Accepting the Challenge to Lead Regional Conference 11-9-06

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Accepting the Challenge to Lead Regional Conference 11-9-06

  1. 1. Accepting the Challenge to LeadPerspectives for the Professional Community Manager Presentation for theCommunity Associations InstituteRegional Conference – November 9, 2006 Presented by:Thomas L. Willis, CMCA, PCAM, Vice President,Zalco Realty, Inc.&Raymond B. Via, Jr., Esq.,Linowes and Blocher, LLP
  2. 2. Leadership
  3. 3. Leadership
  4. 4. Leadership
  5. 5. Leadership
  6. 6. Leadership
  7. 7. Leadership
  8. 8. Leadership
  9. 9. Leadership
  10. 10. Leadership
  11. 11. Leadership
  12. 12. Leadership
  13. 13. Leadership
  14. 14. Leadership
  15. 15. Leadership
  16. 16. Leadership
  17. 17. Leadership
  18. 18. Leadership
  19. 19. Your face here?The Big Buy-in
  20. 20. Leadership How did we get here and where are wegoing??? Challenges & opportunities It’s PERSONAL
  21. 21. BasicsDispelling myths
  22. 22. BasicsDispelling mythsLeadership is a rare skill
  23. 23. BasicsDispelling mythsLeadership is a rare skillLeaders are born, not made
  24. 24. BasicsDispelling mythsLeadership is a rare skillLeaders are born, not madeOrganizations must have only one leader
  25. 25. BasicsDispelling mythsLeadership is a rare skillLeaders are born, not madeOrganizations must have only one leaderAll leaders are charismatic
  26. 26. BasicsDispelling mythsLeadership is a rare skillLeaders are born, not madeOrganizations must have only one leaderAll leaders are charismaticLeaders control people
  27. 27. BasicsThree foundation blocksAmbitionCompetenceIntegrity
  28. 28. BasicsThe Leader as “Social Architect” – Creating anatmosphere for growth, learning, cohesion Structures Acknowledgment Creativity
  29. 29. BasicsThe “Servant Leader”Fail to honor people,They fail to honor you.But of a good leader, who talks little,When his work is done, his aim fulfilledThey will all say, “We did this ourselves”- Lao-tzu
  30. 30. ApplicationsManager vs. Leader –contrasting perspectives
  31. 31. ApplicationsJim Collins – “Level 5 Hierarchy”
  32. 32. ApplicationsCommunity Manager as Social Architect Structure – Communication of vision - “why” Acknowledgement – Association cheerleader Creativity – Setting the table & sublimating ego
  33. 33. ApplicationsCommunity Manager as Servant LeaderLeaders by definition
  34. 34. Self Examination/Self AwarenessHow do others relate to you?Are they inspired and creative?
  35. 35. Self Examination/Self AwarenessHow to others relate to you?Do they feel free to make an occasional mistake?
  36. 36. Self Examination/Self AwarenessHow do others relate to you?Are they hesitant to take a stand?
  37. 37. Self Examination/Self AwarenessHow do others relate to you?Are they inclined to speak upwhen you are wrong?(are you EVER wrong?)
  38. 38. Self Examination/Self AwarenessHow do others relate to you?Do they feel a part of the process orremoved from it?
  39. 39. Self Examination/Self AwarenessHow do others relate to you?Do they feel significant and that they aremaking a meaningful contribution?
  40. 40. Self Examination/Self AwarenessHow do others relate to you?Do you get a sense that they feel pridein the community?
  41. 41. Self Evaluation/Self AwarenessCharacteristics of successful leaders (noteparadoxes and balances)SELF TEST
  42. 42. Self Evaluation/Self AwarenessSELF TEST RESULTS – “360” EXERCISEChallenge yourselves & your group members“My best friend is the one who brings out the best in me” –Henry Ford(marginally controlled creative chaos happens here)
  43. 43. Positive Self RegardKnow your strengths and weaknessesSet goals for yourself“Fire the yes men”See how your & others’ strengths fit intothe organizationDon’t reinvent the wheel – find mentors,acknowledge sources of learning
  44. 44. “Four Lessons of SelfKnowledge”from Warren Bennis You are your own best teacher Accept responsibility, blame no one You can learn anything you want True understanding comes from reflecting on yourown experience
  45. 45. The Vision Thing
  46. 46. The Vision ThingTheSocial Architect
  47. 47. The Vision ThingVision can takemany forms
  48. 48. The Vision ThingFor a vision to be successful,it must be meaningful to theSTAKEHOLDERS
  49. 49. The Vision ThingThere is no one right wayto develop vision
  50. 50. The Vision ThingA “pragmatic dreamer”makes persons feelsignificant
  51. 51. The Vision Thing“Get the horses outof the barn first”
  52. 52. The Vision ThingOnce goals of the community arearticulated AND there isgeneral agreement, the vision isreally speaking to people,THEN the process begins totake care of itself
  53. 53. The Vision ThingVisioncommunicatesMEANING
  54. 54. Concluding ThoughtsEffective Leader = Full Integrated PersonManage yourself – lead others“A person really doesn’t become wholeuntil he becomes a partof something bigger than himself”-Jim Valvano
  55. 55. Admiral Horatio Nelson’s Dozen
  56. 56. Admiral Horatio Nelson’s Dozen
  57. 57. Admiral Horatio Nelson’s DozenSIMPLE, CLEAR PLAN
  58. 58. Admiral Horatio Nelson’s DozenNOBLE, PURPOSEFULGOAL
  59. 59. Admiral Horatio Nelson’s DozenENGAGECOMMUNICATE
  60. 60. Admiral Horatio Nelson’s DozenPICK GOOD PEOPLE
  61. 61. Admiral Horatio Nelson’s DozenLEAD BY “LOVE”
  62. 62. Admiral Horatio Nelson’s DozenVIGOR!
  63. 63. Admiral Horatio Nelson’s DozenMASTERY OF SKILLS
  64. 64. Admiral Horatio Nelson’s DozenWORKAHOLIC
  65. 65. Admiral Horatio Nelson’s DozenLEAD BY EXAMPLE
  66. 66. Admiral Horatio Nelson’s DozenAVOID FEAR OFFAILURE
  67. 67. Admiral Horatio Nelson’s DozenBE LUCKY
  68. 68. Admiral Horatio Nelson’s DozenTRUST YOUR GUT –SEIZE THE MOMENT

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