Great leaders communicate: Vision, Direction, Instruction, Comfort

1. Welcome!

2. Strategic Planning
Team Building
Leadership Development

4. "The strategic planning format you introduced is
terrific. We have clearly articulated the purpose of
our business, the values that drive our actions,
and how Cook Engineering is going to be
successful. We now have a straightforward,
repeatable process to plan and take action....
Cook Engineering is on track to achieving the
highest revenue and profit figures in more than
five years, and you have made a significant
contribution to that success." Sean Cook

5. "I highly recommend Eric Anderton's
Leadership Training to not only
improve your (or your staff's)
individual management and leadership
skills, but also to improve the overall
management and leadership of your
firm.“ John Quincy

6. "The workshops are never boring, Eric keeps
everyone engaged and participating, while making
sure that no one dominates the meeting to the
detriment of others.
If you need to improve communication, teach
your staff how to engage in healthy conflict, and
help them focus on how they can become a more
cohesive team, I highly recommend using Eric to
work with everyone from your senior leaders to
departmental groups." Peter Tateishi

7. Credo:
Low Overhead,
Stay Humble,
It’s Not What You Make, It’s What You Keep.

8. At the End
of the
Training

9. Winning
Mindset

10. What is the
Purpose of a
Business?

11. The purpose of a
business is to
maximize profits
for the owners or
shareholders.
Milton Friedman

13. The purpose of a business is to
maximize profits by creating and
keeping customers.

14. The purpose of a business is to
maximize profits by creating and
keeping customers while
benefiting its employees and the
communities in which it
operates.

15. The purpose of a leader is to
maximize business profits by
creating and keeping customers
and attracting, developing and
retaining employees.

17. The Success of Your
Company is a Direct
Reflection of the
Quality of Your
Leadership Team

18. A real leader is somebody who
can help us overcome the
limitations of our own
individual laziness and
selfishness and weakness and
fear and get us to do better
things than we can get
ourselves to do on our own.
David Foster Wallace

20. Vision
What is it?

21. Vision
Three Questions
Why do we exist?
Where we are going?
Why we are going there?

23. BEAT GERMANY

24. BEAT GERMANY
Why do we exist?
Where we are going?
Why we are going there?

25. BEAT GERMANY
Define: Accept Constraint
Communicate: “Plant a Flag”
Live: Make a Decision

27. What’s your vision?

28. The
Problem

29. The
Problem

30. The
Problem To give ordinary folk
the chance
to buy the same things
as rich people

31. The
Problem
To experience the emotion of competition, winning,
and crushing competitors

32. Client
Examples
Crush competitors
We exist for the enjoyment we get from
problem solving with the people we love
and accomplishing things
Create, disrupt & transform wherever
there is an opportunity

33. The
Problem

34. The
Problem
Blah, Blah, Blah

35. Client
Examples
No Hacks
Do more than expected
Put in more reps,
stay out in front, fire in the belly

36. Client
Examples
No Hacks
Zero Punch
Do more
than expected
Put in more reps,
stay out in front,
fire in the belly
We exist for the enjoyment we get from
problem solving with the people we love and
accomplishing things
Create, disrupt &
transform
wherever there is an opportunity
Crush
competitors

37. Vision
Any organization must know
what its ideals are before it can
become coherent and confident.

38. A real leader is somebody who
can help us overcome the
limitations of our own
individual laziness and
selfishness and weakness and
fear and get us to do better
things than we can get
ourselves to do on our own.
David Foster Wallace

39. Vision….
Company
Division
Department
Team
Individual
What is your vision
What is your team’s
vision?
How does that align
with and contribute
to the company’s
Purpose and Values?

41. Direction
Vision in Action

42. Direction
Decide: What needs to be done?
Delegate: Who will do it?
Deadline: When will it be done by?

44. Direction
Decide: What needs to be done?

45. Direction
Delegate: Who will do it?

46. •Choose what tasks you are willing to delegate.
•Pick the best person to delegate to.
•Give clear assignments and instructions.
•Set a definite task completion date and a follow -
up system.
•Give public and written credit.
•Delegate responsibility and authority, not just
the task.
•Avoid reverse delegation.

47. Why don’t we delegate?
• Fear
• Pride
• Laziness

48. Pick One Task
Pick One Person
Identify Obstacles:
• Self
• Skill
• Willingness
Plan Delegation
• What needs to happen to be able to
delegate?
• Conversation…Training…Accountability
Delegation Practice

49. Direction
Deadline: When will it be done by?
Set a definite task completion date and a follow-up system.

50. Direction
Deadline: When will it be done by?
Set a definite task completion date and a follow-up system.

51. Direction
Humility

53. Instruction
Building People to Live and Achieve the Vision

54. Instruction
Who Needs Developing?
How Will They Be Developed?
How Will We Measure?

55. Baseball
Analogy

56. Baseball
Analogy
Can’t Miss

57. Baseball
Analogy
Develop:
Elite Defensive Shortstop
Developed Over 3 Years Into a
Good Hitter

58. Baseball
Analogy
FREE!

59. Baseball
Analogy
PATIENCE:
Drafted high
Some early struggles
Avoid “Dan Uggla”

60. Baseball
Analogy
SURPRISE:
First impression: Utility man
Mentorship had Impact
Casey McGehee

61. Baseball
Analogy
What do they have in common?
Can’t Miss
Develop
Surprise
Patience
Free!

62. Develop

63. Talent Rank
High Low
High Stars Workhorses
Low Question Marks Deadwood
Potential
Performance

64. Talent Rank
High Low
High Stars Workhorses
Low Question Marks Deadwood
Potential
Performance
Keep turnover low
Take steps to
accelerate their
development
Convert them to stars
Mentor them to
accelerate their
development
Keep turnover low
Keep them motivated
and productive where
they are
Convert them to
workhorses
Terminate if they can’t
be salvaged

65. Talent Rank
High Low
High Stars Workhorses
Low Question Marks Deadwood
Potential
Performance
TS
RF
ST
VG
AR
EW
JN
CD
KR

66. Talent
Inventory Performance
Evaluate a Couple of Key Individuals from Talent
Rank Exercise

67. Project
Manager
Functional Competencies
• Sets up Estimates
• Budgets
• Timetables
• Develops Construction
Strategy
• Selects Subcontractors
• Coordinating with Project
Partners
• Code Compliance
• Legal/Regulatory
Compliance
Leadership Competencies
• Communication
• Problem Solving
• Accountability
• Motivation
• Planning and Goal Setting

68. 68
PM Competency
Analysis
Participants
Setsup
Estimate
Setsup
Budgets
Setsup
Timetables
Develops
Construction
Strategy
Coordinating
with
Project
Partners
Participant 1
Participant 2
Participant 3
Participant 4
Participant 5
Participant 6
Participant 7
Participant 8
Participant 9
Participant 10
Participant 11
Participant 12
Participant 13
Comm.
Problem
Solve
Adaptability
Account.
Motivation
Planning
AndGoal
Setting
Functional Competencies Leadership Competencies
This graphical representation is a comparison of each individual’s performance by competency (each row on the vertical axis represents an individual's score).
- Exceeds Standards - At Standard - Needs Development

69. Instruction
How will we measure?

70. Leadership Dashboard
• Vision
• Mission
• Values
• Your Edge
• Initiatives
• Performance Metrics
• Key Relationships
• Top Development Opportunities

72. Comfort

73. Comfort
Before, During, After

74. Comfort
Encouragement: “You can do it!”
Accountability: “Did you do it?”
Recognition: “You did it!”

75. Comfort
Encouragement: “You can do it!”
Before:
You have the vision
You’ve been directed
You’ve been instructed

76. Comfort
Accountability: “Did you do it?”
During:
What Have You Accomplished?
What Do You Need?
If Not, Why Not?

77. Comfort
Recognition: “You did it!”
After:
• Specific
• Personal
• In Person
• Written
• Public
• Private

78. A real leader is somebody who can
help us overcome the limitations of
our own individual laziness and
selfishness and weakness and fear
and get us to do better things than
we can get ourselves to do on our
own.
David Foster Wallace

80. Get to work….

81. The purpose of a leader is to
maximize business profits by
creating and keeping customers and
attracting, developing and retaining
employees.

82. “A good plan
violently
executed today
is far better
than a perfect
plan tomorrow.”
General George S. Patton

83. D x V + F >R
D = Dissatisfaction
V = Vision
F = First Steps
R = Resistance

84. Where do I want to be?

85. Where am I now?

86. What is holding me back?

87. How to Get
Help!

88. Strengthen
Your
Leadership
Build
Your
Team
Grow
Your
Business

89. Strengthen
Your
Leadership
Executive
Coaching
Build
Your
Team
Leadership
Development
Grow
Your
Business
Strategic
Planning

90. Thank You!
https://10minuteconversation.youcanbook.me/