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- 1. Authentic Leadership “Creating GreaterIndividual & Organizational Synergy”
- 2. Elfego Gomez III AdjunctFaculty Duke Corporate Education Authentic Leadership
- 3. 2 During the decadeof the 1990s, a total of 230 companies (46%) disappeared from the Fortune 500. From the Fortune 100 Global Firms in 1980, only 16 remain on that list today. In 2006, 40 CEOs of the top 200 companies of the Fortune 500 were removed (fired) or asked to resign; 20% of the most powerful business leaders in the world. Obviously neither size nor past success guarantees continued success. 2007 Study by Stewart Black Ph.D. University of Michigan
- 4. 3 Even on thetop of Mt. Everest, I was looking at the other mountains and thinking how to climb them. Sir Edmund Hillary
- 5. 4 The higher you climb, themore your butt shows! Dennis Nally - Chairman, PricewaterhouseCoopers
- 6. 5 Leadership is whatmoves the human spirit forward. We dull our lives if we don’t view the challenge of leadership against a grand backdrop-- a larger destiny. David Oldfied Director of the Center for Creative Imagination
- 7. 6 Our OBJECTIVES Examine thejourney that has shaped our Authentic Leadership Style & personal brand Share who we are as a person so we can be known as a Leader Assess our Behavior Style and how it impacts our interactions and productivity Provide and get feedback on our Leadership effectiveness Through Leadership Challenges, provide a practice field for our leadership Effectiveness
- 8. 7 Our AGENDA 8:00-9:00ish Introductions,logistics and setting the stage 9:00-9:45ish Telling your story 9:45-10:00ish BREAK 10:00-11:15ish Feedback Setup & Leadership Challenge I 11:00-12:00 Behavior Styles 12:00-1:00 LUNCH 1:00- 2:15ish Behavior Styles continued 2:15-2:30ish BREAK 2:30-3:45ish Leadership Challenge II 3:45-5:00ish Personal Branding
- 9. 8 In times ofdrastic change, it is the learners who will inherit the future. The learned find themselves equipped to live in a world that no longer exists. Eric Hoffer The Authentic Leader
- 10. 9 What does onedo in a dynamic ever changing world, faced with unexpected and seemingly insurmountable challenges? THE AUTHENTIC LEADER
- 11. 10 The Learner Mindset- Only Learners Will Prevail The basic rationale for learning organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel. ~ Peter Senge ~
- 12. 11 Organizations that are continuallyexpanding their capacity to create their future require a fundamental shift of mind among their members. The Learner Mindset - Only Learners Will Prevail
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- 14. 13 Leaders need to: •Engage curiosity • Awaken passion • Harness commitment Toward completing the Mission THE AUTHENTIC LEADER
- 15. Storytelling Leadership is autobiographical. IfI don’t know your life story, I don’t know a thing about you as a leader. Noel Tichy University of Michigan THE AUTHENTIC LEADER
- 16. 15 Research shows thatstories have more impact on whether business people will believe information. A story enhances belief and buy-in more than simple straight data. Likewise, storytelling is the oldest way to convey values and ideals…they are intended to “teach.” THE AUTHENTIC LEADER
- 17. 16 Explain Organizational Change WriteYour Business Case as a Story If you’ve been charged with developing the case for a new project at your company, imagine you’re telling a story. The narrative starts, as all good ones do, with a problem. This is the business need you’re trying to solve. Then, identify the characters: the stakeholders who have the authority to approve or reject your business case; the beneficiaries who stand to gain from your proposal; and the subject- matter experts who will clarify how to solve the problem. Next you’ll consider alternatives for meeting the business need—different ways your story might play out. After making the best choice, you’ll create a very high-level project plan. This is the plot. Then estimate the costs and benefits to determine the return on investment (ROI), which is the satisfying end. Remember this isn’t a mystery novel—your story needs to be clear and easy to understand. The Management Tip of the Day: Harvard Business Review August 28, 2013 Adapted from the HBR Guide to Building Your Business Case
- 18. Telling Your Story Gettingto Know You Through the Five Senses –A favorite childhood smell memory –A sight that brings tears to your eyes –A favorite non-musical sound –To touch or feel something you have never experienced before –A taste you dislike above all others
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- 20. Circles of Life Past Present Future THEAUTHENTIC LEADER
- 21. 20 Setting Up PeerFeedback GIVING FEEDBACK
- 22. 21 Research from theCenter for Creative Leadership on “Encouraging the Heart” 4:1 Feedback Principle Kepner - Tregoe 21
- 23. 22 Keys to SuccessfulFeedback
- 24. 23 Behavior Versus Judgment Actionsthat we can see, hear, and describe” “Our interpretation of the behavior, or what we think we know based on the behaviors or traits we see” Behavior Judgment
- 25. 24 Which Statement isa Judgment or Behavioral? John, I notice that you have arrived late to the last 3 staff meetings John, I don’t like it that you don’t respect our staff meeting times. When I mention things that I’d like you to improve on, you withdraw and change the subject. When I mention things that I’d like you to improve on, you have an unpleasant attitude. I heard that you were disrespectful to a customer today. Is that true? I heard that you hung up on a customer today. Is that true?
- 26. 25 The SBI Methodof Giving Feedback 2. Describe what you saw (the BEHAVIOR) and/or what you heard 3. This was the IMPACT on me; what I felt or thought and/or my perception of the impact on others or the environment 1. Give the SITUATION, when, where, what were we/you doing at the time
- 27. Examples of SBI SituationBehavior Impact Reflection Anchor time or place Observable action What I felt and/or thought My perception of the impact on others, the task, the work environment Why did I pay attention to this? What does it tell me about me? Obs . #1 Monday morning small group discussion You facilitated the group by getting responses from everyone and not from just the vocal members I felt appreciated that I was allowed to talk uninterrupted. Appreciated the structure and organization How frustrated I get when meetings are not planned well or run well. Chaos is very difficult for me. Obs . #2 MBTI presentation You shared clearly your frustration about how, as an Introvert, you are often discounted by Extroverts I felt comfortable with how you disclosed your frustration I noticed how this comment broke the silence and the classroom discussion was much more lively I’m discounted in many of my meetings due to my quiet nature 26
- 28. Examples of SBI SituationBehavior Impact Reflection Obs . #3 Group decision making process You raised the volume of your voice and twice interrupted Tim I felt anxious and uncomfortable that I had to mimic your behavior if I wanted to be heard The group seemed to follow your lead and use volume to be heard over each other Obs . #4 During outdoor activities You were noticeably quiet-said very little and looked down at the ground a lot. I felt disappointed and sad. I missed your presence. Obs #5 Organizational Change Discussion You took out your Blackberry and was working with it during the presentation I felt annoyed and wished that you would give the same undivided attention and input to the discussion that I was. We need to hear from everyone on this topic and I feel the group missed your input I don’t like it when others do not give the same effort and attention that I do, but does everyone have to behave just like me to get the job done? 27
- 29. 28 Receiving Feedback 1. Listen:Do not defend or explain 2. Acknowledge: Legitimate view of others 3. Check Understanding: Paraphrase
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- 32. Behavior Style Profile UnderstandMy Style and Better Understand the Styles of Others Source: Effectiveness Institute
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- 35. Personal Branding – Whois the Authentic Leader in You?
- 36. 35 What would you doif you were Chilean miner “Luis Urzau?” THE AUTHENTIC LEADER
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- 38. 37 Insensitivity Coldness, Aloofness Betrayinga Trust Overly Ambitious Over-Managing Overly Tactical Unable to Handle Crisis Unable to Adapt to a Boss Overly Dependent on a Mentor Poor Staff Selection Morgan McCall, Jr The Lessons of Experience Executive Derailment - The Ten Fatal Flaws THE AUTHENTIC LEADER
- 39. 38Who Am I. . . Core Values Principled, Respectful Honest, Objective Quality Focused Define Objectives, Deliver on Commitments Measure Results, Accept Responsibility Identify Key Drivers, Eliminate Excuses Work Hard & Smart Keep It Simple, Have Fun Sponsor People Development Optimize Strengths & Address Weaknesses Recognize Success, Continuous Improvement Includes Personal Relationships Work / Life Balance
- 40. 39 Answer the Questions… Whoare you - as an Authentic Leader? and more importantly… Why should someone work for you?
- 41. 40 Day End Reflections-”BFOs” Whatwere 1 or 2 insights or takeaways from today’s classroom sessions, discussions and activities? So What makes those insights important to you, your enterprise, ArcelorMittal? Now What will you do differently going forward to have greater impact?
- 42. The Challenge ofAuthentic Leadership “Creating Greater Individual & Organizational Synergy” Day 3
- 43. Elfego Gomez III AdjunctFaculty Duke Corporate Education Authentic Leadership
- 44. 43 Our OBJECTIVES Examine theArcelorMittal brand & Barrett team results Create a future visions for ArcelorMittal Develop crucial personal and organizational skills and experiences with ALP Practice a coaching methodology Set the stage for future focussed personal growth and development
- 45. 44 Our AGENDA 8:00-9:15ish Reflections,Organizational Branding 9:15-9:45ish Motivations & Barrett Results 9:45-10:00ish BREAK 10:00-11:15ish Barrett Results & The Future Vision Café 11:00-12:00 Action Learning Projects 12:00-1:00 WORKING LUNCH – ALP continued 1:00- 2:15ish Coaching for Success 2:15-2:30ish BREAK 2:30-3:45ish Leadership Challenge III 3:45-5:00ish Peer Feedback & Development Plans
- 46. 45 From ME to WE We needto move
- 47. 46 “Employee-centered” supervisors, who focusedmore on people and relationships, typically managed higher-producing units than “job- centered” supervisors, who ignored human issues, made decisions themselves and dictated to subordinates Rensis Likert University of Michigan
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- 49. 48 Leadership appears to bethe art of getting others to want to do something you are convinced needs to be done. The Pyramid Climbers – Vance Packard
- 50. Organizational Branding – Whoare “You?”
- 51. 50 Clarify What YourCompany Stands For For your organization to be successful, you must be crystal clear about your brand essence – i.e. your brand’s essential, enduring value. When what you stand for is clearly expressed and delivered in everything you do, every day, you leave an indelible mark on people’s hearts and minds. If that’s not clear yet, ask yourself: • What was the brand’s biggest accomplishment? • What will it be remembered for? • What did the brand leave unaccomplished? • Who would miss the brand if it was gone? Why? • What lessons can be learned from the brand’s life? • If the brand disappeared, what would take its place?
- 52. 51 Recruiting the NextGeneration To be best in breed....you represent the top of the game in what you do: ex. McKinsey, Nordstrom, Mary Kay, Navy SEALS To find a “sanctuary“…your organization’s culture honors or represents something distinctively rare: ex. Work-life balance- REI, Ethical- Starbucks, Entrepreneurial- Apple, Environmentally Sustainable “Green”- New Belgium Brewing Company To change the world...your organization can make a lasting contribution, to leave the world a better place: ex. EPA, Mayo Clinic, Save the Children.... To grow and learn…your organization offers the best environment for personal growth and life long learning: ex. Training & Development- Google (120 hours/year), Vanderbilt University (free tuition to employee children), Edward Jones (fully paid 1 year sabbaticals ) Others… Why would great performers join your organization?
- 53. 52 Where are yourPassions – more importantly – your people’s? TRADITION: Standards; Discipline; Protocol; Chain of Command; Stability; Beliefs; Routines; Sacrifice LEADING: Lead; Be #1; The Best; Energetic; Distinctive; Excel; Power; Succeed CREATIVITY: Create; Harmony; Balance; Appreciate; Work/Balance; Time to Reenergize KNOWLEDGE: Learn; Understand; Curious; Know; Deeper; Meaning; Wise; Intelligent; Analyze RESULTS: Practical; Productive; Return on Investment; Useful; Earn; Invest; Bottom Line PEOPLE: Help; Serve; Contribute; Teach; Coach; Humanity; Connect; Volunteer
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- 55. 54 “I don’t feelI am making a difference.” “I don’t feel recognized for my contributions.” “I don’t feel I am learning/growing enough.” “I don’t feel I am a ‘fit’ with my colleagues.” “I can make more money elsewhere.” McKinsey & Company, The War on Talent Why do talented people leave their jobs?
- 56. 55 What Makes aGreat Place to Work? Any company can be a Great Place to Work! Our approach is based on the major findings of 20 years of research - that trust between managers and employees is the primary defining characteristic of the very best workplaces. At the heart of our definition of a great place to work - a place where employees "trust the people they work for, have pride in what they do, and enjoy the people they work with" - is the idea that a great workplace is measured by the quality of the three, interconnected relationships that exist there: The relationship between employees and management. The relationship between employees and their jobs/company. The relationship between employees and other employees. Great Places to Work Institute
- 57. 56 Do your peoplefeel responsibility for the organization’s performance? ”An OWNERSHIP Culture” Why or why not…? How do you create it?
- 58. The Barrett TeamAssessment
- 59. A Practice Fieldfor Leadership 5 Leadership Practices and 10 Behaviors to support those practices ► Inspire a Shared Vision -Envision the future -Enlist others ►Challenge the Process -Search for Opportunities -Experiment & Take Risks ► Enable Others to Act -Foster Collaboration -Strengthen Others ► Model the Way -Set Examples -Plan Small Wins ► Encourage the Heart -Recognize Individual Contributions -Celebrate Accomplishments The Leadership Challenge - Kouzes & Posner
- 60. 59 “Whenever you seea successful business, someone once made a courageous decision. The good decisions came from experience and experience came from bad decisions.” Peter Drucker Author
- 61. 60 “Leadership is goingbeyond the predictable to making what is possible Derek Mathieson Chief Strategy Officer Baker Hughes Incorporated
- 62. The Creative Café& Gallery Walk
- 63. 62 Café Conversations What doesone do to inspire a shared vision taking into account the results from the Barrett Team Assessment? How are our competitors challenging the process in ways we are not ~or~ how are we creating innovate processes in countries outside South Africa? In what ways can each of us enable the next generation of leaders to act? Where and when are we the leadership of AcerlorMittal expected to model the way in our personal behaviors? What are the currencies that encourage the heart of associates and customers within ArcelorMittal?
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- 65. The purpose ofthe Action Learning Projects (ALP) is to closely link programme learning to your work environment. The objectives of the ALP are to: • Deliver a high impact business-relevant project for Standard Bank • Direct application of learning to a problem or an opportunity that exists within Standard bank • Practice team work and collaboration • Apply knowledge • Unlock potential to be creative and innovate Change Solutions Learning Confidence Critical mass of Leadership Skills • At Individual Level • At Team Level • At Organisational Level The Purpose and Objective of the ALPs
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- 67. 66 Rationale- Team composition Thefollowing criteria were used to allocate delegates to teams, to allow for variety and optimal performance on the Action Learning projects: Individual Team Type Individual Personality Dimensions Business Area Current Role Age Gender The teams were intentionally structured to complement each individual style, whilst to also allow room for certain incongruent dynamics to manifest which is ideal for stretch and learning.
- 68. 67 Teams 67 Team 1 Cowhan Govender Finance MargaretKubwalo-Chaika PBB Malawi Penny Bibby Private Clients AndrewRobertson, Business Banking, Africa Tetiwe Jawuna SBIS, SA Oupa Masilela GSS Team 2 Warren Moollan SBIS,SA Matthew Claxton PBB Int Deirdre Crous HR MukwandiChibesakunda PBB Zambia SimoneCooper Business Banking, SA Ebrahim Matthews Card Team 3 Theunis Duvenhage Customer Channel Angela Mhlanga SBFC Nana Benneh PBB Ghana Alet Griesel Risk , SA Sue White GSS Nicholas Nkosi Inclusive Banking, SA Team 4 Mark Nemakonde Risk, Africa Baronice Hans PBB Namibia Nico Groenewald Commercial Banking Tiri Chitongo SBIS, SA Barbara Lee Bell Finance Team 5 EthelNyembe Business Banking Rika Gertenbach IT Chuma Nwokocha PBB Mozambique AndrewVan Der Hoven Personal Banking William Thorp PBB Int
- 69. Prepared for ClientName Your name here Date Role of the sponsor
- 70. 69 The Role ofThe Sponsor Sets the stage for the challenge Clarifies the business imperative Helps frame and scope the project Sets expectations for the work of the team Supports the team Is inspiring and motivating Enables action/opens doors to additional resources if needed Provides feedback, motivates, and encourages creative thinking Reviews Output Reviews and provides feedback regarding the solution and the implementation plan In short, the role of the sponsor includes assisting the team in any way possible so that they can successfully achieve their goals.
- 71. Prepared for ClientName Your name here DateDeliverables
- 72. 71 Guidelines: Each ofyou will present your after action review on your Action Learning Project 16th of October 2014. Submit your presentation two weeks prior to presentation Timing for presentations: Each team will have a time block of 60 minutes. The 60 minutes will be divided this way: 40 minutes to present your proposal to the EXCO. This will include your research and analysis of the topic area, your solution, how you propose implementation of the solution, the cost savings or additional revenue streams. 10 minutes to present how the team accomplished it, how you employed learning from Summit 1, 2 and 3, obstacles that you anticipated, obstacles that surprised you, etc. What were the learnings for the team, what the team did well and what you may have missed and what you would do differently. 10 minutes for questions and answers from your colleagues and senior leadership. Presenting What You Did and What You Learned
- 73. 72 Please answer thefollowing questions briefly and substantively What was your Business Challenge Project? What were your goals? What was your strategy? To what degree did you achieve what you set out to achieve? (list quantitative success measurements and what you achieved) What process/methods did you use to analyze and think through the goal, action steps and potential obstacles? What became clearer to you as a result of practicing these steps? What methodologies did you use to track milestone achievement and overall progress on your strategy? What training/skill development did you have to acquire along the way? What people processes did you bring to bear on your business challenge? Presenting What You Did
- 74. 73 How didyou communicate the strategy to the stakeholders in the outcome? How well did you communicate with people involved before, during and after the implementation? What milestones were critical to your strategy? How did you celebrate progress/small wins along the way? What training/skill development did you have to acquire along the way? What people processes did you bring to bear on your business challenge? How did you communicate the strategy to the stakeholders in the outcome? How well did you communicate with people involved before, during and after the implementation? What milestones were critical to your strategy? How did you celebrate progress/small wins along the way? Presenting What You Did
- 75. The Challenge ofLeadership “Creating Greater Individual & Organizational Synergy” Prepared for Client Name Your name here Date
- 76. 75 Stafford Beer Model WhereWe are Going Vision, strategy, renewal and succession What We Do Allocation and management of resources, optimising performance Who We Are Purpose, brand, values, norms, standards, etc. If Absent: Short-termism, unlikely to achieve full potential, lack of direction, etc If Absent: Great ideas, no action! Lack of available resources to implement, disappointed investors If Absent: Lack of passion, displaced energy, inappropriate behaviors Source: Dr Peter Dudley 1999; Copyright Telos Partners Limited 2009 Nurturing Identity Creating the Future Managing the Present
- 77. 76 What do youwant to get out of your experience as a member of this project/team? What motivates you to do the best work you can? What can I do to support you in getting what you want out of this experience? What can I do to help create and maintain a climate of teamwork and trust? What can I do to help you sharpen your talents and strengthen your skills to become a stronger team member? What opportunities can I provide for you to assume greater responsibility or achieve greater visibility? What do you like most about being part of this project/team? What do you like least about being part of this project/team? What actions would you have to see and/or what events would you have to experience for you honestly to say, “This was the best project/team I was ever a part of”? What specific recommendations do you have about how we can improve the way we do our work on this project/team? To provide the “Resources,” Leaders: Ask Questions, Listen, and Take Advice
- 78. 77 Action Learning Projects TeamCharter Nurturing Identity: • Purpose: What’s our purpose as an Action Learning Team? • Values: What are my personal values? What are my team’s values? • Roles: What unique talents do we each bring to the table? • Norms: What behaviors will support our success? Creating the Future: Vision: What’s our picture of success for our Action Learning Team? Managing the Present: Resources: What questions do you need to be asking of each other (and your subordinates in the future)? Deliverable: Write-up on flipchart
- 79. The Johari Window Advocacy& Inquiry
- 80. 79 Johari Window Known by Others Unknownby Others Unknown by Self Known by Self Unknown Area Hidden Area Blind Area/Spot Open/Free Area
- 81. 80 Johari Window Known by Others Unknownby Others Open/Free Area Unknown by Self Known by Self Hidden Area Blind Area/Spot Ask Tell Self-Disclosure/Exposure FeedbackSolicitation Unknown Area Source: Copyright design Alan Chapman 2001-4 based on Ingham and Luft's Johari Window concept.
- 82. 81 Johari Window Known by Others Unknownby Others Open/Free Area Unknown by Self Known by Self Hidden Area Blind Area/Spot Ask Tell Self-Disclosure/Exposure FeedbackSolicitation Unknown Area Source: Copyright design Alan Chapman 2001-4 based on Ingham and Luft's Johari Window concept. Others’ ObservationsShared Discovery Self-Discovery
- 83. 82 Johari Window Activity Openyour journal and draw what you think your Johari Window looks like from your teams perspective? –How do the people that are a part of your team see your window? –How do you experience their windows? Pair up with one of your colleagues: –Check each other’s windows as drawn
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- 87. 86 86 The ACS CoachingModel ASSESS to get the fullest picture possible of the current reality and future development opportunities for the coachee; assess the person, his/her performance, and the context CHALLENGE to create disequilibrium, an imbalance between current skills and demands that call on the coachee to move out of his/her comfort zone; challenge to stretch, to overcome obstacles, and examine options SUPPORT to provide stability for the coachee’s development by maintaining motivation, accessing resources and strategies, celebrating small wins and managing setbacks, and creating a sustainable learning agenda
- 88. 87 87 Coaching – CriticalSkills Being Present and Curious Establishing Trust and Asking for Permission to Coach Practicing Active Listening Asking Powerful Open-Ended Questions Holding the Coachee Accountable to His/Her Agreements
- 89. 88 88 Powerful Questions What areall the great questions you use to promote self discovery and facilitate learning? Work with the individuals at your table to create your “top ten” list of questions….
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- 91. 90 90 Coaching and TheArt of Listening Acceptance Empathy Genuineness Non-judgmental Practice Curiosity
- 92. 91 91 Statements That HelpOthers Talk Encouraging Re-stating Reflecting Asking powerful questions Summarizing
- 93. The Cave Rescue LeadershipChallenge III
- 94. 93 93 Coaching Activity Refer tothe situation you previously identified where you were in need of providing some coaching. Partner A – Explain your challenging situation to your partner Partner B – Coach your partner using the ACS model – Assess, Challenge and Support. Partner C – Observe and record notes for feedback session Conduct feedback (Coach, Coachee, Observer) Switch roles – Conduct 3 rounds Use Powerful Questions and Active Listening Skills
- 95. 94 Day End Reflections-”BFOs” Whatwere 1 or 2 insights or takeaways from today’s classroom sessions, discussions and activities? So What makes those insights important to you, your enterprise, ArcelorMittal? Now What will you do differently going forward to have greater impact?