Slide notes from leadership training on \'Conviction\' based on the book Confidence by Kantor

1. Leader_Shift Inc.
Module 3
Conviction to Move Forward

2. Definition
…the bridge between
expectations and
performance; between
investments and results.

3. Winning Streaks
Create Positive
Momentum

5. People who believe they will win are
more likely to put in the effort to ensure
victory.
The halo effect comes into play whereby
others will want to join the “winning”
attitude.
Confidence is the balance between
arrogance and despair.

6. People who believe they will win are
more likely to put in the effort to ensure
victory.
The halo effect comes into play whereby
others will want to join the “winning”
attitude.
Confidence is the balance between
arrogance and despair.
Arrogance: the failure to see any flaws

8. A “losing” mind-set creates a repelling
effect leading to a lack of bonding to vision
or team.
The losing mindset feeds off of negative
learning loops.
Success and failure can be self-fulfilling
prophecies.
Success and failure are patterns, trends, and
spirals each feeding off of the last event.
Once the pattern is engaged a “hard”
wiring sets in a cycle of ascendancy or
decline is activated.

9. The Goal of the Executive
Leader

12. 1. Recognize and restore confidence in the
organization.

13. 1. Recognize and restore confidence in the
organization.
2. Create a foundation for confidence that
will create ascendancy to success.

15. The application of confidence produces success
at the following levels.

16. The application of confidence produces success
at the following levels.

17. The application of confidence produces success
at the following levels.
1. Confidence in self: the affective aspect of a leader
that leads to a set of expectations.

18. The application of confidence produces success
at the following levels.
1. Confidence in self: the affective aspect of a leader
that leads to a set of expectations.
2. Confidence in others: the behavioral aspect of a
leader that impacts the team.

19. The application of confidence produces success
at the following levels.
1. Confidence in self: the affective aspect of a leader
that leads to a set of expectations.
2. Confidence in others: the behavioral aspect of a
leader that impacts the team.
3. Confidence in the system: the structural aspect that a
leader shapes creating accountability, collaboration,
and innovation.

20. The application of confidence produces success
at the following levels.
1. Confidence in self: the affective aspect of a leader
that leads to a set of expectations.
2. Confidence in others: the behavioral aspect of a
leader that impacts the team.
3. Confidence in the system: the structural aspect that a
leader shapes creating accountability, collaboration,
and innovation.
4. Confidence in context: the perceptive aspect that
leads to other organizations and people to embrace the
organization because of its success.

21. “People who believe in themselves are
likely to try harder and longer,
increasing their chances of success.
They believe that their efforts will
pay off in the future. These
expectations translate into an
investment of resources that improve
performance in a mini-virtuous
cycle. Leaders look more closely,
invest more time, and give winners
the benefit of the doubt.”

23. Benefits of Confidence

24. Benefits of Confidence
 This in turn creates leadership continuity.

25. Benefits of Confidence
 This in turn creates leadership continuity.
 Winning teams attract the best for a long period of
time.

26. Benefits of Confidence
 This in turn creates leadership continuity.
 Winning teams attract the best for a long period of
time.
 Leading to more profound relationships, consistent
strategies, ownership, and fruition of vision due to
the real possibility that the people will be around to
see the rewards of hard work.

27. Benefits of Confidence
 This in turn creates leadership continuity.
 Winning teams attract the best for a long period of
time.
 Leading to more profound relationships, consistent
strategies, ownership, and fruition of vision due to
the real possibility that the people will be around to
see the rewards of hard work.
 Losing teams or organizations churn out leaders
causing a constant adjustment of relationships, re-
training and educating, and cultural adaptation.

28. Welch on
Confidence

30. “…You need to invest the vast majority of your
time and energy as a leader in three activities.

31. “…You need to invest the vast majority of your
time and energy as a leader in three activities.
 You have to evaluate-making sure the right
people are in the right jobs, supporting and
advancing those who are, and moving out those
who are not.

32. “…You need to invest the vast majority of your
time and energy as a leader in three activities.
 You have to evaluate-making sure the right
people are in the right jobs, supporting and
advancing those who are, and moving out those
who are not.
 You have to coach guiding, critiquing, and
helping people to improve their performance in
every way.

33. “…You need to invest the vast majority of your
time and energy as a leader in three activities.
 You have to evaluate-making sure the right
people are in the right jobs, supporting and
advancing those who are, and moving out those
who are not.
 You have to coach guiding, critiquing, and
helping people to improve their performance in
every way.
 And finally, you have to build self-confidence-
pouring out encouragement, caring, and
recognition.”

34. “Self-confidence energizes, and
it gives your people the
courage to stretch, take risks,
and achieve beyond their
dreams. It is the fuel of
winning teams.”

35. Plan the Future/Establish the
Environment
 Failure and success are not episodes,
they are trajectories. they are
tendencies, directions, pathways. p9
 To shift a cycle form decline to
success, leaders must restore people’s
confidence in the system, in the
organization, in the group, and in
themselves.
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36. Extrinsic Dynamics
 What happens off the field
as well as on the field
 What happens in the
perception of culture
 “The momentum of the
systems people are in
shapes perception that
shapes the confidence to
invest-or not.” p24 15

37. Starting Blocks of Winning
 Its possible to meet high standards.
 “Emotional Contagion”
 Discipline & Formal Structures
 There is a purpose worth achieving
articulating in
 measurable goals
 established values
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