The document is a passage from the Bible that discusses the role of Christians as "salt of the earth" and "light of the world." It says that just as salt preserves and enhances flavor, Christians should enhance society. It also says that as a city on a hill cannot be hidden, Christians should let their good deeds be visible for all to see, which will glorify God. The passage emphasizes that Christians have an important role in positively influencing and improving society through their words and actions.

1. 13 “You are the salt of the earth. But if the salt loses its saltiness, how
can it be made salty again? It is no longer good for anything,
except to be thrown out and trampled underfoot.
14 “You are the light of the world. A city on a hill cannot be
hidden. 15 Neither do people light a lamp and put it under a bowl.
Instead they put it on its stand, and it gives light to everyone in the
house. 16 In the same way, let your light shine before others, that
they may see your good deeds and glorify your Father in heaven.
Matthew 5:13-16
You are the Light & Salt and The city on the Hill

2. MUST SHINE
VISIBLE &
OUT IN FRONT
MUST MAKE
THINGS BETTER
A City on a Hill
Must be THE LIGHT,
Not just A LIGHT Salt that Preserves &
Gives Taste
LEADERSHIP: WHAT I BELIEVED IT WAS

3. Thus began, my Lifelong journey
to understand leadership . . .

4. QUESTION:
What is leadership?

5. Attentiveness
Assertiveness
Responsibility
Diligence
Dependability
Courageous
Self-Belief
Thoroughness
Truthfulness
Initiative
Personable
Humility
Being Calm
Forgiveness
Tolerance
Compassion
Sincerity
CReativity
Having followers
Persuasiveness
Listening
Vision
Deference
Discretion
BOLDNESS
Patience
Discernment
Determination
Never Give Up
Self-Control
Driven to Achieve
Thriftiness
Generosity
Punctuality
Proactiveness
Purpose
Enthusiasm
Availability
Perseverance
Resourcefulness
Flexibility
Wisdom
Innovation
Execution
Talking
Leadership is …

6. 6
1
2
3
4
5
Leadership Behaviour
100% Humble 100% Confident/Assertive
Leadership Approach
100% Visionary/Big Picture 100% Detail-Oriented
Gaining Cooperation from Your Team
100% Using Influence 100% Using Authority
Using Wisdom
100% Street Smart 100% Academic Knowledge
Usage of Time
100% Time for Self 100% Time for Community
100% Deeply Personal 100% Inherently Collective
Leadership is Contextual & Extreme

7. 7
6
7
8
9
10
Approach to Problem Solving
100% Discipline & Process 100% Creativity
Personal Orientation
100% Task-Oriented 100% People-Oriented
Self-Awareness
100% Leveraging Strengths 100% Developing Weaknesses
How Should You Lead
100% Showing Love 100% Using Fear
Decision-Making
100% Using Intuition 100% Data-Based Decisions
Leadership is Contextual & Extreme

8. 8
11
12
13
14
15
Personal Preference
100% Extraverted 100% Introverted
Energy Source
100% Visible 100% Invisible
Approach to Work
100% Ensuring Perfection 100% Ensuring Speed / Execution
Speaking Methodology
100% Telling Stories 100% Using Data
Communication Leverage
100% Listening 100% Talking
Leadership is Contextual & Extreme

9. 9
16
17
18
19
20
When Faced with Obstacles
100% Quitting 100% Persevering
Growing Oneself
100% Teaching Others 100% Learning from Others
Getting Things Done by
100% Doing It Yourself 100% Delegating to Others
Approach to Execution
100% Learning from Mistakes 100% Doing Things Successfully the First Time
Leadership Philosophy
100% Break Rules & Experiment 100% Adhering to Policy
The Contextual leader

10. 10
21
22
23
24
Approach to Work
100% Timely 100% Timeless
Expectations Setting
100% Model High Standards 100% Graciously Forgives
Getting Things Done by
100% Stubborn 100% Open Minded
Approach to Execution
100% Leverage Vision 100%
Leverage Blind Spots
The Contextual / Extreme leader

11. 21st Century Leaders Understand That
“Leadership is contextual”

12. Let’s Understand The Context of Today . . .

13. Let’s Take A Step Back to 1890-1920s
(Quick History Session)

14. Hyper-Growth, Innovation & Incredible Achievements
Airplanes Wireless & Radio
Telephone
Light-bulb
Cars Mass Manufacturing, Banking etc
Electricity
1890-1920s… An Era of

15. It Was:
• A time of great displacement and confusion – people confused about
jobs, roles and environment due to numerous changes
• A time of destruction and reconstruction – cities reconstructed from
horse lanes to cars, new highways, new cables for telco etc
Spanish Flu
World War 1 World War 2
The Great
Depression
1890-1920s… But

16. Friedrich Nietzsche
1890’s – Time of Growth &
Innovation
to navigate the age…
Or there will be turbulence, crisis and war
The Sixth Sense was Nietzsche’s idea of
developing a feel for the currents of history, and
of placing the present moment within a larger
historical story.
We cannot lead, coach, teach,
inspire people unless we
understand the context of this age
Lack of Understanding the Context of the Age

17. Physical
Autonomous vehicles, robotics,
3D printing, new materials
Biological
Genomic diagnostics,
treatment, engineering
Digital
IoT, Blockchain,
disruptive business models
The Fourth Industrial Revolution
What is the Context of this Age?

18. ENGAGING
CUSTOMERS
Buy, sell, manage,
acquire & engaging
digitally
EMPOWERING
EMPLOYEES
Reinvent
productivity and
enable a digital
driven culture
TRANSFORMING
PRODUCTS
Innovate products
and business models
OPTIMIZING
OPERATIONS
WFH, technology
to accomplish all
work and
operations
Security
And now a COVID Accelerated Digital World

19. ORDERED UNORDERED
SIMPLE COMPLICATED COMPLEX CHAOTIC
• Known knowns
• Facts
• 1 right answer
• Domain of best
practices & rules
• Known unknowns
• Facts
• More than 1 right
answer
• Domain of experts
• Unknown unknowns
• Patterns (not facts)
• Many competing
ideas
• Domain of
emergence
• Unknowables
• High turbulence
• No right answer
• Domain of rapid
response
“Change a wheel
on a car”
“Build a car”
“Design a new
car”
“Deal with a
multiple car
crash on the
highway”
Rapid rate of
change
Unclear about
the present
Multiple key
decision factors
Existence of
unknowns or
unknowables
The VUCA Workplace Evolution

20. • Smartphones/ Laptops
• Access to data & knowledge
• Time & resources to be healthy
• Financial security
• Part of team with active
contributions
• Colleagues who are also friends
• Growth in self and career
• Validation & recognition of skills/
knowledge
• Peer respect
• Passion-driven and meaningful career
• Goals achievement
Different Employee Needs Today
Even Employees are Changing . . .

21. Networks or Matrix Organisations
will be the norm going forward to
support the Gig economy
The Gig Economy will be
replicated into our organisational
structure
Gig Economy Drives Network-Based Orgs
Learn to Navigate “Matrix” Organisations

22. Dimension From To
The Competitive Environment Local Regional & Global Competition
Technological Change Incremental Exponential
Organizational Strategy Growth through satisfying
customers
Survival through exceeding
expectations
Structure & Systems Hierarchical with central
authority
Networks with distributed authority
Culture Turf protection Shared purpose/goals –
Collaboration - Empowerment
Leadership Role Manager: Boss-Decision
maker-Supervisor-Traffic
Cop-Delegator
Leader: Coach-Facilitator-
Servant-Role Model-Visionary
Leadership Core Skills Telling-Directing-Controlling Questioning-Influencing-Role
Modeling
“CONTEXT is CHANGING”

23. No. 1 reason Why People &
companies Cannot Succeed
They Cannot Connect The Dots
“While each company had its own unique
circumstances, they all failed to catch one
thing: a market transition. Some were so
focused on winning the game they were
playing they didn’t notice a new game
was starting on the next field… they did
the right thing for too long”
We Cannot Be Successful Unless We Connect
the Dots & Understand Today’s Context

24. The Basketball
Task
Video
Count the number of passes for the team
wearing white

25. Above all…
A leader
must be
.

26. Above all… (Be The LIGHT)
A leader
must be
clear.

27. Time
Where are we today? What’s the reality at your org?
Ability/Achievement
Vision & Dream
Are you changing?
Are you executing?
What’s the PLAN?
KR1
KR3
KR2
Mission/Milestone Clarity
Vision Clarity
Reality Clarity
3 Leadership Clarity Needs for You & Your Org/Ministry

28. 4. SALT: LEADERS DRIVE CHANGE
(Make Things Better All the Time)

29. The only person who likes
change is a wet baby.
Attributed to Mark Twain
Quote

30. 3 BIG OBSTACLES TO CHANGE That
We As Individuals Face and We As Leaders Need to
Help Our Team Overcome

31. PSYCHOLOGICAL HOSTAGE
PHYSICAL HOSTAGE
FEELING POWERLESS
LEARNT HELPLESSNESS
A. WE BECOME HOSTAGES TO STATUS QUO

32. B. WE PLAY NOT TO LOSE NOT PLAY TO WIN

33. STATE RESULTS
FUTURE
PAST EXPERIENCES MIND’S
EYE
Keeping
Your
FOCUS
Negative Focus
(Pain)
Positive Focus
(Benefit)
Losing Cycle Winning Cycle
WHERE IS YOUR MIND’S EYE’S FOCUSED ON

34. “– a single cockroach will completely wreck
the appeal of a bowl of cherries,
but a cherry will do nothing at all
for a bowl of cockroaches.”
Daniel Kahneman, Thinking Fast and Slow
NEGATIVE DOMINANCE

35. Attachment
(comfort)
Bonding
(interest)
Separation
(preparation)
Grief
(identity)
C. GRIEF PREVENTS CHANGE

36. Denial Gratitude
Acceptance
Rationalization
STAGES OF GRIEF

37. New thoughts
and behaviors
Status Quo Zone of Disruption Zone of
Adoption
Zone of Innovation
Performance
Time
Change is
introduced
Point of
Decision
New result
Change Zones – Organisation’s Grief Cycle is the Same

38. Status Quo Zone of Disruption Zone of
Adoption
Zone of Innovation
Performance
Shock
Numbness
Denial
Emotional Outbursts
Anger
Fear
Searchings
Bargaining
Panic
Guilt Isolation
Loneliness
“Re-entry” Troubles
New Relationships
New Behaviors
New Patterns
Hope
Acceptance
Coaching others
Higher Results
Inspiration
Recognition
Pride
New Ways
Time
New thoughts
and behaviors
Change is
introduced
Point of
Decision
New result
Change Zones – and the Grief cycle
Depression

39. 1. Loss of attachment
⮚ (who am I connected to?)
2. Loss of territory
⮚ (where do I belong?)
3. Loss of structure
⮚ (what is my role?)
4. Loss of identity
⮚ (who am I?)
5. Loss of future
⮚ (where am I going?)
6. Loss of meaning
⮚ (what is the point?)
7. Loss of control
⮚ ( I feel overwhelmed)
CHANGE AND LOSS

40. What Does All This Means For Each of Us
Personal Growth and Learning Curves
Growth
Time

41. It’s all about Failure & Struggle
Performance Versus Expectations
Performance
Time
Our company’s Expectations
“Performance Bar”

42. And continuous growth
Time
Performance
The Bar Gets Raised Each Year
The “Performance Bar” and
company expectations keep getting
raised every year

43. And continuously changing Expectations
Tim
e
Performance
Raising the Bar

44. The confusion & dismay
Performance
. . . The Employer Perspective
Falling Below the Bar...

45. Growing yourself to your full potential
Growth
Time
Growth as a Constant

46. Times of Crisis are painful –
but they accelerate your growth
Growth
Time
Crisis & Crucible Moments

47. A small body of determined spirits fired by an
unquenchable faith in their mission
can alter the course of history.
- Mohandas Gandhi