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Effective Leadership
Making a world of difference in challenging times
“The world we have created is
a product of our thinking;
it cannot be changed without
changing our thinking…”
                    Albert Einstein
A snapshot of changing
    The world is
the business at
the beginning
        Concept 2
of 2008...


   Oceania 2009
               Expectations are
                                  ...so what can we do about it?13
            changing constantly
the agenda
We will be navigating these questions with you:


1. Why do you want to lead?

2. Why should anyone be led by you?

3. How are you exciting others to exceptional performance?

4. How are you partnering & learning across the business?

5. How are you adapting to different situations?
Before we start
the challenge
                 “There’s no
               growth in the
           comfort zone and
           no comfort in the
               growth zone”
Play FULL TILT!
the logistics
Summary
Notes




                       Group
                   Discussion
THINK   DO   GET
Decision vs Position
No-one anywhere really
knows what the hell is
      going on…

So we are all simply just
     making it up
    as we go along…
the agenda
We will be navigating these questions with you:


1. Why do you want to lead?
2. Why should anyone be led by you?

3. How are you exciting others to exceptional performance?

4. How are you partnering & learning across the business?

5. How are you adapting to different situations?
Why do I want to lead?
my leadership challenges




  Key challenges       Choose No. 1      Discuss responses
...Why is it so difficult to lead now?
my leadership challenges



                       What is the
              greatest challenge
                 in being a leader
                           today?
What do I want from
this working session?   My outcomes
THINK   DO   GET
Abstract vs Practical
PassIon
What if   I do not lead it?
A snapshot of changing
    The world is
the business at
the beginning
        Concept 2
of 2008...


   Oceania 2009

                  Transform or Die   Can’t do it like we used   13
Ref: Prigogene 1977



           dissipative structures
                      Prigogene, 1977




                                         O P ”
                                 E “ P
                      A T IV
     IS S IP
D
Knowledge is Power
IQ was King   The Information Age is over
EQ is the new
                 Let’s get connected NOW
  ruling party
Power by Affiliation
THINK   DO   GET
Result:
A snapshot of changing
    The world is
the business at
the beginning
        Concept 2
of 2008...


   Oceania 2009

                  Who’s on Top?   Leadership is not hierarchical13
the agenda
We will be navigating these questions with you:


1. Why do you want to lead?

2. Why should anyone be led by you?
3. How are you exciting others to exceptional performance?

4. How are you partnering & learning across the business?

5. How are you adapting to different situations?
the objective
   Why
  Should
 Anyone
  Be Led
 By YOU?
What it takes to be an authentic leader
Professor                    Professor
Rob Goffee               Gareth Jones
London Business School   London Business School
your theme
The C.A.S.E. for

SIMPLIFYING
COMPLEXITY
the key ingredient




                     34
the key ingredient
           I’m
           Excited!




                      35
the leadership definition
             Effective leadership
              EXCITES people to
                  EXCEPTIONAL
                 PERFORMANCE
the suggestion
Have the
COURAGE
to INSPIRE
daily
the next step
With your buddies (3 to 4)…
      (around 4 minutes)
1.   Tell them how you excite
     followers to exceptional
     performance

2.   Your Buddies respond:

     “I’m EXCITED!”
one more challenge
                  Extroverts




Introverts
the difference

             Follower Perspective




Authentic Leadership
the problem
       Too Much Emphasis on ‘Great’
       Leaders, Rather Than Leadership




Mahatma Gandhi   Richard Branson   Jack Welch   Bill Gates

                 There’s only one…
“The main body of leadership literature
   focuses on the characteristics of leaders.
      The underlying assumption is that
  leadership is something we do to other
                   people...

...but in our view, leadership should be seen
     as something we do with other people.

 Leadership must always be viewed as a
 relationship between the leader and the
                  led.”
            Rob Goffee & Gareth Jones
authentic leadership foundations



Non-hierarchical             Contextual             Relational
 Position / title does not   Situational sensing
     make a leader            Action consistent    Constant cultivation
                                 across roles       Develop networks
Followers
Anyone you need to excite to deliver
    exceptional performance
Who are your          What are their needs?   How well are you
     followers?                                    meeting these?

Making your CASE
...Who do you need to excite?
What do Followers Need?
the agenda
We will be navigating these questions with you:


1. Why do you want to lead?

2. Why should anyone be led by you?

3. How are you exciting others to
exceptional performance?
4. How are you partnering & learning across the business?

5. How are you adapting to different situations?
the followers’ needs


                                                            Excitement
                       Authenticity                         The need for passion
Community              The need to be real
                                             Significance
                                             The need for
The need to build it                         meaning
Community




            1.       Have a Higher Purpose, a
                            Mountain to scale
            2.   Connect people to it and each
                                         other
the findings
Highest Correlation
Leader Behaviours &
Engagement

1. Create a work environment
   (culture) that drives High
   Performance
2. Communicate honestly
   (authenticity)
3. Act in alignment with
   organisation’s core values
4. Link the organisation to a
   Higher Purpose
(Source: BlessingWhite Global Employee
Engagement Survey 2010/2011)
the suggestion
The Golden Circle




      WHY?

      HOW?

      WHAT?         ...WHAT IF?
Family: most basic unit of a tRibe
Authenticity

               1. Differentiate yourself
                  through values, business
                  and life experience.
               2. Show allowable
                  weaknesses.
The Findings

  % of Engaged who agree or strongly
  agree vs. Disengaged who agree or
  strongly agree
  (Source: BlessingWhite Global Employee Engagement Survey 2010/2011)


  My Manager…                                    Engaged                Vs.   Disengaged

  Encourages me to use my                              85%                       37%
  talents
  Asks for and acts on my input                        84%                       42%

  Recognises and rewards my                            88%                       43%
  achievements
The Secret

   from Dr Brene Brown’s ‘The Gift of Imperfection’ …



       “Don't ask what the world needs,
       ask what makes you come alive
       and go and do it. Because what
       the world needs is people who
       have come alive” Howard Thurmann
Who Are You?
The Findings

  % of Engaged who agree or strongly
  agree vs. Disengaged who agree or
  strongly agree
  (Source: BlessingWhite Global Employee Engagement Survey 2010/2011)


                                                 Engaged                Vs.   Disengaged

  I trust my manager                                   88%                       48%
  I have a great working                               87%                       41%
  relationship with my manager
  I know my manager well as a                          81%                       23%
  person
The Suggestion

                 1. Share Life Experiences
                    and link to Values
                 2. Show “Allowable
                    Weaknesses”
The Next Steps

       With your buddies (3 to 4)…
       (around 4 minutes)

       1. How do you?
       2. How could you?
        …CREATE COMMUNITY

        …BE MORE AUTHENTIC

        “I’m EXCITED”
the agenda
We will be navigating these questions with you:


1. Why do you want to lead?

2. Why should anyone be led by you?

3. How are you exciting others to exceptional performance?

4. How are you partnering & learning
across the business?
5. How are you adapting to different situations?
Significance


               1. Connect people’s efforts to
                  the Higher Purpose or the
                  mountain ascent.
               2. Provide feedback that
                  leverages each person’s
                  talents (often compensating
                  for your allowable
                  weaknesses).
The Suggestion


  Upfront Positive

  Specific Examples

  Skills or Qualities

  Resulting Benefits
come in early as a partner
LEARNING TO LEAD   ...not late as a judge
leaRning paRtneRships in tRibes
Excitement


             1. Use celebrations and
                rituals to underscore
                achievements
             2. Embody a passion that
                energises others
                through the promotion of
                innovation, urgency and
                accountability
Excitement
The Suggestion


    Excellent

    Develop

    Ideas

    Time Frame
The Next Steps

      With your buddies (3 to 4)…
      (around 4 minutes)

       1. How do you?
       2. How could you?
       …CREATE SIGNIFICANCE

       …CREATE EVEN MORE
       EXCITEMENT

       “I’m EXCITED”
The Essence

Be YOURSELF more…
         WITH SKILL
The Mantra
                      “Be Me”

Be YOURSELF more…
         WITH SKILL
Be an
 authentic
chameleon
“Know thyself for the truth
   shall set thee free”
Engage your strengths and
Express your Best   partner to your weaknesses
The Life Lesson

                  “Where shall we
                  hide real power?”
The Life Lesson

 “We shall not cease from exploration, and the end of all our exploring will be to arrive where we
 started and know the place for the first time.”

 T. S. Eliot
The Summary


  Making Your…
  Community
  Authenticity
  Significance
  Excitement
The “One Thing”


                  “The One
                  Thing”
A snapshot of changing
    The world is
the business at
the beginning
        Concept 2
of 2008...


   Oceania 2009
                  We can only move      ...so what do YOU commit to?
                                                                   13

                        forward......
the agenda
We will be navigating these questions with you:


1. Why do you want to lead?

2. Why should anyone be led by you?

3. How are you exciting others to exceptional performance?

4. How are you partnering & learning across the business?

5. How are you adapting to different
situations?
building trust early




pace, pace, pace ....... and lead
IGNITING YOUR SENSORY CHANNELS

   be sense-able
What if?   How?   What?   Why?
learning & leadership styles
                    Concrete Experiencing


 Dynamic Learner                 Imaginative Learner
  Mentor/
                                               Motivator
  Colleague
                  What if? Why?
Doing/Active                                          Watching/
Experimentation                                       Reflective
                   How? What?                         Observation

   Coach/
   Facilitator                                 Teacher

Common Sense Learner                 Analytical Learner
                    Abstract Conceptualizing
the stickiness factor   85
Why?




       framing
                 86
Common Ground
     Clarify Benefits
Pace Out Objections

    Link to Message
If you want to build a ship, don’t summon
    people to buy wood, prepare tools,
 distribute jobs and organise the work …
   … teach people the yearning for the
         wide, boundless ocean

        Antoine de Saint-Exupery, Author of The Little Prince
What if?




stoRy selling   Inspire with full technicolour,

                soundtrack, emotions......
Learn from
unexpected
  quarter
live more
  lead more
leave a legacy
So...
What do we need to do?
   Individual Action Plan
START         CONTINUE         STOP

peRsonal leaRning jouRnal   key insights
What do we need to do?
    Team Action Plan
evaluating my outcomes find the gems
my next steps   What do I commit to?
Any Questions or Comments?
tlc@dryvonnesum.com

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Effective Leadership

  • 1. Effective Leadership Making a world of difference in challenging times
  • 2. “The world we have created is a product of our thinking; it cannot be changed without changing our thinking…” Albert Einstein
  • 3. A snapshot of changing The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Expectations are ...so what can we do about it?13 changing constantly
  • 4. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  • 6. the challenge “There’s no growth in the comfort zone and no comfort in the growth zone”
  • 8. the logistics Summary Notes Group Discussion
  • 9. THINK DO GET
  • 11. No-one anywhere really knows what the hell is going on… So we are all simply just making it up as we go along…
  • 12. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  • 13. Why do I want to lead?
  • 14. my leadership challenges Key challenges Choose No. 1 Discuss responses ...Why is it so difficult to lead now?
  • 15. my leadership challenges What is the greatest challenge in being a leader today?
  • 16. What do I want from this working session? My outcomes
  • 17. THINK DO GET
  • 19. PassIon What if I do not lead it?
  • 20. A snapshot of changing The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Transform or Die Can’t do it like we used 13
  • 21. Ref: Prigogene 1977 dissipative structures Prigogene, 1977 O P ” E “ P A T IV IS S IP D
  • 22.
  • 24. IQ was King The Information Age is over
  • 25. EQ is the new Let’s get connected NOW ruling party
  • 27. THINK DO GET
  • 29. A snapshot of changing The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Who’s on Top? Leadership is not hierarchical13
  • 30. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  • 31. the objective Why Should Anyone Be Led By YOU? What it takes to be an authentic leader
  • 32. Professor Professor Rob Goffee Gareth Jones London Business School London Business School
  • 33. your theme The C.A.S.E. for SIMPLIFYING COMPLEXITY
  • 35. the key ingredient I’m Excited! 35
  • 36. the leadership definition Effective leadership EXCITES people to EXCEPTIONAL PERFORMANCE
  • 38. the next step With your buddies (3 to 4)… (around 4 minutes) 1. Tell them how you excite followers to exceptional performance 2. Your Buddies respond: “I’m EXCITED!”
  • 39. one more challenge Extroverts Introverts
  • 40. the difference Follower Perspective Authentic Leadership
  • 41. the problem Too Much Emphasis on ‘Great’ Leaders, Rather Than Leadership Mahatma Gandhi Richard Branson Jack Welch Bill Gates There’s only one…
  • 42. “The main body of leadership literature focuses on the characteristics of leaders. The underlying assumption is that leadership is something we do to other people... ...but in our view, leadership should be seen as something we do with other people. Leadership must always be viewed as a relationship between the leader and the led.” Rob Goffee & Gareth Jones
  • 43. authentic leadership foundations Non-hierarchical Contextual Relational Position / title does not Situational sensing make a leader Action consistent Constant cultivation across roles Develop networks
  • 44. Followers Anyone you need to excite to deliver exceptional performance
  • 45. Who are your What are their needs? How well are you followers? meeting these? Making your CASE ...Who do you need to excite?
  • 47. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  • 48. the followers’ needs Excitement Authenticity The need for passion Community The need to be real Significance The need for The need to build it meaning
  • 49. Community 1. Have a Higher Purpose, a Mountain to scale 2. Connect people to it and each other
  • 50. the findings Highest Correlation Leader Behaviours & Engagement 1. Create a work environment (culture) that drives High Performance 2. Communicate honestly (authenticity) 3. Act in alignment with organisation’s core values 4. Link the organisation to a Higher Purpose (Source: BlessingWhite Global Employee Engagement Survey 2010/2011)
  • 51. the suggestion The Golden Circle WHY? HOW? WHAT? ...WHAT IF?
  • 52. Family: most basic unit of a tRibe
  • 53.
  • 54. Authenticity 1. Differentiate yourself through values, business and life experience. 2. Show allowable weaknesses.
  • 55. The Findings % of Engaged who agree or strongly agree vs. Disengaged who agree or strongly agree (Source: BlessingWhite Global Employee Engagement Survey 2010/2011) My Manager… Engaged Vs. Disengaged Encourages me to use my 85% 37% talents Asks for and acts on my input 84% 42% Recognises and rewards my 88% 43% achievements
  • 56. The Secret from Dr Brene Brown’s ‘The Gift of Imperfection’ … “Don't ask what the world needs, ask what makes you come alive and go and do it. Because what the world needs is people who have come alive” Howard Thurmann
  • 58. The Findings % of Engaged who agree or strongly agree vs. Disengaged who agree or strongly agree (Source: BlessingWhite Global Employee Engagement Survey 2010/2011) Engaged Vs. Disengaged I trust my manager 88% 48% I have a great working 87% 41% relationship with my manager I know my manager well as a 81% 23% person
  • 59. The Suggestion 1. Share Life Experiences and link to Values 2. Show “Allowable Weaknesses”
  • 60. The Next Steps With your buddies (3 to 4)… (around 4 minutes) 1. How do you? 2. How could you? …CREATE COMMUNITY …BE MORE AUTHENTIC “I’m EXCITED”
  • 61. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  • 62. Significance 1. Connect people’s efforts to the Higher Purpose or the mountain ascent. 2. Provide feedback that leverages each person’s talents (often compensating for your allowable weaknesses).
  • 63. The Suggestion Upfront Positive Specific Examples Skills or Qualities Resulting Benefits
  • 64. come in early as a partner LEARNING TO LEAD ...not late as a judge
  • 66. Excitement 1. Use celebrations and rituals to underscore achievements 2. Embody a passion that energises others through the promotion of innovation, urgency and accountability
  • 68. The Suggestion Excellent Develop Ideas Time Frame
  • 69. The Next Steps With your buddies (3 to 4)… (around 4 minutes) 1. How do you? 2. How could you? …CREATE SIGNIFICANCE …CREATE EVEN MORE EXCITEMENT “I’m EXCITED”
  • 70. The Essence Be YOURSELF more… WITH SKILL
  • 71. The Mantra “Be Me” Be YOURSELF more… WITH SKILL
  • 73. “Know thyself for the truth shall set thee free”
  • 74. Engage your strengths and Express your Best partner to your weaknesses
  • 75. The Life Lesson “Where shall we hide real power?”
  • 76. The Life Lesson “We shall not cease from exploration, and the end of all our exploring will be to arrive where we started and know the place for the first time.” T. S. Eliot
  • 77. The Summary Making Your… Community Authenticity Significance Excitement
  • 78. The “One Thing” “The One Thing”
  • 79. A snapshot of changing The world is the business at the beginning Concept 2 of 2008... Oceania 2009 We can only move ...so what do YOU commit to? 13 forward......
  • 80. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  • 81. building trust early pace, pace, pace ....... and lead
  • 82. IGNITING YOUR SENSORY CHANNELS be sense-able
  • 83. What if? How? What? Why?
  • 84. learning & leadership styles Concrete Experiencing Dynamic Learner Imaginative Learner Mentor/ Motivator Colleague What if? Why? Doing/Active Watching/ Experimentation Reflective How? What? Observation Coach/ Facilitator Teacher Common Sense Learner Analytical Learner Abstract Conceptualizing
  • 86. Why? framing 86
  • 87. Common Ground Clarify Benefits Pace Out Objections Link to Message
  • 88. If you want to build a ship, don’t summon people to buy wood, prepare tools, distribute jobs and organise the work … … teach people the yearning for the wide, boundless ocean Antoine de Saint-Exupery, Author of The Little Prince
  • 89. What if? stoRy selling Inspire with full technicolour, soundtrack, emotions......
  • 91. live more lead more leave a legacy
  • 92. So...
  • 93. What do we need to do? Individual Action Plan
  • 94. START CONTINUE STOP peRsonal leaRning jouRnal key insights
  • 95. What do we need to do? Team Action Plan
  • 96. evaluating my outcomes find the gems
  • 97. my next steps What do I commit to?
  • 98. Any Questions or Comments?