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THE SECOND
LITTLE
BOOK OF
LEADERSHIP
  A free eBook from Phil Dourado. Pass it on.
             www.phildourado.com
           www.theleadershiphub.com
If you are online, look out for links in this book as you read it.
      They will take you to interesting stuff on leadership.
  If you are not online, just enjoy the book without the links.
                Phil Dourado (Aha! There’s one...)
THE SECOND LITTLE BOOK OF LEADERSHIP




   WHAT
  LEADERS
    DO
(in just two words)

         3
THE SECOND LITTLE BOOK OF LEADERSHIP




          Create meaning
Leadership experts have spent the past decade or so coming slowly (and
with far too many words) to this two-word conclusion about what leaders do
in a fast-changing world.




                                    4
THE SECOND LITTLE BOOK OF LEADERSHIP




 How we
 learn to
be leaders
    5
THE SECOND LITTLE BOOK OF LEADERSHIP




Leadership is viral, in a sense.
We learn by ‘emulating’ or
copying those we want to be
like, often subconsciously,
without realizing we are doing
it. If you want people to behave
a certain way, don’t tell them to
do it. Model the way yourself.
Phil Dourado




6
THE SECOND LITTLE BOOK OF LEADERSHIP




THEY KNOW
 WHO YOU
REALLY ARE!
     7
THE SECOND LITTLE BOOK OF LEADERSHIP




“Who you are speaks so loudly,
 that I cannot hear what you say.”
                      - Emerson

We tune out what people say if there is a dissonance - a discord - between what
they say and what they do. So, you actually communicate as a leader by ‘doing’,
not by ‘saying’. As Thomas Edison put it, “What you are will show in what you do.”




                                        8
THE SECOND LITTLE BOOK OF LEADERSHIP




 THE GOOD
LEADER IS…

    9
THE SECOND LITTLE BOOK OF LEADERSHIP




“A good leader is he* whom people revere.
An evil leader is he whom people despise.
A great leader is he of whom the people
say ‘We did it ourselves’ ”
- Lao Tsu
                                                                       * (Or ‘she’, of course)

A good leader inspires people to have confidence in their leader. A great leader inspires
people to have confidence in themselves. (That’s usually attributed to Eleanor Roosevelt,
but I’m pretty sure it’s originally from Lao Tsu; it’s just a different translation of the above
quote).

                                               10
THE SECOND LITTLE BOOK OF LEADERSHIP




 THE GOOD
LEADER IS…
  (Take 2)

    11
THE SECOND LITTLE BOOK OF LEADERSHIP




“A good leader is a person who takes a little more
than their share of the blame and a little less than
their share of the credit.”
                                       - John Maxwell




                         12
THE SECOND LITTLE BOOK OF LEADERSHIP




  THE LEADER’S
   FOUR MOST
IMPORTANT WORDS

       13
THE SECOND LITTLE BOOK OF LEADERSHIP




     “What do you think?”
   - Tom Peters, the ‘uber-guru’ of management and leadership


So, what do I do with these four words?
Use them every day. Peters says keep count - he says he does it on a piece of paper that
he keeps in his pocket - of how many times you use ‘What do you think?’ every day. It is,
he says, possibly your most powerful and least-used leadership tool.

These four words turn leadership from a monolog (you tell) to a dialog (the people you
work with contribute to leadership thinking and decisions).




                                            14
THE SECOND LITTLE BOOK OF LEADERSHIP




Stop taking
decisions


     Start making
    things happen
        15
THE SECOND LITTLE BOOK OF LEADERSHIP




‘Too many managers mistake decisions for action.
A decision is not the same as action. Use plans,
analysis, meetings & presentations to INSPIRE
deeds, not as a substitute for action.’
          - Stanford Professor Robert Sutton




                       16
THE SECOND LITTLE BOOK OF LEADERSHIP




 THE SECRET
   OF HIGH
PERFORMANCE

     17
THE SECOND LITTLE BOOK OF LEADERSHIP




According to Mihaly Csíkszentmihályi, author of the book Flow: The
Psychology of Optimal Experience, people perform to a higher level
when they:

1. are faced with achievable challenge
2. receive regular feedback
3. are completely engaged by the task or overall purpose

By ‘flow’ the author means that state of being ‘in the zone’ that
athletes describe or of work ‘flowing’, with time appearing to fly by
and you feel totally engaged in the task or goal.




                                  18
THE SECOND LITTLE BOOK OF LEADERSHIP




 Q: WHAT DO
GREAT LEADERS
   INSPIRE?

      19
THE SECOND LITTLE BOOK OF LEADERSHIP




       A: Discretionary effort

Steve Nielsen, former director of the FedEx Leadership Institute puts it
this way:

“Discretionary effort...is an employee’s desire to go beyond the
collecting of a salary. It is a willingness to be interested and involved in
assisting the organization in the accomplishment of corporate goals.”




                                     20
THE SECOND LITTLE BOOK OF LEADERSHIP




From Me
 to We

   21
THE SECOND LITTLE BOOK OF LEADERSHIP




Leadership is often described as a shift in thinking and
focus from ‘me’ to ‘we’.

If leaders fail, it is often because they have failed to make
this shift in focus from producing results yourself to getting
the best results from others.

Take this further?

There’s a nice piece on the Harvard Business website, called ‘Moving from ‘me’ to ‘we’. It
takes about five minutes to read.




                                            22
THE SECOND LITTLE BOOK OF LEADERSHIP




     GREAT
    LEADERS
      KISS
(Keep It Simple, Stupid)


           23
THE SECOND LITTLE BOOK OF LEADERSHIP




“Great leaders are almost always great
simplifiers, who can cut through argument,
debate, and doubt to offer a solution
everybody can understand.”
- General Colin Powell

Simple is clever. Complicated just means you haven’t been clever enough to reduce ‘it’ to
its essence. Whatever ‘it’ is. Too many organizations still assume the reverse – the more
complicated something sounds, the more ‘clever’ it must be. And they are suspicious
of ‘simple’, assuming it means ‘unsophisticated’. These are insecure organizations with
insecure leaders. Phil Dourado




                                           24
THE SECOND LITTLE BOOK OF LEADERSHIP




STOP TELLING
   PEOPLE
 WHAT TO DO

     25
THE SECOND LITTLE BOOK OF LEADERSHIP




William M. McKnight, founder of 3M:

“As our business grows, it becomes increasingly necessary to
delegate responsibility and to encourage men and women to
exercise their initiative. This requires considerable tolerance.
Those men and women to whom we delegate authority and
responsibility, if they are good people, are going to want to
do their job in their own way. Mistakes will be made. But if a
person is essentially right, the mistakes he or she makes are not as
serious in the long run as the mistakes management will make if it
undertakes to tell those in authority exactly how they must do their
jobs. Management that is destructively critical when mistakes
are made kills initiative. And it’s essential that we have many
people with initiative if we are to continue to grow.”



                                 26
THE SECOND LITTLE BOOK OF LEADERSHIP




 SEE THE
 ‘GREAT’
IN PEOPLE

    27
THE SECOND LITTLE BOOK OF LEADERSHIP




“Treat people as if they are what they could
be, and they will become what they are
capable of being.”
                                    - Goethe




                     28
THE SECOND LITTLE BOOK OF LEADERSHIP




  IT’S NOT
   A WAR
FOR TALENT

    29
THE SECOND LITTLE BOOK OF LEADERSHIP




“How do you win? By getting average
players to play good, and good players to
play great. That’s how you win.”
      - Bum Phillips, American football coach


Everyone talks about ‘The War for Talent’, from the book of the same name by McKinsey
consultant Ed Michaels, as if there’s a scarce resource out there and you have to attract
the best current performers to win. That’s dead wrong. The best leaders get people who
had previously performed to ‘ordinary’ levels to play a level above. You do that by helping
them see what they are capable of.


                                            30
THE SECOND LITTLE BOOK OF LEADERSHIP




THE FORMULA
 FOR SUCCESS


     31
THE SECOND LITTLE BOOK OF LEADERSHIP




              “My formula for success is:
                                Rise early.
                                Work late.
                                Strike oil.”
                      - Oil magnate J. P. Getty


Yes, it’s a joke. But, there’s a truth in it about making your own luck. Recent research, by
interesting thinkers like Richard Wiseman, suggests that great leaders can make their own
luck, in effect. As Pasteur said “Luck comes to the prepared mind”. And, as golfer Gary
Player replied when told he was a lucky golfer, “It’s funny how the more I practice, the
luckier I get.” Two interesting articles on luck and leadership.

                                             32
LEADERS CREATE              THE SECOND LITTLE BOOK OF LEADERSHIP
MORE LEADERS,
NOT FOLLOWERS




                 LEADERS CREATE
                  MORE LEADERS,
                 NOT FOLLOWERS

                       33
THE SECOND LITTLE BOOK OF LEADERSHIP




“A manager asked me how to get a group of janitors to take
responsibility instead of ducking it. I asked who manages
the supplies, cleaning schedules, keeping within budgets,
etc. He said he did. I advised him to cede it all, step by
step to the janitors. Let them set the schedules. Show them
how to do the budgeting. He felt this was not possible with
manual workers. But much of what we have to do today is
turn manual workers into knowledge workers. The janitors
now do the planning AND the doing. The supervisor serves
them. He has become a servant leader. Costs are down,
incidentally...

Source: My notes from listening to the late, great Stephen R Covey




                                           34
THE SECOND LITTLE BOOK OF LEADERSHIP




TAKE PEOPLE
TO THE EDGE


     35
THE SECOND LITTLE BOOK OF LEADERSHIP



                  “Come to the edge”, he said.
                  They said, “We are afraid.”
                  “Come to the edge”, he said.
                         They came.
                      He pushed them.
                        And they flew.
                          - Christopher Logue

(That poem is usually ascribed to Apollinaire, but it was actually Christopher Logue writing
about Apollinaire). Great leaders take people out of their comfort zone and overcome
their fear of stretching beyond what they think they can do. You do that by ‘seeing’ the
potential in people that they can’t see themselves. Walt Disney was great at doing this,
apparently.



                                             36
THE SECOND LITTLE BOOK OF LEADERSHIP




      WATCH
      YOUR
      MOOD
(Because they are WATCHING)



            37
THE SECOND LITTLE BOOK OF LEADERSHIP




“A leader’s mood is infectious. It
can spread like wildfire through an
organization. You can poison or uplift the
mood without realizing it.”
                                            - Mike Harris,
        Founding CEO of First Direct, the world’s most popular bank




                            38
THE SECOND LITTLE BOOK OF LEADERSHIP




 REFUSE
   TO
COMPETE

   39
THE SECOND LITTLE BOOK OF LEADERSHIP




“We still use old warfare metaphors for
business leadership, quoting ancient Chinese
generals and applying them to business. But
‘beat the enemy’ doesn’t work. You need to
compete to be unique, not the best.”

Source: My notes from an interview with Harvard Professor Michael Porter.




                                          40
THE SECOND LITTLE BOOK OF LEADERSHIP




  ACT
‘AS IF...’


    41
THE SECOND LITTLE BOOK OF LEADERSHIP




“If you’re not sure what to do, think of a
leader you admire, think ‘What would
Richard Branson/Jack Welch/Mother
Theresa (whoever it is) do in this situation?’
Then act ‘as if...’ you are that leader.”

Source: I learnt that from Simon Woodroffe, founder of YO! Sushi, when we were thinking
of writing a book together.




                                          42
THE SECOND LITTLE BOOK OF LEADERSHIP




  THE NEW
  RULES OF
ENGAGEMENT

    43
THE SECOND LITTLE BOOK OF LEADERSHIP



These are the eight things you need to provide as a leader, to
ensure people are engaged and agree to be led by you

1. Meaningful Work
2. Autonomy (job ownership - the ability to take own
decisions)
3. Connectedness with Colleagues
4. Connectedness with Leader (that’s you)
5. Collaboration
6. Recognition
7. Fairness
8. Growth

From a study carried out by the Ken Blanchard Group of Companies


                                 44
THE SECOND LITTLE BOOK OF LEADERSHIP




  THE NEW
GOLDEN RULE


     45
THE SECOND LITTLE BOOK OF LEADERSHIP


Every major religion has the Golden Rule at its heart: ‘Do as you would be done by’.

Only it’s not quite right. Because it assumes we are all the same, all want the same.


The New Golden Rule for leaders is…



                        DO TO OTHERS
                       AS THEY WOULD
                        HAVE YOU DO
                         UNTO THEM
Don’t assume other people want to be treated the same way you do. You only know what
they want if you ask them. Phil Dourado



                                             46
THE SECOND LITTLE BOOK OF LEADERSHIP




 WORLD’S
 SIMPLEST
LEADERSHIP
  SECRET

    47
THE SECOND LITTLE BOOK OF LEADERSHIP




“The trick is to manage individuals the way that THEY want to be
managed, rather than the way that YOU’d prefer to be managed.
The only way to do this is to ASK.

In your first (or next) meeting with each direct report ask:

1. How do you prefer to be managed?
2. What can I do to help you excel (that I’m not doing at the
moment)?
3. What types of management annoy you (in particular, what do I do
‘to’ you that you’d rather I stop doing)?

Source: Geoffrey James



                                48
THE SECOND LITTLE BOOK OF LEADERSHIP




              EVEN
            SIMPLER
            VERSION
(to put the New Golden Rule into practice)



                    49
THE SECOND LITTLE BOOK OF LEADERSHIP



Ask your direct reports these questions in your regular 1to1 sessions.
And/or have this ‘leadership conversation’ regularly with your team in
open team discussion.

1. What should I START doing that I don’t do now, to help you
develop and perform?
2. What should I STOP doing as you feel it’s holding you back from
producing your best work?
3. What should I CONTINUE doing in how I manage and lead you,
to get the best performance possible from you and your people?

Source: Lissy Thornquist, a leader I admire a lot, took the standard ‘Start,
Stop, Continue’ continuous improvement questions and applied them to how
she leads, as a framework for regular 1to1s with direct reports. And it works
both ways; you can get your direct reports to ask you similar ‘What should I
Start, Stop, Continue?’ questions in return.


                                     50
THE SECOND LITTLE BOOK OF LEADERSHIP




THREE THINGS
YOU MUST DO
  TO LEAD
  CHANGE

     51
THE SECOND LITTLE BOOK OF LEADERSHIP




Edgar Schein’s Top 3 Success Factors in Leading Change

1. What a leader attends to, measures, rewards and controls is the main
factor affecting culture. (‘Culture’ is ‘the way we do things around here’ - how
people behave)
2. How leaders react to critical incidents. (Like a downturn. Or when things
are going wrong. Do you or members of your team get defensive, go on the
attack, support, blame?)
3. Leader role-modelling and coaching. (Put basically, they copy how you
behave. And they will blossom and grow if you coach them. Personally. And
they will then do the same to their subordinates. So, what you do cascades.
‘Top-down’ change isn’t a ‘program’. It’s personal.)

Source: I learnt that from my friend Prof Aidan Halligan. Edgar Schein is
possibly the world’s leading expert on workplace culture. The above is from
his studies into how to change the way people behave at work.



                                       52
THE SECOND LITTLE BOOK OF LEADERSHIP




   Finally...
A WORD FROM
   ALBERT
  EINSTEIN
      53
THE SECOND LITTLE BOOK OF LEADERSHIP




Break your habits

‘How many people are trapped in their
everyday habits; part numb, part frightened,
part indifferent? To have a better life we must
keep choosing how we are living’.
- Albert Einstein.
Challenge inertia and your own habits, and the habits within your
organization that may now be out-dated, to change ‘the way we do
things around here’ for the better.



                                54
THE SECOND LITTLE BOOK OF LEADERSHIP




 Want more?
Buy the book




                                   by
                                   Phil Dourado
                                   Published by Capstone


               Available through
  www.amazon.com           www.amazon.fr
  www.amazon.co.uk         www.amazon.de

                      55
THE SECOND
  LITTLE
 BOOK OF
LEADERSHIP
 IF YOU LIKED THIS, THEN

    CLICK HERE FOR THE
      First Little Book
       Of Leadership

   www.phildourado.com
 www.theleadershiphub.com

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The Second Little Book of Leadership

  • 1. THE SECOND LITTLE BOOK OF LEADERSHIP A free eBook from Phil Dourado. Pass it on. www.phildourado.com www.theleadershiphub.com
  • 2. If you are online, look out for links in this book as you read it. They will take you to interesting stuff on leadership. If you are not online, just enjoy the book without the links. Phil Dourado (Aha! There’s one...)
  • 3. THE SECOND LITTLE BOOK OF LEADERSHIP WHAT LEADERS DO (in just two words) 3
  • 4. THE SECOND LITTLE BOOK OF LEADERSHIP Create meaning Leadership experts have spent the past decade or so coming slowly (and with far too many words) to this two-word conclusion about what leaders do in a fast-changing world. 4
  • 5. THE SECOND LITTLE BOOK OF LEADERSHIP How we learn to be leaders 5
  • 6. THE SECOND LITTLE BOOK OF LEADERSHIP Leadership is viral, in a sense. We learn by ‘emulating’ or copying those we want to be like, often subconsciously, without realizing we are doing it. If you want people to behave a certain way, don’t tell them to do it. Model the way yourself. Phil Dourado 6
  • 7. THE SECOND LITTLE BOOK OF LEADERSHIP THEY KNOW WHO YOU REALLY ARE! 7
  • 8. THE SECOND LITTLE BOOK OF LEADERSHIP “Who you are speaks so loudly, that I cannot hear what you say.” - Emerson We tune out what people say if there is a dissonance - a discord - between what they say and what they do. So, you actually communicate as a leader by ‘doing’, not by ‘saying’. As Thomas Edison put it, “What you are will show in what you do.” 8
  • 9. THE SECOND LITTLE BOOK OF LEADERSHIP THE GOOD LEADER IS… 9
  • 10. THE SECOND LITTLE BOOK OF LEADERSHIP “A good leader is he* whom people revere. An evil leader is he whom people despise. A great leader is he of whom the people say ‘We did it ourselves’ ” - Lao Tsu * (Or ‘she’, of course) A good leader inspires people to have confidence in their leader. A great leader inspires people to have confidence in themselves. (That’s usually attributed to Eleanor Roosevelt, but I’m pretty sure it’s originally from Lao Tsu; it’s just a different translation of the above quote). 10
  • 11. THE SECOND LITTLE BOOK OF LEADERSHIP THE GOOD LEADER IS… (Take 2) 11
  • 12. THE SECOND LITTLE BOOK OF LEADERSHIP “A good leader is a person who takes a little more than their share of the blame and a little less than their share of the credit.” - John Maxwell 12
  • 13. THE SECOND LITTLE BOOK OF LEADERSHIP THE LEADER’S FOUR MOST IMPORTANT WORDS 13
  • 14. THE SECOND LITTLE BOOK OF LEADERSHIP “What do you think?” - Tom Peters, the ‘uber-guru’ of management and leadership So, what do I do with these four words? Use them every day. Peters says keep count - he says he does it on a piece of paper that he keeps in his pocket - of how many times you use ‘What do you think?’ every day. It is, he says, possibly your most powerful and least-used leadership tool. These four words turn leadership from a monolog (you tell) to a dialog (the people you work with contribute to leadership thinking and decisions). 14
  • 15. THE SECOND LITTLE BOOK OF LEADERSHIP Stop taking decisions Start making things happen 15
  • 16. THE SECOND LITTLE BOOK OF LEADERSHIP ‘Too many managers mistake decisions for action. A decision is not the same as action. Use plans, analysis, meetings & presentations to INSPIRE deeds, not as a substitute for action.’ - Stanford Professor Robert Sutton 16
  • 17. THE SECOND LITTLE BOOK OF LEADERSHIP THE SECRET OF HIGH PERFORMANCE 17
  • 18. THE SECOND LITTLE BOOK OF LEADERSHIP According to Mihaly Csíkszentmihályi, author of the book Flow: The Psychology of Optimal Experience, people perform to a higher level when they: 1. are faced with achievable challenge 2. receive regular feedback 3. are completely engaged by the task or overall purpose By ‘flow’ the author means that state of being ‘in the zone’ that athletes describe or of work ‘flowing’, with time appearing to fly by and you feel totally engaged in the task or goal. 18
  • 19. THE SECOND LITTLE BOOK OF LEADERSHIP Q: WHAT DO GREAT LEADERS INSPIRE? 19
  • 20. THE SECOND LITTLE BOOK OF LEADERSHIP A: Discretionary effort Steve Nielsen, former director of the FedEx Leadership Institute puts it this way: “Discretionary effort...is an employee’s desire to go beyond the collecting of a salary. It is a willingness to be interested and involved in assisting the organization in the accomplishment of corporate goals.” 20
  • 21. THE SECOND LITTLE BOOK OF LEADERSHIP From Me to We 21
  • 22. THE SECOND LITTLE BOOK OF LEADERSHIP Leadership is often described as a shift in thinking and focus from ‘me’ to ‘we’. If leaders fail, it is often because they have failed to make this shift in focus from producing results yourself to getting the best results from others. Take this further? There’s a nice piece on the Harvard Business website, called ‘Moving from ‘me’ to ‘we’. It takes about five minutes to read. 22
  • 23. THE SECOND LITTLE BOOK OF LEADERSHIP GREAT LEADERS KISS (Keep It Simple, Stupid) 23
  • 24. THE SECOND LITTLE BOOK OF LEADERSHIP “Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.” - General Colin Powell Simple is clever. Complicated just means you haven’t been clever enough to reduce ‘it’ to its essence. Whatever ‘it’ is. Too many organizations still assume the reverse – the more complicated something sounds, the more ‘clever’ it must be. And they are suspicious of ‘simple’, assuming it means ‘unsophisticated’. These are insecure organizations with insecure leaders. Phil Dourado 24
  • 25. THE SECOND LITTLE BOOK OF LEADERSHIP STOP TELLING PEOPLE WHAT TO DO 25
  • 26. THE SECOND LITTLE BOOK OF LEADERSHIP William M. McKnight, founder of 3M: “As our business grows, it becomes increasingly necessary to delegate responsibility and to encourage men and women to exercise their initiative. This requires considerable tolerance. Those men and women to whom we delegate authority and responsibility, if they are good people, are going to want to do their job in their own way. Mistakes will be made. But if a person is essentially right, the mistakes he or she makes are not as serious in the long run as the mistakes management will make if it undertakes to tell those in authority exactly how they must do their jobs. Management that is destructively critical when mistakes are made kills initiative. And it’s essential that we have many people with initiative if we are to continue to grow.” 26
  • 27. THE SECOND LITTLE BOOK OF LEADERSHIP SEE THE ‘GREAT’ IN PEOPLE 27
  • 28. THE SECOND LITTLE BOOK OF LEADERSHIP “Treat people as if they are what they could be, and they will become what they are capable of being.” - Goethe 28
  • 29. THE SECOND LITTLE BOOK OF LEADERSHIP IT’S NOT A WAR FOR TALENT 29
  • 30. THE SECOND LITTLE BOOK OF LEADERSHIP “How do you win? By getting average players to play good, and good players to play great. That’s how you win.” - Bum Phillips, American football coach Everyone talks about ‘The War for Talent’, from the book of the same name by McKinsey consultant Ed Michaels, as if there’s a scarce resource out there and you have to attract the best current performers to win. That’s dead wrong. The best leaders get people who had previously performed to ‘ordinary’ levels to play a level above. You do that by helping them see what they are capable of. 30
  • 31. THE SECOND LITTLE BOOK OF LEADERSHIP THE FORMULA FOR SUCCESS 31
  • 32. THE SECOND LITTLE BOOK OF LEADERSHIP “My formula for success is: Rise early. Work late. Strike oil.” - Oil magnate J. P. Getty Yes, it’s a joke. But, there’s a truth in it about making your own luck. Recent research, by interesting thinkers like Richard Wiseman, suggests that great leaders can make their own luck, in effect. As Pasteur said “Luck comes to the prepared mind”. And, as golfer Gary Player replied when told he was a lucky golfer, “It’s funny how the more I practice, the luckier I get.” Two interesting articles on luck and leadership. 32
  • 33. LEADERS CREATE THE SECOND LITTLE BOOK OF LEADERSHIP MORE LEADERS, NOT FOLLOWERS LEADERS CREATE MORE LEADERS, NOT FOLLOWERS 33
  • 34. THE SECOND LITTLE BOOK OF LEADERSHIP “A manager asked me how to get a group of janitors to take responsibility instead of ducking it. I asked who manages the supplies, cleaning schedules, keeping within budgets, etc. He said he did. I advised him to cede it all, step by step to the janitors. Let them set the schedules. Show them how to do the budgeting. He felt this was not possible with manual workers. But much of what we have to do today is turn manual workers into knowledge workers. The janitors now do the planning AND the doing. The supervisor serves them. He has become a servant leader. Costs are down, incidentally... Source: My notes from listening to the late, great Stephen R Covey 34
  • 35. THE SECOND LITTLE BOOK OF LEADERSHIP TAKE PEOPLE TO THE EDGE 35
  • 36. THE SECOND LITTLE BOOK OF LEADERSHIP “Come to the edge”, he said. They said, “We are afraid.” “Come to the edge”, he said. They came. He pushed them. And they flew. - Christopher Logue (That poem is usually ascribed to Apollinaire, but it was actually Christopher Logue writing about Apollinaire). Great leaders take people out of their comfort zone and overcome their fear of stretching beyond what they think they can do. You do that by ‘seeing’ the potential in people that they can’t see themselves. Walt Disney was great at doing this, apparently. 36
  • 37. THE SECOND LITTLE BOOK OF LEADERSHIP WATCH YOUR MOOD (Because they are WATCHING) 37
  • 38. THE SECOND LITTLE BOOK OF LEADERSHIP “A leader’s mood is infectious. It can spread like wildfire through an organization. You can poison or uplift the mood without realizing it.” - Mike Harris, Founding CEO of First Direct, the world’s most popular bank 38
  • 39. THE SECOND LITTLE BOOK OF LEADERSHIP REFUSE TO COMPETE 39
  • 40. THE SECOND LITTLE BOOK OF LEADERSHIP “We still use old warfare metaphors for business leadership, quoting ancient Chinese generals and applying them to business. But ‘beat the enemy’ doesn’t work. You need to compete to be unique, not the best.” Source: My notes from an interview with Harvard Professor Michael Porter. 40
  • 41. THE SECOND LITTLE BOOK OF LEADERSHIP ACT ‘AS IF...’ 41
  • 42. THE SECOND LITTLE BOOK OF LEADERSHIP “If you’re not sure what to do, think of a leader you admire, think ‘What would Richard Branson/Jack Welch/Mother Theresa (whoever it is) do in this situation?’ Then act ‘as if...’ you are that leader.” Source: I learnt that from Simon Woodroffe, founder of YO! Sushi, when we were thinking of writing a book together. 42
  • 43. THE SECOND LITTLE BOOK OF LEADERSHIP THE NEW RULES OF ENGAGEMENT 43
  • 44. THE SECOND LITTLE BOOK OF LEADERSHIP These are the eight things you need to provide as a leader, to ensure people are engaged and agree to be led by you 1. Meaningful Work 2. Autonomy (job ownership - the ability to take own decisions) 3. Connectedness with Colleagues 4. Connectedness with Leader (that’s you) 5. Collaboration 6. Recognition 7. Fairness 8. Growth From a study carried out by the Ken Blanchard Group of Companies 44
  • 45. THE SECOND LITTLE BOOK OF LEADERSHIP THE NEW GOLDEN RULE 45
  • 46. THE SECOND LITTLE BOOK OF LEADERSHIP Every major religion has the Golden Rule at its heart: ‘Do as you would be done by’. Only it’s not quite right. Because it assumes we are all the same, all want the same. The New Golden Rule for leaders is… DO TO OTHERS AS THEY WOULD HAVE YOU DO UNTO THEM Don’t assume other people want to be treated the same way you do. You only know what they want if you ask them. Phil Dourado 46
  • 47. THE SECOND LITTLE BOOK OF LEADERSHIP WORLD’S SIMPLEST LEADERSHIP SECRET 47
  • 48. THE SECOND LITTLE BOOK OF LEADERSHIP “The trick is to manage individuals the way that THEY want to be managed, rather than the way that YOU’d prefer to be managed. The only way to do this is to ASK. In your first (or next) meeting with each direct report ask: 1. How do you prefer to be managed? 2. What can I do to help you excel (that I’m not doing at the moment)? 3. What types of management annoy you (in particular, what do I do ‘to’ you that you’d rather I stop doing)? Source: Geoffrey James 48
  • 49. THE SECOND LITTLE BOOK OF LEADERSHIP EVEN SIMPLER VERSION (to put the New Golden Rule into practice) 49
  • 50. THE SECOND LITTLE BOOK OF LEADERSHIP Ask your direct reports these questions in your regular 1to1 sessions. And/or have this ‘leadership conversation’ regularly with your team in open team discussion. 1. What should I START doing that I don’t do now, to help you develop and perform? 2. What should I STOP doing as you feel it’s holding you back from producing your best work? 3. What should I CONTINUE doing in how I manage and lead you, to get the best performance possible from you and your people? Source: Lissy Thornquist, a leader I admire a lot, took the standard ‘Start, Stop, Continue’ continuous improvement questions and applied them to how she leads, as a framework for regular 1to1s with direct reports. And it works both ways; you can get your direct reports to ask you similar ‘What should I Start, Stop, Continue?’ questions in return. 50
  • 51. THE SECOND LITTLE BOOK OF LEADERSHIP THREE THINGS YOU MUST DO TO LEAD CHANGE 51
  • 52. THE SECOND LITTLE BOOK OF LEADERSHIP Edgar Schein’s Top 3 Success Factors in Leading Change 1. What a leader attends to, measures, rewards and controls is the main factor affecting culture. (‘Culture’ is ‘the way we do things around here’ - how people behave) 2. How leaders react to critical incidents. (Like a downturn. Or when things are going wrong. Do you or members of your team get defensive, go on the attack, support, blame?) 3. Leader role-modelling and coaching. (Put basically, they copy how you behave. And they will blossom and grow if you coach them. Personally. And they will then do the same to their subordinates. So, what you do cascades. ‘Top-down’ change isn’t a ‘program’. It’s personal.) Source: I learnt that from my friend Prof Aidan Halligan. Edgar Schein is possibly the world’s leading expert on workplace culture. The above is from his studies into how to change the way people behave at work. 52
  • 53. THE SECOND LITTLE BOOK OF LEADERSHIP Finally... A WORD FROM ALBERT EINSTEIN 53
  • 54. THE SECOND LITTLE BOOK OF LEADERSHIP Break your habits ‘How many people are trapped in their everyday habits; part numb, part frightened, part indifferent? To have a better life we must keep choosing how we are living’. - Albert Einstein. Challenge inertia and your own habits, and the habits within your organization that may now be out-dated, to change ‘the way we do things around here’ for the better. 54
  • 55. THE SECOND LITTLE BOOK OF LEADERSHIP Want more? Buy the book by Phil Dourado Published by Capstone Available through www.amazon.com www.amazon.fr www.amazon.co.uk www.amazon.de 55
  • 56. THE SECOND LITTLE BOOK OF LEADERSHIP IF YOU LIKED THIS, THEN CLICK HERE FOR THE First Little Book Of Leadership www.phildourado.com www.theleadershiphub.com