Ksu teen leadership 2015 -day 3

CHET AUSTIN TEEN
LEADERSHIP
ACADEMY
Kennesaw State University
Instructor John Roland
June 1-5, 2015

REMINDER--Remembering Names
 Leaders need to realize the importance of
knowing and understanding the people
they want to lead.
 Why is it important for leaders to
remember the names of people they want
to lead?
 What would you like to know about each
other?

REMINDER--First Followership:
Leadership lessons from the
dancing guy.

REMINDER: 7 Habits of Highly
Effective People

Agenda for Day 3
Becoming a Leader
Servant Leadership
Chick-fil-A S.E.R.V.E. Leadership
Model
Community Engagement Project

THE WHOLE PERSON
What are the
Strengths of Character
that make up the
“whole person”?

1. Lifelong learner and critical thinker
2. Diligent and capable performer
3. Socially and emotionally skilled person
4. Ethical thinker
5. Respectful and responsible moral agent
6. Self-disciplined person who pursues a
healthy lifestyle
7. Contributing community member and
democratic citizen
8. Spiritual person engaged in crafting a
life of noble purpose.

Lions Lion- This personality likes to lead. The lion is good at
making decisions and is very goal-oriented. They
enjoy challenges, difficult assignments, and
opportunity for advancement. Because lions are
thinking of the goal, they can step on people to
reach it. Lions can be very aggressive and
competitive. Lions must learn not to be too bossy or
to take charge in other’s affairs.
Strength: Goal-oriented, strong, direct
Weakness: Argumentative, too dictatorial
Limitation: Doesn’t understand that directness can
hurt others, hard time expressing grace

Beavers Beaver- Organized. Beavers think that there is a
right way to do everything and they want to do it
exact that way. Beaver personalities are very
creative. They desire to solve everything. Desire to
take their time and do it right. Beavers do not like
sudden changes. They need reassurance.
Strength: High standards, order, respect
Weakness: Unrealistic expectations of self & others,
too perfect.
Limitation: Seeing the optimistic side of things,
expressing flexibility

Golden
Retrievers
Golden Retriever- Good at making friends. Very
loyal. Retriever personalities do not like big
changes. They look for security. Can be very
sensitive. Very caring. Has deep relationships, but
usually only a couple of close friends. Wants to be
loved by everyone. Looks for appreciation. Works
best in a limited situation with a steady work
pattern.
Strength: Accommodating, calm, affirming
Weakness: Indecisive, indifferent, unable to express
emotional, too soft on other people
Limitation: Seeing the need to be more assertive,
holding others accountable

Otter
Otter- Otters are very social creature. Otter
personalities love people. They enjoys being
popular and influencing and motivating others.
Otter can sometimes be hurt when people do
not like them. Otter personalities usually have lots
of friends, but not deep relationships. They love
to goof-off. (They are notorious for messy
rooms.) Otters like to hurry and finish jobs. (Jobs
are not often done well.) The otter personality is
like Tigger in Winnie The Pooh.
Strength: People person, open, positive
Weakness: Talks too much, too permissive
Limitation: Remembering past commitments,
follow through with discipline

How to about leadership . . .
relating to our personality
types.

Servant Leadership?
Why Servant Leadership??
What does it look like in real
life??

Tony Robbins on Servant
Leadership

How NOT to provide
Servant Leadership

Chick-fil-A Leadership Case
Study Company Overview
 It all started in 1946, when Truett Cathy opened his first restaurant, Dwarf
Grill, in Hapeville, Georgia. Credited with inventing Chick-fil-A's boneless
breast of chicken sandwich, Mr. Cathy founded Chick-fil-A, Inc. in the
early 1960s and pioneered the establishment of restaurants in shopping
malls with the opening of the first Chick-fil-ARestaurant at a mall in
suburban Atlanta in 1967. Since then, Chick-fil-A has steadily grown to
become the second largest quick-service chicken restaurant chain in
the United States, with over 1,700 locations in 39 states and Washington,
D.C. In 2012, annual sales were over $4.6 billion. Chick-fil-A is still
privately held and family owned.
 With 45 consecutive years of positive sales growth, Chick-fil-A has set
itself apart by pioneering innovations and delicious products—including
the ever-popular Chick-fil-A® Chicken Sandwich.

Chick-fil-A Leadership Case
Study
Chick-fil-A history videos

Chick-fil-A S.E.R.V.E. Leadership
Model
 “Those who want to become great (leaders) must be
willing to become servants.” Years ago, Chick-fil-A built
their leadership competency model around the word
SERVE, because they believe that great leaders…

S ee the future
E ngage and develop others
R einvent continuously
V alue results and relationships
E mbody the values

Model breakdown
 Great Leaders…
See the Future – Leadership is about
taking people somewhere. Leaders
have the opportunity to help people
see a picture of that preferred
future. Leaders must see it before
they can rally people to pursue it.

Servant Leadership—every
life has a story

Model breakdown
 Engage and Develop Others – Leaders
determine who they’ll recruit and select
for the journey. Then they must create the
environment that brings out the best in
those on the team. And, the best leaders
never forget to help others grow and
develop along the way.

Engage and mentoring
leadership

Model breakdown
 Reinvent Continuously – Leaders know that
progress is always preceded by change. They
are focused on making themselves better, the
systems better and they willingly change the
structure as needed so that it never becomes an
impediment to their progress. Leaders create
change.

Reinvent Continuous
change by Seth Godin

Model breakdown
 Value Results and Relationships – The best leaders understand the
inherent tension between results and relationships. They manage
that tension. They have a broader definition of success:
performance and people. They unleash tremendous power when
they find a way to value BOTH results and relationships.

Reinvent Continuous
change by Seth Godin (2)

Model breakdown
 Embody the Values – Effective leaders
walk the talk. They align their actions with
their intentions. They live like they believe
the things they are saying. All of this
establishes trust and credibility. It also has
a tremendous impact on the culture the
leader is trying to create.

Chick-fil-A: Fast Company article
 CHICK-FIL-A'S RECIPE FOR CUSTOMER SERVICE
 Not all fast food chains are fast companies. Chick-fil-A is an exception.
 by Chuck Salter
 All too often, top-notch fast-food service is an oxymoron, like having
high tea at a NASCAR race. Speed is the top priority, a strategy that
produces high volume, but leads to notoriously inconsistent, impersonal,
and uninspired interaction with customers.
 Chick-fil-A is different. Its staff focuses on being swift and attentive. For
the past two years, the Atlanta-based chain was named "best drive-
through in America" by the quick-service restaurant trade journal QSR.
 President and chief operating officer Dan Cathy infuses everyone from
franchise owner-operators to teenagers earning $9 an hour with his
passion for service and his conviction in its intrinsic worth -- to the
individual as well as the company.

 CHICK-FIL-A'S RECIPE FOR CUSTOMER SERVICE
 MIND YOUR MANNERS
 At the end of each transaction at Chick-fil-A, you don't hear, "You're
welcome," "Glad to help," or "Come back and see us." You hear these
two words: "My pleasure." It's distinctive and classy, the sort of service
you expect at a much fancier and expensive establishment, like Ritz
Carlton, which is where Cathy says his father got the idea.
 Cathy loves to add service touches that people don't expect from a
fast-food restaurant. His latest is folding the last sheet of toilet paper into
a triangular point. He believes it conveys a sense of cleanliness and
meticulousness that customers appreciate. When he or one of the
operators comes up with a new twist, he promptly sends out a
voicemail message to owner-operators at the nearly 1,200 locations.

 NOBODY SELLS YOUR BUSINESS LIKE YOUR CUSTOMERS
 When the chain opens a new restaurant, it goes out of its way to
find Chick-fil-A fans in the area. Regulars at other locations and
people who stop by the construction site eager about the opening
get invited to a special dinner the night before the official opening.
After serving the crowd a free dinner, Cathy gives them 10 coupons
for free meals and deputizes these "raving fans" to act as Chick-fil-A
ambassadors. They promise to spread the word and hand out each
coupon to a different person, someone unfamiliar with the
restaurant.

 IF YOU WANT TO RACE, BUILD YOURSELF A RACE CAR
 Chick-fil-A employees strive to complete orders within 90 seconds in
the drive-through window and 60 seconds at the counter. The
technology behind the counter helps them get the job done; a
timer on the computer monitor flashes yellow if an order is cutting it
close, red if it runs over. Owners also create a sense of
competitiveness among the crews. In Louisville, Kentucky, owner
Chris Flanagan erected a big red "drive-through wall of fame" to
motivate employees. It lists the current record (110 cars an hour)
and the names of the employees who achieved it. Whenever a
team sets a new mark, he rewards each member with $50.

 KNOW WHAT MATTERS TO CUSTOMERS
 Every year Chick-fil-A spends more than a $1 million evaluating its
service. In addition to traditional focus groups, the company
conducts a quarterly phone survey with customers from each
restaurant (the incentive: a free sandwich). The 20 or so questions
focus on four factors that most affect loyalty according to Chick-fil-
A research: taste, speed, attentiveness and courteousness, and
cleanliness. Each location receives a two-page report detailing how
it's doing in each area and how it compares to the chain's top
performers. In other words, what's working and what needs
improving.

 YOU'RE CAN'T BE TOO THOROUGH ABOUT HIRING
 The process of selecting new franchisees is so painstaking and
lengthy (up to a year) that it's easier getting into the CIA, Cathy likes
to joke. Applicants work in a restaurant and endure countless
interviews; often, their spouses and parents get interviewed as well.
Cathy wants to be sure that new operators share Chick-fil-A's
corporate values. All the restaurants, for instance, are closed on
Sunday, as a day of rest and worship. Operators don't necessarily
have to be Christian, Cathy says, but they do have to exhibit
humility, passion for service, compassion, and genuineness.

 The main idea of "servant leadership,"
says Cathy, is that leaders serve the staff.
Managers treat their employees how they want
those employees, in turn, to treat customers. "If
we have to keep telling people what to do, it
means we're not modeling the behavior
ourselves," says Cathy. "If we're living it every
day, we don't need to talk about it."

Chick-Fil-A SERVE activity outside

What is Zappos and why they are
important?

How important is team culture /
chemistry to the effectiveness of
the team results??

Blind Spots in leadership exercise in
the lobby

What did you learn from
rope challenge part 2?

Create a mindmap for what you
have learned about SERVANT
LEADERSHIP today from Chickfila

Review of the Day
Highlights
Low points
Goals met for the day?
3 Goals for tomorrow?

Ksu teen leadership 2015 -day 3

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