Jefferson Cann presented a very popular keynote at our Leadership Conference, 2014, on his young adult program, Lead Now!

1. Intensive leadership
development for 16 to 25
year-olds
A Social Enterprise Organisation

2. 2
“We understand that leadership development is
not an overnight fix but a journey and one which
requires the organisation, participants and
Extraordinary Leadership to work in partnership
to deliver the right environment and input for
learning. Extraordinary Leadership share this
philosophy and have been a “true” partner
investing in the development of our current and
future leaders. The feedback from participants
has been overwhelmingly positive with people
often citing these programmes as the best they
have ever attended”
EVP HR, Telecommunication
¨Extraordinary Leadership has been an enormous
help to our business ... has helped transform our
senior management team within one of our
largest divisions, from a group of
underperforming individuals into the highest
performing leadership team within our
organisation. Without this help we would not be
where we are today as a business¨
VP, International Recruitment

3. Some Principles of Extraordinary
Leadership & LeadNow!
3
We are all unique individuals – the way you and I lead most effectively will be
different!
Knowledge and skills are not enough – leadership must be addressed experientially
at the level of values, beliefs, and purpose
All leadership begins with leadership of self
True leadership integrates the physical, mental, emotional and spiritual dimensions
The quality of Leadership determined by quality of Awareness, Connection and
yourself Transformation (the ACT of leadership)
Leading others is about enabling, not doing
Leaders at all levels need to be empowered to respond to events in a “VUCA” world
Leadership development is about human value as well as organisational value

4. Lord Young’s Report to UK Parliament
4
Prime Minister,
“…Only a few years ago the
definition of a small firm was one
employing fewer than 500: today
95.5% of firms by number in this
country employ fewer than ten.
The skills sought by companies … were
in those days typified by team sports
and conformity and that is what the
school system was encouraged to
deliver. The world of those now
leaving education will be one in
which self-reliance and creativity
will be rewarded and the education
system will have to adapt.”. (June
2014)

5. Intensive leadership
development for 16 to 25
year-olds
www.leadnow.net
A Social Enterprise Organisation

6. • “I’ve rarely seen our students so animated and enthused!”
(Jenny Blakesley, Director, LSE Careers)
“Wow! I can see my way forward” “Everyone should do it”
“Inspirational” “I learnt more in 3 days than in years”
“Exceeded expectations, haven’t been to such a workshop in
many years”
“This workshop was amazing. I learnt a lot about my strengths-
weaknesses and how to assess and lead a team”
A Social Enterprise Organisation

7. LeadNow! Structure
Leading Self
•The ACT of Leadership
– being v. doing
•Understanding the
other’s perspective
•Importance of Personal
Values
•Presence, “Flow” & “The
Zone”
•Managing Interference
•Managing fear & tension
•Purpose & Vision - Self
•Time & performance
•Implications for self

8. LeadNow! Structure
Leading Self
•The ACT of Leadership
– being v. doing
•Understanding the
other’s perspective
•Importance of Personal
Values
•Presence, “Flow” & “The
Zone”
•Managing Interference
•Managing fear & tension
•Purpose & Vision - Self
•Time & performance
•Implications for self
• Leading Others
• Our Thoughts Create
our Lives – ACTing
with intent
• EI & “triggers”
• Parent-Adult-Child to
Adult-to-Adult (TA)
• Creating Trust
• Coaching – using the
GROW model
• Handling conflict
• Communicating with
GRACE
• Asking for and giving
Feedback

9. LeadNow! Structure
Leading Self
•The ACT of Leadership
– being v. doing
•Understanding the
other’s perspective
•Importance of Personal
Values
•Presence, “Flow” & “The
Zone”
•Managing Interference
•Managing fear & tension
•Purpose & Vision - Self
•Time & performance
•Implications for self
• Leading Others
• Our Thoughts Create
our Lives – ACTing
with intent
• EI & “triggers”
• Parent-Adult-Child
(TA)
• Creating Trust
• Coaching – using the
GROW model
• Handling conflict
• Communicating with
GRACE
• Brene Brown Video
• Leading Self
• Thoughts create lives
– ACTing with +ve
intent
• Followers need
Leaders –Social
Psych. of Leadership
• Creating High-
Performance Teams
• “Awesome Purpose”
for organisations
• Personal Leadership
Planning
• Future steps and
expectations

10. Examples: Leading Self
(Day 1)
A Social Enterprise Organisation

11. Different “Types” of Leadership
Situational
Authentic
Spiritual
Servant
Heroic
Charismatic
Visionary
Power
11
ACT
Awareness
Connection
Transformation

12. Red Box/Blue Box: What do you see?
12

13. The KASH Model
13
K
A
S
H
nowledge
ttitudes
kills
abits (Behaviours)
Beliefs
Values
Changing
Habits

14. Choose your 5 most important
Values/Qualities – for example:
Accountability
Achievement
Balance (home/work)
Commitment
Compassion
Competence
Continuous learning
Cooperation
Courage
Craftsmanship
Creativity
Customer
Enthusiasm
Efficiency
Empathy
Ethics
Excellence
Fairness
Family
Financial gain
Friendships
Future generations
Health
Honesty
Humour/fun
Independence
Integrity
Initiative
Intuition
Leadership
Love
Making a difference
Open communication
Openness
Ownership
Personal fulfilment
Personal growth
Power
Respect
Responsibility
Risk-taking
Self-discipline
Success
Trust
Teamwork
Wisdom
14

15. The Performance Equation
15
P = p – iP = p – i
Performance = potential -Performance = potential -
interferenceinterference
*From Tim Gallwey, The Inner Gam

16. Managing Stress and Tension:
Breathing and Neurophysiology
and Presence/Mindfulness
16

17. The human nervous system
17
The Nervous System
Autonomic Nervous
System (ANS)
Sympathetic (“Flight or
Fight”)
Parasympathetic
Central Nervous
System (CNS)

18. Stress and relaxation
18
ANS
Sympathetic (“Flight or
Fight”)
Stress
Tension
Parasympathetic
(“Phew!”)
Relaxation
Awareness
High breathing Low breathing

19. Purpose
19

20. Purpose & Dilts’ Logical levels:
20
Robert Dilts
PURPOSEPURPOSE
EnvironmentEnvironment
BehavioursBehaviours
CapabilitiesCapabilities
Beliefs and ValuesBeliefs and Values
IdentityIdentity

21. Purpose & Dilts’ Logical levels:
21
Robert Dilts
PURPOSEPURPOSE
EnvironmentEnvironment
BehavioursBehaviours
CapabilitiesCapabilities
Beliefs and ValuesBeliefs and Values
IdentityIdentity
Social
Conditioning

22. Purpose & Dilts’ Logical levels:
22
Robert Dilts
PURPOSEPURPOSE
EnvironmentEnvironment
BehavioursBehaviours
CapabilitiesCapabilities
Beliefs and ValuesBeliefs and Values
IdentityIdentity
Social
Conditioning
Self
Actualisation