analysis and survey questionnaires, we uncoveredfive fundamental practices that enable leaders to getextraordinary things done.The best leaders in the world are able to: Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart www.johnspence.com 18
  19. 19. Keyera Leadership Team Workshop RESPONSIBLE MANAGEMENT GETS RESULTS Faust, Lules, Phillips AMACOMBased on an in-depth diagnosis of more than 3,000 organizationsto assess their strategic architecture (vision, strategy, structure,information feedback and control systems, reward systems); theirculture and functional areas (marketing and sales, operations,HR, and financial); and a variety of key outcomes (revenue,profit, community image, morale, turnover, etc.) The diagnosis regularly reveals problems in six specificareas where “responsibility” in the organization is ratedlow.CREATING A CLEAR, MEANINGFUL SENSE OFDIRECTIONPeople want to know where they are heading. A clearunderstanding of the organization’s vision, mission, goals andstrategy not only gives people comfort; it lets them share in theexcitement of the journey. It gives them a context for their owndecisions and lets them be creative contributors. Within thisframework, employees can contribute their own solutions and usetheir own common sense, experience, skills and judgment, andthey can take pride in their contributions.The tools to communicate direction include: A clear statement of purpose and core values An inspiring and specific vision of an exciting future A clear statement of our core business and position in the marketplace A focused set of strategic initiatives that we follow to achieve the vision in the shorter term (1-3 years) Processes and documents that communicate the vision, strategies and goals and translate them into meaningful, concrete terms for those who will make them happen www.johnspence.com 19
  20. 20. Keyera Leadership Team WorkshopHAVING AND LIVING BY VALUES PEOPLE RESPECTCore values may drive a company’s strategy and decisions andmay be major determiners of its success. But they are not theonly values by which companies are judged. There are a numberof other values, real or imagined, long-term or short-term, thataffect whether people will choose to be responsible to a givenorganization.Most people believe that a person’s or company’s behavior is insome way reflective of their values. Human beings have a verystrong tendency to read intent into behavior. Employeesregularly infer the values of the organization from the behavior ofits leaders.RESPECTING PEOPLE AND THEIR CONTRIBUTIONPeople want to work in an environment where they and theircontributions are respected. When there is no respect, each dayis demeaning. There is little sense of self-worth and contribution.Confident, optimistic, capable people will not stay in anenvironment that offers little respect.HAVING A COMPATIBLE CULTUREThe culture of an organization is the embodiment of its truevalues and philosophy. It is expressed in the typical behavior ofits employees and its policies, procedures, systems, structures,decisions, and day-to-day actions. Employees need to feelcompatible and comfortable with the corporate culture.BEING A SOURCE OF PRIDEPeople like to take pride in their organization. Motivationincreases naturally as people see their organization doing thingsthey believe will make it more successful. The reciprocal is alsotrue; people lose all motivation when they witness theirorganization behaving in ways that are contradictory to statedvalues, goals or strategies. www.johnspence.com 20
  21. 21. Keyera Leadership Team Workshop INSIGHTS ON LEADERSHIP SPEARS JOHN WILEY & SONSFrom a global study of leading CEO’s, these wereidentified as the key characteristics for organizationalsuccess: Service to the customer is the keystone of the company’s mission. Core values shape the culture and provide liberating support to associates. Value is placed on community service in the communities in which the corporation operates. The enterprise is viewed as a learning organization. Everyone is challenged to stretch toward his or her individual potential. Value is placed on the initiatives of associates to continuously improve the system. Emphasis is placed on teamwork and alignment. From the CEO and throughout the organization, extreme importance is placed on walking the talk.The leadership growth model that emerged from this studyincludes the following stages:1. First, the leader must achieve a high level of self-mastery.This stage also requires a self-assessment of one’s own personalsystem including the values that shape the individual’s uniqueapproach to leadership.2. The second stage includes attention to a deeper level ofcommunications. This means a serious commitment tocooperation and behaviors congruent with core values.3. At the next level, the leader must practice transformationalleadership. This dimension of leadership includes attention toreleasing human potential and high levels of interaction andalignment. www.johnspence.com 21
  22. 22. Keyera Leadership Team Workshop6 ELEMENTS OF CHARACTER—BY JOHN MATTONECourageLoyaltyDiligenceModestyHonestyGratitudeCourageTrue courage—noble courage, the authentic, spontaneous act of self-sacrificial concern for the defenseless—is not fanaticism but character.Courage is not the feeling of fearlessness. It is rather the willingness ofmind necessary to act out of conviction rather than feeling. I havecoached many leaders who feel quite fearless but act in sometimes acowardly manner. Conversely, I have worked with many executives whoare fearful yet behave with incredible courage. Great leaders arecourageous. It is beyond valor—in fact, heroism and courage are notsynonymous, since there are acts of heroism every day that are acts ofimpulse rather than true character. The measure of true character isconsistency—as we all know business heroes, public heroes, sportsheroes who were bold enough to make a heroic mark but could notsustain it over time—as they misstep, fall prey to controversy, financialruin and criminal activity. These people were never truly courageous—only brave at a point in time. Courage is the greatest character elementany leader must possess—as it is the catalytic agent that mobilizesevery other virtue in the face of crisis. Knowing right from wrong is onething; taking the right action based on this knowledge is yet another.Courageous leaders inspire their people and teams to achieve incrediblenew heights—it is the foundation for creating the “will do” and “mustdo” in people.LoyaltyWhere is the loyalty? Where has all the loyalty gone? Loyalty is the veryfabric of community. Relationships cannot be developed, nurtured orprospered when there is no trust to glue mutuality of commitment.When loyalty is lost, the fabric of relationship unravels. Loyalty is thewillingness—because of relationship commitments—to deflect praise,admiration and success onto others. Loyalty is a two-way street—it mustfunction both upwardly and downwardly. Upward loyalty is shown toyour boss. Are you willing to allow your boss to take credit whilesometimes taking the blame? If a mid-level executive shows anydisloyalty—either upward or downward—the fabric of community in thatorganization will begin to erode. www.johnspence.com 22
  23. 23. Keyera Leadership Team WorkshopDiligenceIn my coaching work, I sometimes encounter an executive who islooking for the quickest, shortest way….the easiest way….the waythat will produce the greatest returns for them….and on and on. Itell them directly there are none that exist. There are no short-cutsto achieving anything worthwhile and there are countless stories ofCEO’s, senior executives, and entrepreneurs who are quick toreinforce this undeniable notion that there is no substitute for hardwork. When I encounter these executives, I get them connectedwith leaders who can share their experiences in vivid detail so theybegin to vicariously experience both the positive and negativelycharged references that give them a dose of reality andperspective. Diligence is a necessary—but not sufficient—conditionfor achieving leadership excellence but it does provide the leaderwith a solid foundation that will serve to minimize the depth of theirsetbacks. The diligent leader is a steady performer, and the steadyperformer is a finisher. Great leaders want accountability and areserious about their obligations—unfortunately there are manymanagers who are spiraling to lower maturity because of theirunwillingness to finish—to be held accountable and follow-throughon their obligations.ModestyModesty means living within limits. It is the opposite of being“bold”—putting oneself forward in the sense of aggressiveness orpresumptuous. It is the opposite of arrogance. The greatest leadersare confident but they recognize that they are also not too good,too big, too rich, too powerful to be open to the views andperspective of others all aimed at self-improvement andorganizational improvement. Modest leaders see fiscal andoperational constraints as safeguards—not hindrances. Modestleaders are able to invoke their own limits as they begin to realizeagain through positively charged references that greater individualand team results will be realized. Modesty is also a key counter-balancing mechanism that keeps a leader’s emotions in balance. Ihave coached countless executives in how to accept and adopt amore immodest, prudent view of themselves and the operationsthey run and the absolute key in getting them to transform ishelping them see that it is their own need for attention that drivestheir arrogance and the results they are achieving are less than ifthey had adopted a more calm self-acceptance approach inhandling challenges. www.johnspence.com 23
  24. 24. Keyera Leadership Team WorkshopHonestyThere is a line between shrewd business and dishonesty.However, it is not nearly as fine as we think. Great leaders workhard to bend over backward for honesty as they realize truth andhonesty are the pillars upon which relationships, teamwork, andpositive energy are built. Great leaders are comfortable missingout on deals rather than to use deception to win. Great leaderswould rather make a minor profit with honesty than a major onewithout it. Exaggerations, padded expense accounts, deliberatelyshaved tax forms submitted without hesitation, showing up forwork late, leaving early, and theft of company property (whichnow reaches into the billions annually) are all acts of dishonesty.Mature leaders create an environment in which they themselveslive and promote a truthful, above-board, honest existence.GratitudeGreat leaders demonstrate enormous respect and appreciation forthe sum of all their references (both positive and negative) asthey know in their mind and heart that the very essence of whothey are is inextricably tied to the sum of their experiences. Theyknow and respect that they have learned to grow and mature asleaders through the highs and lows and they appreciate theirreference reservoirs as nothing more than a ratio of positivelycharged references divided by all of their experiences. It’s abatting average. Just like a batting average, the higher the betterbut much can be learned by striking out every now and then. Infact, it keeps us in balance and we appreciate the hits all thatmuch more with a healthy dose of setback. This is one of thegreat challenges I see with younger executives who desire waytoo much, too fast—as many are just unwilling to see the value inexperiencing setbacks—it slows them down but the setbackteaches contrast, it teaches gratitude for all experiences andspecial gratitude when the “hit” actually occurs. Gratitude as anelement of character is also at the root of providing praise andrecognition to others (more on this later when we discussDemarcation). Saying “thank you,” “I appreciate you hard work,”originates from this element—it requires selflessness but showinghonest gratitude to your people and your team will propel them tonew heights. www.johnspence.com 24
  25. 25. Keyera Leadership Team WorkshopHERE’S WHAT LEADERS MUST PAY ATTENTION TOStrategic Clarity – leaders must constantly assess how well theirorganization’s strategy is understood across operations staff. Com-munication and reinforcement of the declared strategy will lead toclear understanding by all staff.Goal Alignment – Once strategic clarity is reached, leaders mustconstantly assess the degree to which projects, goals, tasks arealigned to your organization’s declared strategy.Expectations Clarity – Next, leaders must ensure that everyonein the organization has formalized ends goals (performance stand-ards) and means goals (values defined in behavioral terms). In ad-dition, leaders must ensure that all staff proactively commit to theirperformance and values goals.Consistent Accountability – leaders must hold all staff accounta-ble, day in and day out, for meeting performance expectations andvalues expectations. Accountability means the prompt application ofPOSITIVE consequences (when folks do the right things the rightway) and NEGATIVE consequences (when they don’t). www.johnspence.com 25
  26. 26. Keyera Leadership Team WorkshopLEADING A HIGH PERFORMANCE ORGANIZATION: INDIVIDUAL WORKSHOPBased on the presentation, all of the materials you have just read, your scores on ALL of thevarious audits and your personal experience, please create a detailed outline of what YOU —as aleader at Keyera — should focus on in order to build and sustain a high performance teams in ahigh-performance organization.What is your “Personal Leadership Philosophy” that will guide the way you will lead thisorganization into the future?Take your time and give this some very serious thought and effort. www.johnspence.com 26
  27. 27. Keyera Leadership Team WorkshopLEADING A HIGH PERFORMANCE ORGANIZATION INDIVIDUAL WORKSHOP www.johnspence.com 27
  28. 28. Keyera Leadership Team WorkshopLEADING A HIGH PERFORMANCE ORGANIZATION: SMALL GROUP WORKSHOPNow that you have each completed you own individual “Personal Leadership Philosophy” —as a group I would like you to compare and contrast what you have each written. Look back overthe workbook together, what were your high scores? What were your low scores? How do theycompare across the group? What parts of the reading were especially meaningful to you, why?Now is also the time to study the survey results together. What were the high Scores? Whatwere the low scores? What do you feel the results mean? How do they impact the way you - bothindividually and as a group —will lead and manage Keyera going forward?The goal of this workshop is for each team to synthesize all of their individual models andfeedback into one focused ”Leadership Competency Model” that all of you all feel representsthe most important elements of being a successful leader at Keyera.In other words, combine all of your individual models to create one overarching “Ideal Leader”model for Keyera.Please have someone on your team take careful notes and assist with creating a clear and specificlist of the FOUR to SIX MOST IMPORTANT attributes, characteristics, behaviors and skills thatyou all believe make up an “Ideal Leader” in your organization.At the end of this workshop each team will be responsible from making a brief presentation ontheir model. I want to see that you have given this a good deal of thought and honest debate andcreated a solid framework that is focused, realistic and challenging — and that each of you wouldbe willing to personally commit to. www.johnspence.com 28
  29. 29. Keyera Leadership Team WorkshopNOTES FROM SMALL GROUP WORKSHOP www.johnspence.com 29
  30. 30. Keyera Leadership Team WorkshopIDEAS TO ACTIONS WORKSHOPThis is an extremely important workshop, so please take it very seriously.Keeping the “Ideal Leader” model we have just created for your organization clearly at the frontof your mind, discuss the model in your group, talk specifically about areas for neededimprovement—and exactly how to make REAL positive changes in those areas.The goal of this workshop is for each group to develop a list of THREE very specific action stepsthat your organization can commit to in order to make real and significant progress in improvingyour organizational leadership and teamwork effectiveness.Remember: What gets measured gets done; so every action item must be clear, specific,measurable and realistic == with an owner and a due date!!!Push yourselves VERY hard on this workshop to develop some truly meaningful action items. www.johnspence.com 30
  31. 31. Keyera Leadership Team WorkshopI DEAS TO A CTIONS W ORKSHOP www.johnspence.com 31

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