Concept Schools Leading from the Heart
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Transcript of Concept Schools Leading from the Heart
The Leading from the Heart Workshop®
2009 Annual Concept Schools Conference
“Employees are assets with feet.”
Press Release, Walker Information
About half of Human Resource professionals
say they are seeing new workers entering the
workforce lacking overall professionalism, written communication
skills, analytical skills, or business knowledge. SHRM: 2005 Future of the U.S.
Labor Pool Survey Report
By 2012, one out of five workers will be fifty-five years old or older.
Source: Bureau of Labor Statistics
“The Baby Boom is de-booming and soon there will be many more jobs than people available to fill them.”
“Why Retention Should Become a Core Strategy Now”
Harvard Management Update, October 2003
“It may be time to reconsider the ‘they have no place else to go’ strategy of
employee retention.” “Why Retention Should Become a Core Strategy Now”
Harvard Management Update, October 2003
values-based LEADERSHIP
interests common
Values-based leaders enlist employees by identifying
and showing them how that shared vision will satisfy mutual needs.
PERCENT
Less than half of all U.S.
employees trust their senior
leaders.
49
Source: Watson Wyatt’s WorkUSA 2006/2007 Survey
People join an organization.
They leave a manager.
Forget reality. Perception drives behavior.
“ KOUZES & POSNER The Leadership Challenge
WHAT WE FOUND IN OUR INVESTIGATION OF ADMIRED LEADERSHIP QUALITIES IS THAT MORE THAN ANYTHING, PEOPLE WANT TO FOLLOW LEADERS WHO ARE CREDIBLE. ”
Values-based leaders
demonstrate six vital
integrities. They:
! Accept challenges and take risks
! Master both listening and speaking
! Live by the values they profess
! Freely give away their authority
! Recognize the best in others
! Have a vision and convince others to share it
Vital
Integrities
Leadership actions that, when practiced proactively, demonstrate your
organization’s existing values and further establish your credibility as a leader.
vital integrities
[1] Accept Challenges and Take Risks
values-based leaders:
Risk seeking separates values-based leaders from the yesteryear-theory
bureaucrats who sit around supervising the work. Why is that important?
Leadership is proactive, as people can only follow leaders who are moving.
risk Verb: To do something despite danger;
to incur the chance of harm or loss by taking an action.
Risk Seekers …while others seek out opportunities to
lead.
Risk TakersSome people respond to challenges that are presented…
How we assess risk determines
how we take risk.
First, we weigh our chances of success.
Next, we measure the importance of success.
We also gauge how much control we have in the outcome.
We assess our own skill.
A values-based assessment should override all other assessments of risk. That is: does taking this risk demonstrate your adherence to the organization’s values, or not?
Leaders prefer asking for forgiveness rather than begging for permission.
“Each day brings you opportunities to raise important questions, speak to higher values, and surface unresolved conflicts. Every day you have the chance to make a difference in the lives of people around you.”
Ronald Heifetz, Leadership on the Line
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Risk Seeker
[2] Master Both Listening and Speaking
values-based leaders:
The way we communicate with our employees impacts how workers
understand our messages, and what actions, if any, they take in response.
vital integrities
—Boyd Clarke and Ron Crossland, The Leader’s Voice
“”
The biggest problem with leadership communication is
the that it has occurred. illusion
Jargon Jargon
A specialized vocabulary coined by, and intended for, a particular profession or discipline.
J A R G O N
Industrial phrases, buzzwords, and acronyms
are used as verbal shorthand to streamline communication among
colleagues.
“We need to meet our AMO in order to satisfy NCLB.”
“The ADA for our at-risks is twice as high as for
our GATEs.”
“We’re using integrated curriculum to meet the
benchmark for instructional minutes, but its messing
up our PTR.”
“What the…?”
why jargon? Speakers sometimes invoke workplace jargon to impress others, or to establish their membership in an elite faction. Some use jargon to exclude or confuse others, or to mask their own inexperience or lack of knowledge.
JARGON often includes euphemisms
used to substitute inoffensive expressions for those considered offensive.
These actions will “align our resources
with market needs and adjust the size of our
infrastructure.” – Chad Holliday, DuPont CEO
announcing the elimination of 3,500 jobs
20 percent of employees are regularly confused about what their
colleagues are saying, but are too embarrassed to ask for clarification
More than a third admitted using jargon deliberately—as a means
of either demonstrating control or gaining credibility
40 percent found the use of jargon in office meetings both irritating and distracting
One out of ten
dismissed speakers using jargon as both pretentious and untrustworthy
Source: Office Angels
A single voice.
A candid voice.
A genuine voice.
Your voice.
[3] Live By The Values They Profess
values-based leaders:
Now, since the onslaught of corporate scandals, we conceive of business
leaders as justice-obstructing, debt-hiding, earnings-overstating thieves who use company funds to purchase personal
artwork and to put on lavish birthday parties for family members.
vital integrities
“You will be confronted with questions every day
that test your morals. Think carefully, and for your sake, do the right
thing, not the easy thing.” - Dennis Kozlowski, speaking to
the St. Anselm College Class of 2002
“Ex-Tyco Chief Executive Kozlowski Sentenced to 8 to 25
Years”Headline / Bloomberg.com / 09.19.2005
Strong Fundamental Values
“We must demand of ourselves and of each other the highest standards of individual and corporate integrity. We safeguard company assets. We comply with all company policies and laws.”
Source: The Tyco Guide to Ethical Conduct
“We safeguard company assets.” Regency mahogany bookcase, c. 1810, $105,000
George I walnut arabesque tallcase clock, $113,750
Custom queen bed skirt, $4,995
Custom pillow, $2,665
Ascherberg grand piano, c. 1895, $77,000
Chandelier, Painted Iron, c. 1930, $32,500
Pair of Italian armchairs, c. 1780, $64,278
Persian rug, 20 feet by 14 feet, $191,250
“”
We’ve got this idea that business means
anything goes. R. Edward Freeman, Director
Olsson Center for Applied Ethics
Used-car salesperson…slick
Politician…dishonest
Personal injury lawyer…greedy
Insurance agent…pesky
Postal worker…postal
Business leader…fraud
Consistency between an organization’s stated values
and its leaders’ actual behavior is critical to credibility.
a l i g n m e n t Once they feel aligned, individuals can start envisioning their place in supporting the organization’s success.
When there is
between what leaders say and what they do, employees immediately and rightly recognize those leaders as frauds.
discrepancy
Eighty-two percent of workers would rather earn less money at
an organization with ethical business practices than receive
higher pay at a company with questionable ethics.
WH
Y B
OTH
ER?
LRN Ethics Study 2006
Employees are searching for leaders
with integrity who prove their credibility
continuously.
Prove yours!
[4] Freely Give Away Their Authority
values-based leaders:
Why the emphasis on giving away authority? Giving authority to others demonstrates trust in people. Trusted
employees are more effective, creative, and satisfied. And a funny thing happens
when you trust people—they trust you back!
vital integrities
“Hierarchy is an organization with its face
toward the CEO and its ass toward the customer.”
-Kjell A. Nordström and Jonas Ridderstråle Funky Business
Giving away our authority is a personal challenge. It involves
sharing influence, prestige, and applause, while forcing us
to deal with our personal insecurities.
Once you abandon those concerns, you
will recognize empowering others as
its own reward.
“But my employees don’t want to be empowered!”
Common Rebuttal
The bottleneck is at the top of the bottle.
Gary Hamel
“
”
Micromanaged employees “live
down to” the expectations set for them, thereby
perfectly conforming to the micromanager’s views of them.
SAT THEM FURTHER AWAY
SMILED AT THEM LESS
MADE LESS EYE CONTACT WITH THEM
CALLED ON THEM LESS
CRITICIZED THEM MORE
GAVE THEM LESS TIME TO ANSWER QUESTIONS
WITHHELD PRAISE FOR SUCCESSFUL ANSWERS
PRAISED THEM FOR MARGINAL ANSWERS
DEMANDED LESS WORK FROM THEM
TEACHERS & MICROMANAGERS Researchers studied how teachers
behaved toward students for whom they had low expectations. They:
Leaders who consider themselves effective
are less apt to micromanage
and more likely to set high expectations for their
employees.
[5] Recognize the Best in Others
values-based leaders:
Values-based leaders recognize that each person’s talents are unique and that a
person’s best opportunity for growth is in exploiting those strengths.
vital integrities
What prevents our employees from doing what they do best?
Usually, our emphasis on what
they do worst.
Gallup survey
question:
“At work do you have the
opportunity to do what you do best
every day?”
! Strongly Agree (20 percent)
! Strongly Agree
38 percent more likely to work in business units with higher productivity
50 percent more likely to work in business units with lower turnover
44 percent more likely to work in business units with high customer satisfaction scores
Source: Now, Discover Your Strengths Marcus Buckingham and Donald Clifton
achieve greatness
When we force our employees to strive for proficiency in everything, we miss the opportunity for them to
or mastery in something— in the one area where they may, indeed, achieve just that.
Identifying each person’s strongest talents permits everyone the
opportunity to contribute what they do
BEST.
jeff [email protected]
“I’d rather interview 50 people and not hire anyone than hire
the wrong person.”
[6] Have a Vision and Convince Others To Share it
values-based leaders:
We often describe children as having wild or active imaginations. The best
leaders never outgrow their imaginative gift.
vital integrities
“The age-old secret to generating buy-in is to
strategically design, target, and deliver a story that projects a
positive future.”
Mark S. Walton Generating Buy-In: Mastering the Language of Leadership
Have a Vision
Good leaders have a vision.
They hold in their minds pictures of
what is possible.
Convince Others to
Share It
Great leaders convince others to share their vision by articulating it in memorable and inspirational ways.
The first stonemason replies:
The second stonemason replies:
“I’m cutting stone.”
“I’m building a great cathedral.”
Old story: Two stonemasons are working on the same project. An observer asks, “What are you doing?”
“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long
for the endless immensity of the sea.” ̶ Antoine de Saint-Exupéry
“Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe.”
Churchill
To lead effectively, you must stimulate the behavior you
are seeking.
I N S P I R E
vital
integrities
values-based leadership
! Accept challenges and take risks
! Master both listening and speaking
! Live by the values they profess
! Freely give away their authority
! Recognize the best in others
! Have a vision and convince others to share it
SIX
leadership is a craft, with the best practitioners guided by their
values
The Leading from the Heart Workshop®
2009 Annual Concept Schools Conference