FLTCM Benning introduces the Power of Positive (POP) Leadership initiative to support growing a positive culture throughout the Navy. POP leadership utilizes positive principles like the power of positive, passion with compassion, and pride projection to encourage positive leadership. Benning hopes leaders will use POP Leadership to assist in leading with renewed positive energy and developing future leaders. Leaders are asked to share their experiences to help others grow and to empower Sailors by providing opportunities to lead.
Seminar 101: Introduction to Outreach and FishingBonn UBF
This document discusses strategies for effective outreach and fishing. It begins by defining outreach as sharing the gospel in daily life and fishing as actively inviting people to Bible studies. It then explains why fishing is important for reproducing disciples and maintaining a young workforce. The document outlines UBF's successful fishing principles, including praying before fishing and using outreach programs. It proposes a strategy of using existing relationships, making a great first impression, developing conversation skills, and practical tactics like creating multiple encounters. The conclusion emphasizes possessing Jesus' personal grace and having a shepherd's heart for lost souls.
This document recommends the book "Whale Done" about positive relationships and leadership. It discusses POP (Power of Positive) Leadership, which the author uses to share leadership experiences. The author's mission is to encourage all Navy leaders to understand and demonstrate positive leadership traits. The vision is to create a culture where Sailors grow due to positive leadership. The guiding principles of POP Leadership are: power of positive, passion with compassion, pride projection, empowerment, projecting a positive attitude, success education, and understanding influence.
This document discusses the importance of positive leadership in the Navy. It outlines seven guiding principles for positive leadership: 1) Power of Positive, 2) Passion with Compassion, 3) Pride Projection, 4) Empowerment, 5) Projecting a Positive Attitude, 6) Success Education, and 7) Understanding Influence. Navy leaders are encouraged to mentor sailors, set a good example, empower others, maintain a positive attitude, educate on success, and understand how their leadership influences others. Positive leadership can boost morale and better prepare sailors to meet expectations.
2012 Navy Region NW FCPO Symposium (POP LEADERSHIP)A.J. Stone
This document discusses the importance of positive leadership in the Navy. It defines positive leadership principles such as passion with compassion, pride projection, empowerment, and projecting a positive attitude. Leaders are encouraged to mentor sailors, provide opportunities for them to succeed, and serve as role models through strong character and positive influence. The goal is to develop a culture where sailors grow both personally and professionally due to the positive examples set by Navy leaders.
Building your own_youth_leadership_values_training_programSonjanique Ferrell
This document provides guidance for building a youth leadership values training program. It discusses emphasizing key personality characteristics like self-esteem, self-confidence, attitude of expectations, and moral/ethical views. These characteristics are presented as necessary prerequisites for leadership values coaching. They are grouped into four leadership development quadrants to provide a conceptual framework for individualizing the program. The document then outlines four steps for program implementation, including focusing on core values of integrity, achievement, responsibility, and courage.
Captain Michael Abrashoff took charge of the USS Benfold when morale was low and performance scores were below expectations. He implemented several leadership principles to turn the ship around, including empowering people, leading by example, meaningful communication, building trust, and taking calculated risks. He focused on small improvements to quality of life, treated all crew members with dignity, and created a unified environment where people were motivated to work as a team. Through these people-centered strategies, Abrashoff successfully transformed the Benfold into one of the Navy's best performing vessels.
The document provides information about Navy Career Wise, a Facebook page that offers career counseling resources for sailors, veterans, and military families. It discusses the various types of career-related information provided on the page from A to Z, including advancement, benefits, career development, education, and more. It encourages connecting with the page to access tools and advice to help with career goals like advancement.
This document discusses mission statements, vision, and values as they relate to leadership. It provides examples of mission statements from various organizations and explains that mission statements express an organization's purpose and rallying point. Vision statements interpret the mission in a way that inspires and guides the organization towards achievable goals. Values are the collective beliefs and attitudes that guide how an organization conducts business. Leaders are responsible for communicating and upholding an organization's mission, vision, and values.
Seminar 101: Introduction to Outreach and FishingBonn UBF
This document discusses strategies for effective outreach and fishing. It begins by defining outreach as sharing the gospel in daily life and fishing as actively inviting people to Bible studies. It then explains why fishing is important for reproducing disciples and maintaining a young workforce. The document outlines UBF's successful fishing principles, including praying before fishing and using outreach programs. It proposes a strategy of using existing relationships, making a great first impression, developing conversation skills, and practical tactics like creating multiple encounters. The conclusion emphasizes possessing Jesus' personal grace and having a shepherd's heart for lost souls.
This document recommends the book "Whale Done" about positive relationships and leadership. It discusses POP (Power of Positive) Leadership, which the author uses to share leadership experiences. The author's mission is to encourage all Navy leaders to understand and demonstrate positive leadership traits. The vision is to create a culture where Sailors grow due to positive leadership. The guiding principles of POP Leadership are: power of positive, passion with compassion, pride projection, empowerment, projecting a positive attitude, success education, and understanding influence.
This document discusses the importance of positive leadership in the Navy. It outlines seven guiding principles for positive leadership: 1) Power of Positive, 2) Passion with Compassion, 3) Pride Projection, 4) Empowerment, 5) Projecting a Positive Attitude, 6) Success Education, and 7) Understanding Influence. Navy leaders are encouraged to mentor sailors, set a good example, empower others, maintain a positive attitude, educate on success, and understand how their leadership influences others. Positive leadership can boost morale and better prepare sailors to meet expectations.
2012 Navy Region NW FCPO Symposium (POP LEADERSHIP)A.J. Stone
This document discusses the importance of positive leadership in the Navy. It defines positive leadership principles such as passion with compassion, pride projection, empowerment, and projecting a positive attitude. Leaders are encouraged to mentor sailors, provide opportunities for them to succeed, and serve as role models through strong character and positive influence. The goal is to develop a culture where sailors grow both personally and professionally due to the positive examples set by Navy leaders.
Building your own_youth_leadership_values_training_programSonjanique Ferrell
This document provides guidance for building a youth leadership values training program. It discusses emphasizing key personality characteristics like self-esteem, self-confidence, attitude of expectations, and moral/ethical views. These characteristics are presented as necessary prerequisites for leadership values coaching. They are grouped into four leadership development quadrants to provide a conceptual framework for individualizing the program. The document then outlines four steps for program implementation, including focusing on core values of integrity, achievement, responsibility, and courage.
Captain Michael Abrashoff took charge of the USS Benfold when morale was low and performance scores were below expectations. He implemented several leadership principles to turn the ship around, including empowering people, leading by example, meaningful communication, building trust, and taking calculated risks. He focused on small improvements to quality of life, treated all crew members with dignity, and created a unified environment where people were motivated to work as a team. Through these people-centered strategies, Abrashoff successfully transformed the Benfold into one of the Navy's best performing vessels.
The document provides information about Navy Career Wise, a Facebook page that offers career counseling resources for sailors, veterans, and military families. It discusses the various types of career-related information provided on the page from A to Z, including advancement, benefits, career development, education, and more. It encourages connecting with the page to access tools and advice to help with career goals like advancement.
This document discusses mission statements, vision, and values as they relate to leadership. It provides examples of mission statements from various organizations and explains that mission statements express an organization's purpose and rallying point. Vision statements interpret the mission in a way that inspires and guides the organization towards achievable goals. Values are the collective beliefs and attitudes that guide how an organization conducts business. Leaders are responsible for communicating and upholding an organization's mission, vision, and values.
Maximize your leadership potential for slideshareakshay wal
This document advertises a two-day seminar called "Maximize your leadership potential" that teaches participants how to become better leaders. The seminar provides insights into human behavior and how one can influence others to increase their leadership abilities. It aims to help participants understand their strengths and growth areas, different levels of leadership, and behaviors like being goal-focused and a good communicator that build trust with their team members. The seminar is targeted towards seafarers, shore staff who support shipboard teams, and anyone wanting to lead teams and make a significant impact. It includes understanding leadership levels, identifying strengths, and role plays to help maximize one's leadership potential.
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics framework. It emphasizes that CDBs should be done within 30 days of a Sailor reporting aboard, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and defining the Sailor's personal and professional goals. Command leadership should ensure CDBs are properly tracked and conducted regularly.
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics program. It emphasizes that CDBs should be done within 30 days of a Sailor reporting, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and the Sailor's personal and professional goals. Commanding officers are instructed to ensure CDBs and quarterly career development team meetings are conducted to develop Sailors.
2012 Navy Region NW FCPO Symposium (BRILLIANT ON THE BASICS 3)A.J. Stone
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics program. It emphasizes that CDBs should be done within 30 days of a Sailor reporting, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and the Sailor's personal and professional goals. Commanding officers are instructed to ensure CDBs and quarterly career development team meetings are conducted to develop Sailors.
The document discusses concepts related to personality development, motivation, and team building. It provides definitions and factors that influence personality and motivation. Some key points covered include: personality is shaped by both nature and nurture; motivation can be intrinsic or extrinsic; leadership requires inspiring and developing people through qualities like trust, commitment and vision; and team building relies on effective communication, shared goals and mutual support among team members.
- Attend all meetings with current leader
- Shadow current leader at all events
- Take on small responsibilities
- Attend Roundtable
30
- Take on more responsibilities
- Lead small portions of meetings
- Attend training courses
14
- Lead full meetings/events with current leader assisting
- Attend University of Scouting
7
- Fully transition into new role on July 1
This is an ideal timeline, but it is meant to be flexible based on the roles and readiness of individuals. The key is to begin
succession planning early and involve the COR every step of the way.
THE LEADERSHIP
CHALLENGE Kouzes and Posner
“Based upon evidence collected from around the world and over decades, THE LEADERSHIP CHALLENGE
provides guidance on how to lead and inspiration to make the effort.”
—Jeffrey Pfeffer, professor, Stanford Business School,
Kouzes and Posner sug-
gest that “practice” is
what leadership is all
about. Their model, THE
FIVE PRACTICES OF
EFFECTIVE LEADER-
SHIP, is offered as a
guide for all modern day
leaders in all aspects of
administration. The au-
thors found, when re-
searching for their book,
that these five practices
were common among ex-
emplary leaders. This
book is meant to be used
as a tool by leaders to
guide others to reach
their maximum potential.
Kouzes and Posner warn,
however, that in order
to become an effective
guide for others one
must have their own
house in order first.
They suggest and offer
questions by which lead-
ers may challenge them-
selves as to their be-
liefs, practices and abili-
ties. Gayle Hamilton
speaks to this as she
says, ”You can’t follow
someone who isn’t credi-
ble, who doesn’t truly
believe what they are
doing-and how they are
doing it.” Gayle is head
of the Pacific Gas and
Electric Company, one of
the many exemplary
leaders that the authors
have showcased in their
book. Each practice in
the book has with it nu-
merous examples of
leaders at their best.
Along with the Five
Practices, are the Ten
Commitments of Leader-
ship. These are offered
as time-tested strate-
gies through which lead-
ers attain their goals.
1. Find your voice by clarifying
your personal values.
2. Set the example by aligning
actions with shared values.
3. Envision the future by imag-
ining exciting and ennobling
possibilities.
4. Enlist others in a common
vision by appealing to shared
aspirations.
5. Search for opportunities by seeking innovative ways to grow,
change, and improve.
6. Experiment and take risks by constantly generating small
wins and learning from mistakes.
7. Foster collaboration by promoting cooperative goals and
building trust
8. Strengthen others by sharing power and discretion.
9. Recognize contributions by showing appreciation for individ-
ual excellence.
10. Celebrate the values and victories by creating a spirit of
Introduction to
the Five Practices
2
Ten Commitments 3
Model the Way 4
Inspire a Shared
Vision
5,6
Challenge the
Process
7
Enable Others to
Act
8
Encourage the
Heart
9
FIVE PRACTICES
OF EXEMPLARY
LEADERSHIP
1. Model the
Way
2. Inspire a
Shared Vision
3. Challenge the
Process
4. Enable Others
to Act
5. Encourage the
Heart
Kouzes&Posner
TEN COMMITMENTS OF LEADERSHIP
EXECUT
IVE BOO
K SUMM
ARY
Keith Walker
LDRS 591 Organizational
Behavior and Development
Very simply put-”YOU MUST LEAD
FROM WHAT YOU BELIEVE.” (Alan
Keith) This statement sums up the whole
model of the Five Practices. I.
Maribel Cortez-Salto completed a leadership profile as part of her COM 3050: Practice of Leadership class. She took several questionnaires to assess her traits, abilities to conceptualize leadership, set tone, and leadership style. Key results showed her strength was trustworthiness while her weakness was conscientiousness. Overall, the course helped her better understand herself and how to improve her leadership skills through reflection. The profile provided insight into her leadership capabilities and areas for growth.
The document invites leaders to participate in the Legacy Leadership Training Programme (LLTP), which aims to address the failings of orthodox leadership development approaches. It argues traditional programs are too simplistic, short-term, and fail to adequately link to real-world experience. The LLTP focuses on mastery through an in-depth 18-month program integrating learning methods to support deep, lasting change. It promises to help leaders discover their strengths and how to best tackle challenges through reflection on significant experiences.
1) The document summarizes a Toastmasters leadership training session about building an enthusiastic club.
2) It provides tips for club leaders such as understanding club culture, connecting one's own enthusiasm to motivate members, and focusing on members' intrinsic drivers for motivation.
3) The training session was well received with an overall score of 4.996 out of 5 based on content, length, format, and the passionate presenter.
This document provides a summary of a talk given by Datin Zaleha Omar on image, etiquette and motivation.
1) Datin Zaleha Omar is an image, etiquette and organizational development consultant with over 30 years of experience in training and human resource management.
2) The talk discussed topics like building a positive self-image and attitude, managing first impressions, etiquette and protocol, competitive advantage and management principles.
3) Tips were provided on developing a positive attitude through focusing on positive self-image, appearance, thinking positively and building good habits over 21 days.
A leader is visionary, passionate, and brings out the best in people. Early in life, the author felt a drive to lead and ensure everything runs smoothly, such as late nights preparing presentations and staff meetings. Growing a company from startup to multi-billion dollar takes great leadership, including getting people to work together to realize the vision. Key elements of the author's leadership include involving staff to further the vision, coaching the team, generating enthusiasm, fixing issues, developing people, giving credit, asking for input, and saying "let's go." A leader also shares a positive vision, addresses issues, and turns negative energy into solutions. True leadership is rallying people to a common purpose with character that inspires confidence.
I transformed is a concept created to help young leaders understand the meaning and essence of leadership by transforming its perfectives in views as a leader.
The document provides an overview and instructions for using the GO FISH NOW model for goal setting and personal development. The model involves three steps: 1) GO - Getting Out of your Comfort Zone, 2) FISH - Focusing on goals and gaining insight, significance, and help from others, and 3) NOW - Determining next steps. The document outlines each step in detail and provides questions to guide users through setting goals using the model to maximize impact and commitment to action.
This document outlines a presentation on transformational leadership given by Tan Sri Dato' Seri Dr. Ibrahim bin Abu Shah. The presentation defines transformational leadership and discusses its key characteristics. It aims to help prepare audiences to become future leaders and encourage applying transformational leadership in work and social environments. The presentation is divided into three parts: conceptual overview of leadership, characteristics of transformational leadership, and issues related to building leadership. Transformational leadership is defined as a leadership approach that causes change in individuals and social systems through developing followers into leaders.
Personal Leadership Philosophy- William BriscoeWilliam Briscoe
This document outlines the author's personal leadership philosophy which focuses on integrity, respect, teamwork and developing others. The author believes effective leadership requires promoting teamwork over self-interest, leading by example through actions and character, and influencing others to achieve common goals. The philosophy is aligned with Coast Guard principles of putting duty to people first. The author aims to grow as a leader through experience, education and feedback in order to lead change, performance and help their team succeed while maintaining a customer-centric focus.
For this part, talk about leadership development. In response to t.docxshericehewat
For this part, talk about leadership development. In response to two of your peers, comment respectfully on the results of their final projects. What pieces of their research could you apply to your own leadership style and succession planning? At least one citation for each response.
Student One LW:
Hi Class,
I really enjoyed this class it has given me the opportunity to see the different types of management styles that are out there. Along with being a strong leader one must also have a great team in place. A great leader can not do all the work to be successful. Showing respect, compassion, and letting employees share there ideas is just a few of the ways Indra Nooyi leads her employees. It was interesting to see how she brought her vision for PepsiCo to life even when everyone thought she was crazy that a soft drink company should have healthier snacks and beverages. Believing that companies should give back to the communities, the planet, and underdeveloped countries are just a few reasons that I believe she is a great leader. Nooyi's beliefs that you should always continue to learn even when your at the top is another reason she is a great leader, she doesn't believe she knows everything already. I am really glad I choose her as a leader to report about, she is an inspiration to us all.
For me I have found out after taking the Clifton Survey that my five top themes are that I am a relator, responsibility, achiever, futuristic, and input. I believe these treats are true to me, I feel that I want to mentor people to be the best for people. This class has given me a road map on the way I want to lead once I am in that position. I see that a lot of traits Nooyi has, I also have. I know I wont be a great as she is, but I know that I will have the background to get me close.
Good luck to everyone I really enjoyed reading about all of the leaders.
Response:
Student Two AO:
I have gained an incredible amount of knowledge this term and thoroughly enjoyed this journey! Based on my research I do believe I possess some positive leadership characteristics and abilities. Actually the more I learned and the more we progressed, the more I saw my professional role in a new light. Knowing now that leaders need to create passion and compassion, knowing I should show gratitude and express it to the team or individuals, or even knowing that the actual layout of an office can have an effect on productivity and company morale, really empowered me to act! I have been able to observe and analyze what my leaders are doing and how I should or shouldn't follow their example.
Indra Nooyi was a kind, thoughtful, driven, confident, humble, and knowledgable leader who gained those abilities throughout her life. In the final paragraphs of my final milestone, I discuss how I strongly feel our lives influence our leadership abilities as much as our embedded genetics. Individuals who have had the opportunity to play organized sports learne ...
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow and levels of neurotransmitters and endorphins which elevate and stabilize mood.
Norfolk CSADD Rally Venue Information & DirectionsCSADD
The document provides directions and logistical information for an event being held at the Devary Hall building on Naval Station Norfolk. It includes the physical address, locations of the auditorium and conference rooms within the building, parking details including limited parking along Morris St and a larger satellite lot down Bacon Ave, locations of restrooms and smoking areas, nearby lunch options like the NAVSTA food court and Chili's, and directions to the nearest ATMs down Morris St.
Maximize your leadership potential for slideshareakshay wal
This document advertises a two-day seminar called "Maximize your leadership potential" that teaches participants how to become better leaders. The seminar provides insights into human behavior and how one can influence others to increase their leadership abilities. It aims to help participants understand their strengths and growth areas, different levels of leadership, and behaviors like being goal-focused and a good communicator that build trust with their team members. The seminar is targeted towards seafarers, shore staff who support shipboard teams, and anyone wanting to lead teams and make a significant impact. It includes understanding leadership levels, identifying strengths, and role plays to help maximize one's leadership potential.
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics framework. It emphasizes that CDBs should be done within 30 days of a Sailor reporting aboard, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and defining the Sailor's personal and professional goals. Command leadership should ensure CDBs are properly tracked and conducted regularly.
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics program. It emphasizes that CDBs should be done within 30 days of a Sailor reporting, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and the Sailor's personal and professional goals. Commanding officers are instructed to ensure CDBs and quarterly career development team meetings are conducted to develop Sailors.
2012 Navy Region NW FCPO Symposium (BRILLIANT ON THE BASICS 3)A.J. Stone
The document provides guidance on conducting effective Career Development Boards (CDBs) as part of the Brilliant on the Basics program. It emphasizes that CDBs should be done within 30 days of a Sailor reporting, and again at 6 and 12 months, and should include the command senior enlisted leader, career counselors, department leaders, and the Sailor. An effective CDB takes 20-30 minutes and covers watch qualifications, education, advancement, finances, family readiness, health of the rating, and the Sailor's personal and professional goals. Commanding officers are instructed to ensure CDBs and quarterly career development team meetings are conducted to develop Sailors.
The document discusses concepts related to personality development, motivation, and team building. It provides definitions and factors that influence personality and motivation. Some key points covered include: personality is shaped by both nature and nurture; motivation can be intrinsic or extrinsic; leadership requires inspiring and developing people through qualities like trust, commitment and vision; and team building relies on effective communication, shared goals and mutual support among team members.
- Attend all meetings with current leader
- Shadow current leader at all events
- Take on small responsibilities
- Attend Roundtable
30
- Take on more responsibilities
- Lead small portions of meetings
- Attend training courses
14
- Lead full meetings/events with current leader assisting
- Attend University of Scouting
7
- Fully transition into new role on July 1
This is an ideal timeline, but it is meant to be flexible based on the roles and readiness of individuals. The key is to begin
succession planning early and involve the COR every step of the way.
THE LEADERSHIP
CHALLENGE Kouzes and Posner
“Based upon evidence collected from around the world and over decades, THE LEADERSHIP CHALLENGE
provides guidance on how to lead and inspiration to make the effort.”
—Jeffrey Pfeffer, professor, Stanford Business School,
Kouzes and Posner sug-
gest that “practice” is
what leadership is all
about. Their model, THE
FIVE PRACTICES OF
EFFECTIVE LEADER-
SHIP, is offered as a
guide for all modern day
leaders in all aspects of
administration. The au-
thors found, when re-
searching for their book,
that these five practices
were common among ex-
emplary leaders. This
book is meant to be used
as a tool by leaders to
guide others to reach
their maximum potential.
Kouzes and Posner warn,
however, that in order
to become an effective
guide for others one
must have their own
house in order first.
They suggest and offer
questions by which lead-
ers may challenge them-
selves as to their be-
liefs, practices and abili-
ties. Gayle Hamilton
speaks to this as she
says, ”You can’t follow
someone who isn’t credi-
ble, who doesn’t truly
believe what they are
doing-and how they are
doing it.” Gayle is head
of the Pacific Gas and
Electric Company, one of
the many exemplary
leaders that the authors
have showcased in their
book. Each practice in
the book has with it nu-
merous examples of
leaders at their best.
Along with the Five
Practices, are the Ten
Commitments of Leader-
ship. These are offered
as time-tested strate-
gies through which lead-
ers attain their goals.
1. Find your voice by clarifying
your personal values.
2. Set the example by aligning
actions with shared values.
3. Envision the future by imag-
ining exciting and ennobling
possibilities.
4. Enlist others in a common
vision by appealing to shared
aspirations.
5. Search for opportunities by seeking innovative ways to grow,
change, and improve.
6. Experiment and take risks by constantly generating small
wins and learning from mistakes.
7. Foster collaboration by promoting cooperative goals and
building trust
8. Strengthen others by sharing power and discretion.
9. Recognize contributions by showing appreciation for individ-
ual excellence.
10. Celebrate the values and victories by creating a spirit of
Introduction to
the Five Practices
2
Ten Commitments 3
Model the Way 4
Inspire a Shared
Vision
5,6
Challenge the
Process
7
Enable Others to
Act
8
Encourage the
Heart
9
FIVE PRACTICES
OF EXEMPLARY
LEADERSHIP
1. Model the
Way
2. Inspire a
Shared Vision
3. Challenge the
Process
4. Enable Others
to Act
5. Encourage the
Heart
Kouzes&Posner
TEN COMMITMENTS OF LEADERSHIP
EXECUT
IVE BOO
K SUMM
ARY
Keith Walker
LDRS 591 Organizational
Behavior and Development
Very simply put-”YOU MUST LEAD
FROM WHAT YOU BELIEVE.” (Alan
Keith) This statement sums up the whole
model of the Five Practices. I.
Maribel Cortez-Salto completed a leadership profile as part of her COM 3050: Practice of Leadership class. She took several questionnaires to assess her traits, abilities to conceptualize leadership, set tone, and leadership style. Key results showed her strength was trustworthiness while her weakness was conscientiousness. Overall, the course helped her better understand herself and how to improve her leadership skills through reflection. The profile provided insight into her leadership capabilities and areas for growth.
The document invites leaders to participate in the Legacy Leadership Training Programme (LLTP), which aims to address the failings of orthodox leadership development approaches. It argues traditional programs are too simplistic, short-term, and fail to adequately link to real-world experience. The LLTP focuses on mastery through an in-depth 18-month program integrating learning methods to support deep, lasting change. It promises to help leaders discover their strengths and how to best tackle challenges through reflection on significant experiences.
1) The document summarizes a Toastmasters leadership training session about building an enthusiastic club.
2) It provides tips for club leaders such as understanding club culture, connecting one's own enthusiasm to motivate members, and focusing on members' intrinsic drivers for motivation.
3) The training session was well received with an overall score of 4.996 out of 5 based on content, length, format, and the passionate presenter.
This document provides a summary of a talk given by Datin Zaleha Omar on image, etiquette and motivation.
1) Datin Zaleha Omar is an image, etiquette and organizational development consultant with over 30 years of experience in training and human resource management.
2) The talk discussed topics like building a positive self-image and attitude, managing first impressions, etiquette and protocol, competitive advantage and management principles.
3) Tips were provided on developing a positive attitude through focusing on positive self-image, appearance, thinking positively and building good habits over 21 days.
A leader is visionary, passionate, and brings out the best in people. Early in life, the author felt a drive to lead and ensure everything runs smoothly, such as late nights preparing presentations and staff meetings. Growing a company from startup to multi-billion dollar takes great leadership, including getting people to work together to realize the vision. Key elements of the author's leadership include involving staff to further the vision, coaching the team, generating enthusiasm, fixing issues, developing people, giving credit, asking for input, and saying "let's go." A leader also shares a positive vision, addresses issues, and turns negative energy into solutions. True leadership is rallying people to a common purpose with character that inspires confidence.
I transformed is a concept created to help young leaders understand the meaning and essence of leadership by transforming its perfectives in views as a leader.
The document provides an overview and instructions for using the GO FISH NOW model for goal setting and personal development. The model involves three steps: 1) GO - Getting Out of your Comfort Zone, 2) FISH - Focusing on goals and gaining insight, significance, and help from others, and 3) NOW - Determining next steps. The document outlines each step in detail and provides questions to guide users through setting goals using the model to maximize impact and commitment to action.
This document outlines a presentation on transformational leadership given by Tan Sri Dato' Seri Dr. Ibrahim bin Abu Shah. The presentation defines transformational leadership and discusses its key characteristics. It aims to help prepare audiences to become future leaders and encourage applying transformational leadership in work and social environments. The presentation is divided into three parts: conceptual overview of leadership, characteristics of transformational leadership, and issues related to building leadership. Transformational leadership is defined as a leadership approach that causes change in individuals and social systems through developing followers into leaders.
Personal Leadership Philosophy- William BriscoeWilliam Briscoe
This document outlines the author's personal leadership philosophy which focuses on integrity, respect, teamwork and developing others. The author believes effective leadership requires promoting teamwork over self-interest, leading by example through actions and character, and influencing others to achieve common goals. The philosophy is aligned with Coast Guard principles of putting duty to people first. The author aims to grow as a leader through experience, education and feedback in order to lead change, performance and help their team succeed while maintaining a customer-centric focus.
For this part, talk about leadership development. In response to t.docxshericehewat
For this part, talk about leadership development. In response to two of your peers, comment respectfully on the results of their final projects. What pieces of their research could you apply to your own leadership style and succession planning? At least one citation for each response.
Student One LW:
Hi Class,
I really enjoyed this class it has given me the opportunity to see the different types of management styles that are out there. Along with being a strong leader one must also have a great team in place. A great leader can not do all the work to be successful. Showing respect, compassion, and letting employees share there ideas is just a few of the ways Indra Nooyi leads her employees. It was interesting to see how she brought her vision for PepsiCo to life even when everyone thought she was crazy that a soft drink company should have healthier snacks and beverages. Believing that companies should give back to the communities, the planet, and underdeveloped countries are just a few reasons that I believe she is a great leader. Nooyi's beliefs that you should always continue to learn even when your at the top is another reason she is a great leader, she doesn't believe she knows everything already. I am really glad I choose her as a leader to report about, she is an inspiration to us all.
For me I have found out after taking the Clifton Survey that my five top themes are that I am a relator, responsibility, achiever, futuristic, and input. I believe these treats are true to me, I feel that I want to mentor people to be the best for people. This class has given me a road map on the way I want to lead once I am in that position. I see that a lot of traits Nooyi has, I also have. I know I wont be a great as she is, but I know that I will have the background to get me close.
Good luck to everyone I really enjoyed reading about all of the leaders.
Response:
Student Two AO:
I have gained an incredible amount of knowledge this term and thoroughly enjoyed this journey! Based on my research I do believe I possess some positive leadership characteristics and abilities. Actually the more I learned and the more we progressed, the more I saw my professional role in a new light. Knowing now that leaders need to create passion and compassion, knowing I should show gratitude and express it to the team or individuals, or even knowing that the actual layout of an office can have an effect on productivity and company morale, really empowered me to act! I have been able to observe and analyze what my leaders are doing and how I should or shouldn't follow their example.
Indra Nooyi was a kind, thoughtful, driven, confident, humble, and knowledgable leader who gained those abilities throughout her life. In the final paragraphs of my final milestone, I discuss how I strongly feel our lives influence our leadership abilities as much as our embedded genetics. Individuals who have had the opportunity to play organized sports learne ...
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow and levels of neurotransmitters and endorphins which elevate and stabilize mood.
Norfolk CSADD Rally Venue Information & DirectionsCSADD
The document provides directions and logistical information for an event being held at the Devary Hall building on Naval Station Norfolk. It includes the physical address, locations of the auditorium and conference rooms within the building, parking details including limited parking along Morris St and a larger satellite lot down Bacon Ave, locations of restrooms and smoking areas, nearby lunch options like the NAVSTA food court and Chili's, and directions to the nearest ATMs down Morris St.
The document provides the agenda for a two-day Norfolk CSADD (Command Substance Abuse Control and Deterrence) Rally in May 2012. The agenda includes presentations on topics like operational stress control, physical readiness and nutrition, synthetic chemical compounds/drugs, domestic violence prevention, health promotion and wellness, financial management, gang awareness, and bystander intervention. It also includes an opening kick-off, entertainment events, breaks for lunch and snacks. The agenda is designed to educate sailors on substance abuse issues through various informational sessions and activities over the two-day period.
The document provides information about sailors joining and departing the USS The Sullivans. It discusses the plans and activities several sailors intend to do upon returning home from their deployment, including spending time with family and friends, visiting family, relaxing, and enjoying favorite foods.
The document is promoting a rally for an organization called CSADD. It provides a hashtag for the event, #CSADDRALLY, suggesting people use that tag to discuss or follow the rally online. However, no other details are given about the event, its purpose, location, date or organizers.
This document discusses an equation for effective leadership: L3+CE. It explains that good leaders must Listen (L1), Learn (L2), and Lead (L3). They must also Communicate and Educate (CE) by sharing feedback, expectations, and ensuring understanding to enable success. The challenge is to reflect on one's own leadership over the past year to determine if all steps were utilized and how to improve and grow in executing this leadership process going forward.
The Navy Memorial in Washington D.C. is honoring all Chief Petty Officers with a year-long exhibit called the "Year of the Chief". The exhibit focuses on the history and current roles of Chiefs. Special events are being coordinated worldwide to celebrate. Membership in the celebration provides benefits like coin collections and prize drawings. All Chiefs, past and present, are encouraged to register in the Navy Log online to be included in history.
Sailor Gram 003 12 Sexual Assault Assistance And AwarenessCSADD
The document summarizes the Department of Defense's Safe Helpline, a 24/7 crisis support service for victims of sexual assault. It provides three ways for users to access support - via the website, telephone hotline, or texting. The website allows for live chat with counselors, the hotline connects callers to counselors or local support services, and texting provides contact info for the local Sexual Assault Response Coordinator. The goal is to provide confidential support and connect victims with appropriate resources.
This document provides contact information for Commander Dominick Torchia of the Naval Safety Center, including email, phone numbers, and address. It also shares highlights from fiscal year 2011, noting that Naval service reduced deaths in private motor vehicles (PMVs) by 50% compared to the previous year. Unsafe speed, alcohol, fatigue, ejection, distraction, and lack of completing the required Military Sports Bike Rider Course were cited as causal factors in 43 total fatalities for the year.
The document encourages designating a sober driver for Super Bowl parties to prevent drunk driving. Fans are advised not to let other fans drive home drunk from Super Bowl celebrations. Designating a sober driver can help ensure partygoers get home safely after the big game.
The document provides information about the Coalition of Sailors Against Destructive Decisions (CSADD), a Navy-wide peer mentoring program. It outlines the CSADD creed, leadership, and contact information. It also describes what CSADD programs do, including discussing issues that cause sailors to make wrong decisions and finding new ways to prevent destructive decisions. Finally, it provides the 7 steps to starting a CSADD chapter at one's command, which involves forming a core group of sailors, selecting an advocate and sponsor, and registering with the regional CSADD chapter.
This document provides information about domestic violence and available resources. It defines domestic violence as the willful intimidation and abuse between intimate partners. Domestic violence can result in physical and psychological harm that affects victims and their families for life. The document lists resources for learning more about domestic violence, including the National Coalition Against Domestic Violence, Fleet and Family Support Centers, Military OneSource, and recommended training programs through commands and peer groups.
The document provides information about the Coalition of Sailors Against Destructive Decisions (CSADD) Chapters of the Year award, including requirements for submission and important dates; local command chapters must submit nomination packages to their regional chapter by October 1st and regional chapters will submit finalists to the MPTE Fleet Master's office by November 2nd; the award recognizes CSADD chapters that demonstrate positive social interaction, leadership, and decision making.
CSADD TOPIC SEPTEMBER 2011 CSADD VOLUNTEER OUTREACHCSADD
This information sheet from the Coalition of Sailors Against Destructive Decisions Program discusses encouraging sailors to volunteer through disaster relief, mentoring, or working in soup kitchens in September. It provides resources for finding volunteer opportunities nationally and locally, as well as recommendations to command leaders for organizing volunteer activities among sailors through competitions or team building exercises.
Ten of thirteen Naval motorcycle fatalities in 2010 involved riders who did not complete mandatory training. Riding motorcycles is very dangerous, so risk management through training is essential. Sailors are urged to register online for mandatory motorcycle training to potentially save their lives.
1) Last Memorial Day weekend, one Marine was killed in a motor vehicle accident, while 106 other Sailors and Marines were injured in various off-duty incidents.
2) Most injuries were minor, but the majority of incidents could have been prevented with better risk management.
3) Sailors and Marines are encouraged to use the Travel Risk Planning System to plan safe trips, learn swimming safety for beach trips, drink responsibly at parties to avoid DUIs or alcohol-related issues, and manage risks to prevent sexual assault.
This document discusses a hypothetical scenario where two mechanics drove two hours after working a long day to party until 3 AM, then tried to drive back in time for their 7 AM shift. It outlines questions a supervisor might ask about their plan and risks, and consequences of their decision. It emphasizes the importance of risk management, communication, and ensuring personnel get adequate rest to perform their duties safely. Losing experienced workers can significantly impact a team, and a culture where people think they can work while fatigued poses risks to mission success and safety.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
2. Power of Positive Leadership
Fleet Master Chief Scott Benning
Shipmates,
POP leadership is an initiative I created to support growing a positive culture throughout our
Navy. In all situations that we may be confronted with in life, there is a perceived positive or
negative impact. How you approach each of these situations can determine how you learn
from, adapt to, or overcome these challenges. I have learned that going forward with a
positive perspective has always enabled the greatest growth and success.
My hope is that you are able to utilize the POP Leadership principles to assist you in leading
forward with a renewed positive energy. The various Sailor Grams contain recommended
reading for you to consider that I have used to help shape me as a leader. As I often discuss in
my POP presentations; just as you are what you eat, you are also the type of leader in what
you read. Leadership growth is developed in many forms. It may be instruction in a
classroom, reading books, lessons from mentors, or personal experience. Each is important
and I would encourage you to consider each of these in your personal development and then
encourage you to make the time to pass your knowledge and experience on to others. “Sea
stories” is a term that has been under utilized during recent times in our navy. Those who
have served before us utilized sea stories as a key element in mentoring those of us who serve
today. I would like to ask that you honor our mentors by revitalizing the term sea stories and
then exercise this term in true fashion to help grow our future generation of leaders.
Never forget that positive is infectious. Also, always keep in mind that negative is infectious
as well. Leadership matters and how you lead will be reflected in those you lead. Ask
yourself, how am I perceived as a leader? Life is a learning experience, continue to learn and
continue to lead. We need your positive energy.
Best wishes to you and your team as you lead forward. Have a Great Navy Day Shipmates
and always remember to lead with a little POP!
– FLTCM Scott Benning
3. October 2010
024/10
Sailor Gram
News you can use from Navy Total Force
Power Of Positive (POP) Leadership
“Leadership Growth and Development with POP”
Sharing stories of leadership experiences is a very important part of our culture of mentorship and active leadership learning. In
fact, in the Navy we have a title for these stories, they are called Sea Stories. As we all grow through life and service in our great
Navy we learn through many experiences. Each and every one of us from pay grade E-1 to O-10 is a leader and each of us has
developed leadership traits and various perspectives that when communicated to others effectively has a lesson that can be
learned by others.
POP Leadership has been the tool that I have used to communicate leadership traits and experiences in many venues and with
thousands of Sailors. Each engagement enables me to teach while also learning as I listen to their experiences as well. Over the
course of the next few months I will share various parts of POP Leadership through the Sailor Gram. Below you will see my
mission, vision, and the guiding principles that I use in sharing my sea stories. In the following editions I will speak to each guiding
principle. My hope is that you find these useful and learn through my experiences in the use of the Power of Positive Leadership
traits. Once you focus on the positive, both in life and in service as a leader in our great Navy, you will find it can have a life
changing affect that will drive you to also have the passion to teach leadership. As always, I look forward to your feedback and the
opportunity to engage and learn. Thank you for all you do in leading throughout our great navy and always have a Great Navy Day!
---FLTCM Benning, Navy Total Force/ MPT&E Fleet Master Chief
POP Leadership – The Mission
To encourage all leaders in our great Navy to understand the importance, use, and demonstration of positive leadership
traits. At each level of leadership we understand our leadership expectations. For our Chiefs, the CPO Mission, Vision,
and Guiding Principles is what we expect of our Chief Petty Officers; POP Leadership provides a tool to execute those
expectations.
POP Leadership – The Vision
To create a culture in which our Sailors are growing professionally and personally due to the positive leadership and the
example projected by our leaders throughout the Navy.
Pop Leadership – Guiding Principles
1. Power of Positive
2. Passion with Compassion
3. Pride Projection
4. Empowerment
5. Projecting a Positive Attitude
6. Success Education
7. Understanding Influence
Recommended reading: For additional information on POP Leadership visit the POP
Leadership Facebook page:
“Whale Done” The Power of Positive Relationships.
http://www.facebook.com/home.php?#!/pages/Power-Of-Positive-
POP-Leadership/137179499649403?v=info
Authors: Ken Blanchard, Thad Lacinak, Chuck
Tompkins, and Jim Ballard Click on the info tab on the POP page for additional info
4. November 2010
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Sailor Gram
News you can use from Navy Total Force
Power Of Positive (POP) Leadership
Guiding Principle number 1: Power of Positive
Principle 1. Power of Positive: Always remember those who have supported you through positive leadership and provided
you mentorship that has enabled your success. Bring this leadership trait forward by ensuring our Sailors are afforded the same
opportunities through effective leadership, education, and communication. The future success of our Navy depends directly on
how we execute and educate in the area of leadership and how we display this in our character on and off duty. Our Sailors will
replicate what they see in us as leaders as they are watching what we say and more importantly what we do 24/7/365.
Thought exercise: Take a moment to reflect on your past. Think of those who have enabled and inspired you. When was the
last time you sent them a note to say, thank you for the opportunities they provided to enable your growth and success?
Developing and enabling our Sailors technically, professionally, and personally is extremely important. One day each of us, as a
leader, will depart our great Navy and move on to other opportunities to serve. Leadership is not always about what you have
accomplished today. One day when we depart a successful career, it will be about the Sailors you led and how prepared they are
to lead forward without you. How often do you invest in our future leaders?
Engage and make a difference. Ask yourself, how does my command ensure leadership courses are conducted routinely and
with a commitment to learn from others who lead? If you see room for improvement, take the time to engage and become part of
growing the effectiveness of the education that is being provided. Our Sailors depend on leaders at all levels to enable their
growth through visual learning. Then exercise positive reinforcement with your Sailors. The Power of your Positive will enable
them to grow.
---FLTCM Benning, Navy Total Force/ MPT&E Fleet Master Chief
POP Leadership – The Mission
The POP mission is to encourage all leaders in our great Navy to understand the importance, use, and demonstration of
positive leadership traits. At each level of leadership we understand our leadership expectations. For our Chiefs, the
CPO Mission, Vision, and Guiding Principles is what we expect of our Chief Petty Officers; POP Leadership provides a
tool to execute those expectations.
POP Leadership – The Vision
The POP vision is to create a culture in which our Sailors are growing professionally and personally due to the positive
leadership and the example projected by our leaders throughout the Navy.
Pop Leadership – Guiding Principles
1. Power of Positive
2. Passion with Compassion
3. Pride Projection
4. Empowerment
5. Projecting a Positive Attitude
6. Success Education
7. Understanding Influence
Recommended reading: For additional information on POP Leadership visit the POP
Leadership Facebook page:
“Developing the Leaders Around You”
http://www.facebook.com/home.php?#!/pages/Power-Of-Positive-
POP-Leadership/137179499649403?v=info
Authors: John C. Maxwell
Click on the info tab on the POP page for additional info
5. December 2010
030/10
Sailor Gram
News you can use from Navy Total Force
Power Of Positive (POP) Leadership
Guiding Principle number 2: Passion with Compassion
Principle 2. Passion with Compassion: Exercise positive leadership by showing our Sailors how they are valued. Always
display a passion for what you do as leader by educating others on positive leadership traits. Develop in our Sailors today what
they will need in the future for success. Exercise and show compassion when a shipmate is in need of assistance. This is the
time they need their leader the most. How you support your Sailor during the hard times will develop trust and loyalty. Invest time
in your Sailors and ensure you know them so that they feel confident that they can reach out to you. Exercise loyalty and
professionalism at all times, on and off duty. Our Sailors are always watching their leaders, on and off duty.
Thought exercise: Think about those you lead for a moment. Do they feel comfortable being able to come to you with
problems they are dealing with at work or in life? How do you engage them through your communications so that they feel
confident that they can come to you? Leadership is more about listening and enabling those you serve than it is about just telling
people what to do. If a Sailor is struggling with a professional or personal issue this may be restricting their ability to perform.
Understand the importance of developing trust and loyalty with your Sailors so that they are motivated to support you in the
mission they are charged with to complete.
Engage and make a difference. Take an active role in educating our Sailors on the many educational opportunities and
resources, such as the Fleet and Family Service Centers, that are available to them and their families. As you educate our Sailors
you make them stronger leaders as well. As you grow each Sailor forward and as you show them that you care about their future
and success, your team will also strengthen. Keep focused on the positive and provide them to the tools to excel.
---FLTCM Benning, Navy Total Force/ MPT&E Fleet Master Chief
POP Leadership – The Mission
The POP mission is to encourage all leaders in our great Navy to understand the importance, use, and demonstration of
positive leadership traits. At each level of leadership we understand our leadership expectations. For our Chiefs, the
CPO Mission, Vision, and Guiding Principles is what we expect of our Chief Petty Officers; POP Leadership provides a
tool to execute those expectations.
POP Leadership – The Vision
The POP vision is to create a culture in which our Sailors are growing professionally and personally due to the positive
leadership and the example projected by our leaders throughout the Navy.
Pop Leadership – Guiding Principles
1. Power of Positive
2. Passion with Compassion
3. Pride Projection
4. Empowerment
5. Projecting a Positive Attitude
6. Success Education
7. Understanding Influence
Recommended reading: For additional information on POP Leadership visit the POP
Leadership Facebook page:
“Lincoln On Leadership” Author: Donald T. Phillips
http://www.facebook.com/home.php?#!/pages/Power-Of-Positive-
POP-Leadership/137179499649403?v=info
Note that Part 1 is “People”; Section 1 is “Get out of the
office and Circulate Among the Troops.” Click on the info tab on the POP page for additional info
6. January 2011
002/11
Sailor Gram
News you can use from Navy Total Force
Power Of Positive (POP) Leadership
Guiding Principle number 3: Pride Projection
Principle 3. Pride Projection: Read books on our heritage and then discuss them with our Sailors. Let them see that you are
proud of our rich naval heritage and they will emulate what they see. They are evaluating your professionalism, character, and
sense of heritage 24 hours a day. Never forget our Sailors want to be like you. Are you satisfied that you are the type of leader
you want our Sailors to be like?
Thought exercise: During Chief Petty Officer Induction each year, our newest Chiefs are tasked with doing a book review.
What value do we gain from this when they brief the CPO Mess? As you think about this, is it only important to emphasize our
heritage in the CPO Mess or should we grow this pride throughout our commands and ask the same of our Sailors?
Engage and make a difference. What do you do to ensure our naval heritage is displayed throughout your command? If your
command has a namesake, do we utilize this to motivate our Sailors? What visual and verbal messages are being used to inspire
success? Does the visual connect and is the verbal relevant to all who serve within your command to include our civilians?
Consider putting a working group together within your command to include ranges of pay grade, both Sailors and civilians. Have
them review this sometime very basic, but often times extremely important messaging for your command. How do you project
this pride throughout the unit and how do you get them to be a part of and be proud of the mission through these types of
communications?
---FLTCM Benning, Navy Total Force/ MPT&E Fleet Master Chief
POP Leadership – The Mission
The POP mission is to encourage all leaders in our great Navy to understand the importance, use, and demonstration of
positive leadership traits. At each level of leadership we understand our leadership expectations. For our Chiefs, the
CPO Mission, Vision, and Guiding Principles is what we expect of our Chief Petty Officers; POP Leadership provides a
tool to execute those expectations.
POP Leadership – The Vision
The POP vision is to create a culture in which our Sailors are growing professionally and personally due to the positive
leadership and the example projected by our leaders throughout the Navy.
Pop Leadership – Guiding Principles
1. Power of Positive
2. Passion with Compassion
3. Pride Projection
4. Empowerment
5. Projecting a Positive Attitude
6. Success Education
7. Understanding Influence
Recommended reading: For additional information on POP Leadership visit the POP
Leadership Facebook page:
“Teamwork Makes the Dream Work”
http://www.facebook.com/home.php?#!/pages/Power-Of-Positive-
POP-Leadership/137179499649403?v=info
Authors: John C. Maxwell
Click on the info tab on the POP page for additional info
7. February 2011
003/11
Sailor Gram
News you can use from Navy Total Force
Power Of Positive (POP) Leadership
Guiding Principle number 4: Empowerment
Principle 4. Empowerment: Our Sailors seek the approval of you as their leader. It is important to provide each Sailor with the
opportunity to lead. As you show confidence in them, you are growing a very valuable tool; our future leaders. As they see that
you are developing their confidence, they will develop professionalism and loyalty towards you as trust and confidence are
developed in both directions. Never forget, our Sailors are watching you. Be the leader that you desire them to be for the future
of our navy.
Thought exercise: Reflect back to when you were a junior Sailor (Officer or Enlisted). How did your leaders help you in
development? Can you recall a time when a leader tasked and challenged you to grow? Can you recall what it felt like when they
expressed that you did a good job and how they encouraged you along the way? How did this make you feel? I bet this type of
support motivated you to want more with a stronger desire to excel.
Engage and make a difference. Our young Sailors today are amazing! They come to us with a higher level of education and
having met higher standards to enter our navy than ever before. We grow our Sailors professionally, personally and of course
technically to be leaders. Therefore, every Sailor is a leader and they need the opportunity to lead, even if for the smallest tasks
to enable them to grow and develop with your guidance and mentorship. Ensure you provide them daily task feedback with a
positive tone enabling them to see that you desire for them to continue to improve. As they grow in responsibility, they will
become a more productive member of your team which will strengthen the overall command and mission success. Our Sailors
are our most treasured resource; make sure they understand how much you appreciate their contributions.
---FLTCM Benning, Navy Total Force/ MPT&E Fleet Master Chief
POP Leadership – The Mission
The POP mission is to encourage all leaders in our great Navy to understand the importance, use, and demonstration of
positive leadership traits. At each level of leadership we understand our leadership expectations. For our Chiefs, the
CPO Mission, Vision, and Guiding Principles is what we expect of our Chief Petty Officers; POP Leadership provides a
tool to execute those expectations.
POP Leadership – The Vision
The POP vision is to create a culture in which our Sailors are growing professionally and personally due to the positive
leadership and the example projected by our leaders throughout the Navy.
Pop Leadership – Guiding Principles
1. Power of Positive
2. Passion with Compassion
3. Pride Projection
4. Empowerment
5. Projecting a Positive Attitude
6. Success Education
7. Understanding Influence
Recommended reading: For additional information on POP Leadership visit the POP
Leadership Facebook page:
“Encouragement Changes Everything”
http://www.facebook.com/home.php?#!/pages/Power-Of-Positive-
POP-Leadership/137179499649403?v=info
Authors: John C. Maxwell
Click on the info tab on the POP page for additional info
8. March 2011
005/11
Sailor Gram
News you can use from Navy Total Force
Power Of Positive (POP) Leadership
Guiding Principle number 5: Projecting a Positive Attitude
Principle 5. Projecting a Positive Attitude: Always be proud of who you are and ensure your Sailors see this. On bad days
seek out a peer or a mentor to discuss the problems. Maintain both your physical and mental health so that your Sailors see the
power of your positive attitude. Be supportive and encourage our Sailors through active communication. Ensure you spend time
praising their efforts in public and always counsel in private. As you respect those you lead, they will develop respect for you.
Never forget that your Sailors desire the success that you have experienced. Ensure you are the type of leader our future
requires through self evaluation and feedback from your own leadership and mentors. Our Sailors need to value self evaluation
and mentorship and as you exercise this you are providing them a great example to emulate. Positive is infectious and so is
negative, which one will you project and which will your command, department, or division climate reflect?
Thought exercise: Reflect back in your career and life of the leaders you have experienced. Pick out one leader you enjoyed
working for and one leader that you did not enjoy. Write down the positive and negative traits of each leader. Have these leaders
impacted the way you lead today? Did you add some of the traits to your tool box and throw others away?
Engage and make a difference. All too often leaders have been seen pointing out a uniform discrepancy in a negative manner.
When you look around 99% are doing a great job. I challenge you to take a different approach, start providing positive comments
to those who are looking sharp and doing well. People appreciate and desire praise for a good effort. Reinforcing the desired
behavior with a positive comment can be infectious and get results. Negative feedback in public that is degrading only causes
one to lose respect. Confront them with POP and watch them smile, those that want your attention will pursue positive results.
---FLTCM Benning, Navy Total Force/ MPT&E Fleet Master Chief
POP Leadership – The Mission
The POP mission is to encourage all leaders in our great Navy to understand the importance, use, and demonstration of
positive leadership traits. At each level of leadership we understand our leadership expectations. For our Chiefs, the
CPO Mission, Vision, and Guiding Principles is what we expect of our Chief Petty Officers; POP Leadership provides a
tool to execute those expectations.
POP Leadership – The Vision
The POP vision is to create a culture in which our Sailors are growing professionally and personally due to the positive
leadership and the example projected by our leaders throughout the Navy.
Pop Leadership – Guiding Principles
1. Power of Positive
2. Passion with Compassion
3. Pride Projection
4. Empowerment
5. Projecting a Positive Attitude
6. Success Education
7. Understanding Influence
Recommended reading: For additional information on POP Leadership visit the POP
Leadership Facebook page:
“The Power of Nice”
http://www.facebook.com/home.php?#!/pages/Power-Of-Positive-
POP-Leadership/137179499649403?v=info
Authors: Linda Kaplan and Robin Koval
Click on the info tab on the POP page for additional info
9. April 2011
006/11
Sailor Gram
News you can use from Navy Total Force
Power Of Positive (POP) Leadership
Guiding Principle number 6: Success Education
Principle 6. Success Education: Educating Sailors in areas of concern do not always need to address negative situations.
Use success stories to show them how they can achieve success. If we discuss the negative, that may be all they understand. If
you want them to emulate a positive behavior you have to show them success to emulate. Whether professional or personal
situations, they need to see the good not the bad. Which do you want our Sailors to emulate?
Thought exercise: Think about the last training conducted on motorcycle safety, recreational safety, or drinking and driving.
What dominated the training? Was it the bad outcome pictures of bad decisions or did the training focus on tools for success?
Consider the positive tools provided by resources such as the Naval Safety Center or Fleet and Family Service Centers. How do
you utilize these resources? Work to shift your focus in material presented to those items that enable success.
Engage and make a difference. Talk to those you lead and tell them you care about their safety and well being. Just hearing
this can be the difference in a good or bad decision. Provide them the many tools that are available through past experiences that
enable success. If you desire to show negative outcomes, make them brief. Think of a good counseling session; start with a
positive, discuss the areas to improve, and then end on a positive. The same tact should be considered for training and educating
our Sailors. Start the training with why this topic is important and that you care about them and their families. If necessary
discuss negative outcomes in past situations. Then wrap up the discussion with tools you can use for success. They will respond
based on the way you connect with them. People enjoy positive and they all desire success. How will you help them see
success? I assure you that you can be a Difference Maker.
---FLTCM Benning, Navy Total Force/ MPT&E Fleet Master Chief
POP Leadership – The Mission
The POP mission is to encourage all leaders in our great Navy to understand the importance, use, and demonstration of
positive leadership traits. At each level of leadership we understand our leadership expectations. For our Chiefs, the
CPO Mission, Vision, and Guiding Principles is what we expect of our Chief Petty Officers; POP Leadership provides a
tool to execute those expectations.
POP Leadership – The Vision
The POP vision is to create a culture in which our Sailors are growing professionally and personally due to the positive
leadership and the example projected by our leaders throughout the Navy.
Pop Leadership – Guiding Principles
1. Power of Positive
2. Passion with Compassion
3. Pride Projection
4. Empowerment
5. Projecting a Positive Attitude
6. Success Education
7. Understanding Influence
Recommended reading: For additional information on POP Leadership visit the POP
Leadership Facebook page:
“The Difference Maker, Making Your Attitude Your
http://www.facebook.com/home.php?#!/pages/Power-Of-Positive-
Greatest Asset”
POP-Leadership/137179499649403?v=info
Author: John C. Maxwell Click on the info tab on the POP page for additional info
10. April 2011
008/11
Sailor Gram
News you can use from Navy Total Force
Power Of Positive (POP) Leadership
Guiding Principle number 7: Understanding Influence
Principle 7. Understanding Influence: As you grow future leaders, ensure you are also supporting and growing those you
work for so that they too will grow. Discuss POP leadership with leaders 360 degrees around you to ensure your positive energy
can be felt by all. As you invest in others and provide a positive influence you are showing all leaders how their actions and
leadership can have a positive impact on others. Followership is also an important leadership trait to exhibit for others. You must
first understand the importance of following if you are expected to lead others through your influence. Understand that trust is not
given to you in a title, it is developed through the professional relationships that you have with those around you. Your actions
today can have a huge influence on the future when you understand that people enjoy positive.
Thought exercise: Think about a positive leader that you have followed during your career. Which of those traits do you now
carry? Think about a leader that you perceived as being a negative leader. What traits did you not take on in your leadership
style? Who did you learn more from in building who you are? You learned from both. Now which one did you enjoy working for
and which one did you want to be like? Easy questions, right? Do you think about this when you exercise your leadership?
Never underestimate the power of your positive influence with others. How do you want to be perceived as a leader? Do people
do what you say only because of your title or do you have to motivate, educate, and communicate to influence their actions?
Engage and make a difference. Read the recommended reading below, review John Maxwell’s “The Leader’s Daily Dozen”.
Engage your people through this daily review and watch how your emphasis on people and developing others will change lives
and grow your organization/team.
---FLTCM Benning, Navy Total Force/ MPT&E Fleet Master Chief
POP Leadership – The Mission
The POP mission is to encourage all leaders in our great Navy to understand the importance, use, and demonstration of
positive leadership traits. At each level of leadership we understand our leadership expectations. For our Chiefs, the
CPO Mission, Vision, and Guiding Principles is what we expect of our Chief Petty Officers; POP Leadership provides a
tool to execute those expectations.
POP Leadership – The Vision
The POP vision is to create a culture in which our Sailors are growing professionally and personally due to the positive
leadership and the example projected by our leaders throughout the Navy.
Pop Leadership – Guiding Principles
1. Power of Positive
2. Passion with Compassion
3. Pride Projection
4. Empowerment
5. Projecting a Positive Attitude
6. Success Education
7. Understanding Influence
Recommended reading: For additional information on POP Leadership visit the POP
Leadership Facebook page:
“The 360 Degree Leader”
http://www.facebook.com/home.php?#!/pages/Power-Of-Positive-
POP-Leadership/137179499649403?v=info
Author: John C. Maxwell
Click on the info tab on the POP page for additional info