In today's world, too many entrepreneurs promise but fail to deliver. Being able to consistently ship is an asset that will set you apart from the average and help you get more and better clients. This competitive advantage is something I call "Leadership Capital": the wealth embedded in your ability to effectively translate ideas into real-world results. Presented by Davender Gupta www.coachdavender.com

1. SoloSuccess:
Leadership Capital –
The Power Of Delivering Results
Coach Davender Gupta
Business Leadership Coach
The Visioneering Institute
SoloSuccess 8 February 2011
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2. A Project
A structured process to get you
from « Dream » to « Done »
• Focus your energies
A goal
A deliverable
A timeline
A support structure
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3. The Action Cycle
Idea
Strategy
Feedback
Before Plan
After Plan
Execution
Impact
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4. Turning an Idea into Impact
• A four step cycle:
Idea: innovation triggers action
Strategy: creating the plan and gathering the resources
Execution: transforming the idea into results
Impact: experiencing the result and sending feedback to
any or all of the previous steps
• Each step has an enabling capital
Enabling capital: the key resource required to ensure
success at each specific stage.
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Leadership Capital > Idea Cycle

5. The Action Cycle
WHY
Idea Intellectual Capital
HOW
Strategy Venture Capital
Feedback
Before Plan
After Plan
WHAT
Execution Leadership Capital
WHO
Impact Relationship Capital
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Leadership Capital > Idea Cycle

6. Definition
Leadership
is the power to
initiate, drive, and control growth
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7. Definition
Leadership Capital
is the wealth embedded in the
ability to effectively translate ideas
into real-world results
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Leadership Capital > Conclusion

8. The Three Pillars
of Leadership Capital
Skills Systems
the ability to direct the ability to control
and drive growth and manage growth
leadership capital
Foundation
the ability to initiate and support growth
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Leadership Capital > Pillars

9. Foundation
The ability to initiate and support growth
• Clarity
I know what I want
• Commitment
What I want becomes my most important priority
• Confidence
I take deliberate action to create what I want
• Courage
I transform the status-quo
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Leadership Capital > Pillars > Foundation

10. The Importance of Foundation
• How does my personal mission align with the mission of this
project?
• How are my personal priorities satisfied by working on this
project?
• Is there room for me to grow personally through this work?
• Am I “committed to the cause”?
• What does “success” mean to each me?
• How resilient am I to unforeseen circumstances?
• How strong am I? How flexible am I?
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Leadership Capital > Pillars > Foundation

11. The Three Pillars of Leadership
Skills Systems
the ability to direct the ability to control
and drive growth and manage growth
leadership capital
Foundation
the ability to initiate and support growth
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Leadership Capital > Pillars

12. Skills
The ability to direct and drive growth
• Three areas of skills:
Communication: expression and understanding
Congruence: self-leadership (“walk the talk”)
Command: inspire and direct others
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Leadership Capital > Pillars > Skills

13. Skills: Communication
Expressing and understanding ideas
• Creating win-win agreements • Storytelling
• Conflict Resolution • Persuasion
• Questioning • Intuition
• Listening • Mediation
• Facilitating • Fun
• Visioning • Enthusiasm
• Creativity
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Leadership Capital > Pillars > Skills

14. Skills: Congruence
“Walking the Talk”: Self-leadership
• Accountability • Life Planning
• Effective behaviour • Spirituality
• Commitment • Creating Reserves
• Responsibility • Passion
• Conscious Effect • Focus
• Integrity • Intensity
• Getting core needs met • Time Management
constructively • Resilience
• Boundaries • Purpose
• Work/Life Integration
• Attraction
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Leadership Capital > Pillars > Skills

15. Skills: Command
Inspiring and directing others
• Effective Relationships • Initiative
• Compassion • Collaboration
• Recognition • Expectations (management
• Trust creation and setting of)
• Empowering • Goal setting
• Inspiring • Tempo (setting the rhythm)
• Delegating • Risk Taking
• Challenging • Empathy
• Connecting • Adaptability
• Coordinating
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Leadership Capital > Pillars > Skills

16. The Three Pillars of Leadership
Skills Systems
the ability to direct the ability to control
and drive growth and manage growth
leadership capital
Foundation
the ability to initiate and support growth
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Leadership Capital > Pillars

17. Systems
The ability to control and manage growth
• Growth is only beneficial if it is coordinated in a
desired direction
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Leadership Capital > Pillars > Systems

18. Systems: Characteristics
• Characteristics of a successful system:
Visibility: All activities and results are visible to all
Accountability: There is a specific person accountable for each
activity and each result, and every activity is
traceable
Predictability: There are ways to quickly detect deviations from
the desired results and feedback to the rest of the
team
Adaptability: New ideas, processes, objectives, knowledge,
technologies and strategies can be quickly and
effortlessly integrated
Simplicity: The system must have minimal overhead, and be
intuitive, easy and natural to use
Quality: The system promotes the best efforts from each team
member
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Leadership Capital > Pillars > Systems

19. Systems: Components
• A basic system design has four components:
Tasks
• Macro (large) and micro (detailed) levels
• A micro task should take no less than one day or more than four days…if
needed, then break down the task further
People
• Every aspect of the project must have an owner
• Push responsibility and authority as far out as possible to the person
actually performing the task
Tools
• Appropriate to the team culture, resources and project at hand
• Simple and traceable
Measurement
• Near-real-time measurement and tracking of results (with minimal
overhead)
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Leadership Capital > Pillars > Systems

20. Systems: Areas
• To support growth, basic systems should be in place
in four areas:
Communication
• Interpersonal, direct (“Interpersonal Management”)
Collaboration
• Real-time, “virtual teams” (“Operations Management”)
Coordination
• Who’s doing what (“Project Management’)
Intelligence
• Applied knowledge (“Knowledge Management”)
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Leadership Capital > Pillars > Systems

21. A System To Get Things Done
Organization
Generation Application Environment Performance
Learning
Int
elli
ge ra ti on People
Communication nce l abo
Col
Leadership Development
Capital Co
ol ord
n tr i na Marketing
Co tio
n
Tracking & Oversight
Sales and Customer Support Administration
Operations
Requirements Project Quality
Logistics
Financial
Production
Development
Stakeholders
Planning
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22. Systems: Clock
The system “clock” drives the pace of growth
• Two principles:
1. “Chunk down” the desired final result into small, easily achievable steps
2. Implement one step at a time, quickly, and feedback the result to the next
iteration
• The rhythm of the idea-strategy-execution-impact
cycle becomes the “heartbeat” of the growth
process
 The smaller the “chunks”, the faster the “heartbeat”
 The faster the “heartbeat”, the faster the growth
Tip: Aim for weekly “heartbeats”
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Leadership Capital > Pillars > Systems

23. Speeding Up The Clock
• Fast results mean speeding up the Idea-to-Impact
cycle by:
Working “smarter”, not harder
Improving access to communication and feedback
at all levels
Creating systems to automate as much of the
repetitive work as possible
“Chunking down” the overall project to small,
iteratively growing tasks (rapid prototyping)
Spending less time and resources in “strategy”
(where there is no production) and more in
“execution”
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Leadership Capital > Pillars > Systems

24. A Framework for Getting Things
Done
Skills Systems
the ability to the ability to
direct and drive growth control and manage growth
leadership capital
communication coordination
congruence collaboration
command communication
intelligence
clarity confidence
commitment courage
Foundation
the ability to initiate and support growth
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25. Leadership Capital and
Execution
• Poor Leadership Capital is like a Little League team:
when the ball is hit, some players run towards the ball and
bump into each other, others stand around and watch,
sometimes not even thinking about the game.
• At the other end, strong Leadership Capital is like a
professional ball team:
when the ball is hit, every player reacts in a disciplined
manner and his teammates know what the other is going to
do. Depending on the situation, the pitcher may cover home
plate, infielders set up for a double play, and outfielders
prepare to back up their teammates.
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26. Conclusion
• Leadership Capital is the wealth embedded in the
ability to effectively translate ideas into real-world
results
• Leadership Capital has 3 components:
Foundation: the ability to initiate and support growth
Skills: the ability to direct and drive growth
Systems: the ability to manage and control growth
• The structuring of “leadership” into components
(foundation/skills/systems) makes it easier to assess
and track the value of Leadership Capital
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Leadership Capital > Conclusion

27. Success is…
Success is creating
an experience of life
which expresses
your full potential
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28. Next Steps
• From Dream To Done:
The Power Circle Productivity
Experience
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Productivity Bootcamp
Define your project
Productivity Mastermind
Execute your project
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29. For more information
Coach Davender Gupta
www.fromdreamtodone.com
www.coachdavender.com
coach@davender.com
1-888-788-8844
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