Effective Leadership Practices

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Effective Leadership Practices

• NACM
• Leadership Core Competency Fundamentals

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Leadership Isnt Only

• Position and place
• Skills and systems
• Tools and techniques

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Leadership It Is Also

• You being you
• Practicing what you preach
• Doing what you say you will do
• Finding your voice

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Defining Leadership

• An influence relationship among leaders and
  followers who intend real changes that reflect
  their mutual purposes.
• (Joseph Rost, Leadership for the Twenty First
  Century).
• When one or more persons engage with others in
  such a way that leaders and followers raise one
  another to higher levels of motivation and
  morality.
• (James MacGregor Burns, Leadership).

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The Tough Thing About Leadership

• Part Do, Part Be
• Managers Do Things Right. Leaders Do the Right
  Thing.
• What is the right thing to do? Sez who?
• Building trust

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NACM Leadership Competencies

• Be credible in action
• Create focus through vision and purpose
• Manage interdependencies Work beyond the
  boundaries
• Create a high performance environment
• Do skillful and continual diagnosis

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• Being Credible in Action

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Credibility?

• 64 percent said they dont believe what
  management says
• 50 percent said they arent informed about the
  organizations plans

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Credibility

• Do as I say, AND as I do
• Decisions and actions consistent, timely
• Honest behavior
• Know their jobs
• Know (and care about) them
• Foster communication and community
• Provide opportunities to grow and learn
• As much as possible, people make their own
  decisions
• Give people credit
• Solve problems and foster success

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Ethics A Key to Credibility

• Managers do things right. Leaders do the right
  thing.
• Warren Bennis
• Whats the right thing?
• Weigh the pragmatic in the clarifying light of
  the moral.
• Max DePree, former President, Herman Miller

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• Creating Focus Through Vision and Purpose

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Vision

• Put it before them briefly so they will read it,
  clearly so they will appreciate it, picturesquely
  so they will remember it and, above all,
  accurately so they will be guided by its light.
• Joseph Pulitzer

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Vision Test

• A realistic, credible, attractive future
• A future that is better, more successful, or more
  desirable than the present
• A desirable destination
• An idea so energizing that it, in effect, jump
  starts the future by calling forth the skills,
  talents and resources to make it happen

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Strategic Leadership

• Purpose
• Priorities
• Capacity
• Context
• Action
• Alignment

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Three Key Questions

• Where are we now?
• Where do we go?
• How do we get there?
• The difference between being an entourage in an
  activity trap and an organization with a focus.

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The Essence of It All

• Focus on Contribution

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• Beyond the Boundaries Managing Interdependencies

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• There are no results within the walls of an
  organization.
• -Peter Drucker

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What Theyre Telling Us

• 35 percent feel the justice system
  works and people get the
  justice they deserve
• 62 percent disagree
• Opinion Research Corporation, 1997

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More of What Theyre Telling Us

• 80 percent- Cases are not resolved in a timely
  manner
• Over 50 percent- Judges do not give adequate time
  and attention to each individual case
• Over 50 percent- Courts do not make sure their
  orders are enforced
• 40 percent- Court rulings are not understood by
  the people involved in case
• 40 percent- Courts are not in touch with their
  communities

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Leadership Beyond the Boundaries

• Work on Relationships
• Begin With Inquiry
• Listen
• Understand Interdependencies
• Anticipate Needs
• Manage Expectations
• Keep Up the Dialogue

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• Creating a High Performance Work Environment

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Exercising Influence

• Beyond Organization Structure and Formal
  Authority
• Power in Your Position, or,
• Power in Your Person, or,
• Both?

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Assumptions of the Worlds Best Leaders

• Each persons talents are enduring and unique
• Each persons greatest room for growth is in
  areas of his or her greatest strength

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Great Leaders

• Look for talent in every role
• Focus peoples performance on outcomes rather
  than force them into a stylistic mold
• Treat each employee differently
• Spend most of their time with their best people
• The Gallup Organization

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• Doing Skillful and Continual Diagnosis

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The Leader as Diagnostician
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21st Century Leadership Development

• Stop concentrating on the leader
• See leadership as an episodic affair of a group
  (not a desired way of life of a single
  individual)
• Educate people to use influence, not authority
• Develop people to work in a non-coercive
  relationship
• Develop peoples collaborative skills
• Build trust among diverse people (leadership
  relationships are based on mutual trust)
• Joseph Rost