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Leadership (The Good, the Bad and the Ugly)

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Leadership (The Good, the Bad and the Ugly)

Edited slide deck from my November 12, 2015 presentation to the San Antonio North Chamber of Commerce, Technology Interest Group

Edited slide deck from my November 12, 2015 presentation to the San Antonio North Chamber of Commerce, Technology Interest Group

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Leadership (The Good, the Bad and the Ugly)

  1. 1. • Managers –influence limited to the authority of their positions • Leaders –influence beyond those dictated by formal authority “Not all leaders are managers…all managers are not leaders” On Leadership
  2. 2. Not everyone Leaders are born Classes can instruct Assuming the mantle My Opinion: On Leadership
  3. 3. Extraordinary confidence Subordinates ego Embraces the team “Sees” the future My Opinion: On Leadership
  4. 4. My Opinion: On Leadership Communicates that vision Motivates them to accomplish Delegates Driven to succeed
  5. 5. US companies spend almost $14 billion annually on leadership development.1 Almost two-thirds of the respondents identified leadership development as their #1 concern.2 Around 30% of US companies admit that they have failed to exploit their international business opportunities fully because they lack enough leaders with the right capabilities3 1 (Laci Loew and Karen O’Leonard, Leadership Development Factbook 2012: Benchmarks and Trends in U.S. Leadership Development, Bersin by Deloitte, July 2012, bersin.com) 2(See The State of Human Capital 2012—False Summit: Why the Human Capital Function Still Has Far to Go, a joint report from The Conference Board and McKinsey, October 2012) 3(Pankaj Ghemawat, “Developing global leaders,”McKinsey Quarterly, June 2012) On Leadership
  6. 6. “15 Ways to Identify Bad Leaders” (http://www.forbes.com/sites/mikemyatt/2012/10/18/15-ways-to-identify-bad-leaders/). Toxic Leadership 1. Leaders who can’t see it probably won’t find it: Leaders without vision will fail – cannot inspire teams – cannot motivate performance – create sustainable value. 2. When leaders fail to lead themselves: A leader who lacks character or integrity will not endure the test of time. 3. Put-up or shut-up: Nothing smacks of poor leadership like a lack of performance. 4. Beware the know-it-all: The best leaders are acutely aware of how much they don’t know. 5. When there’s a failure to communicate: A leader with poor communication skills and I’ll show you someone who will be short-lived in their position. 6. It’s all about them: If a leader doesn’t understand the concept of “service above self” they will not engender the trust, confidence, and loyalty of those they lead. Long story short - if a leader receives a vote of no-confidence from their subordinates…game over 7. Sing a little Kumbaya: Rarely does great leadership exist without love being present and practiced. 8. One size fits all leadership style: The best leaders are fluid and flexible in their approach. They understand the power of, and necessity for contextual leadership.
  7. 7. Toxic Leadership 9. Lack of focus: Leadership is less about balance and more about priority. Leaders who lack the focus and attention to detail needed to apply leverage and resources in an aggressive and committed fashion will perish. 10. Death by comfort zone: The best organizations beat their competition to the future, and the best leaders understand how to pull the future forward. 11. Not paying attention to the consumer: Leaders not attuned to the needs of the market will fail. 12. Get Invested: Leaders not fully committed to investing in those they lead will fail. The best leaders support their team, build into their team, mentor and coach their team, and they truly care for their team. 13. The “A” word: Real leaders are accountable. They don’t blame others, don’t claim credit for the success of their team, but always accept responsibility for failures that occur on their watch. 14. It’s the culture stupid: The lesson here is that culture matters – forget this and all other efforts with regard to talent initiatives will be dysfunctional, if not altogether lost. 15. Show some chutzpa: Leadership absent courage is a farce. I’m not referring to arrogance or bravado, but real courage. Make the tough decision, listen rather than speak, admit your faults, forgive the faults of others, not allow failure to dampen your spirit, stand for those not capable of standing for themselves, and to remain true to your core values.
  8. 8. McKinsey Quarterly - Decoding leadership: What really matters New research suggests that the secret to developing effective leaders is to encourage four types of behavior. January 2015 | by Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan http://www.mckinsey.com/insights/leading_in_the_21st_century/decoding_lead ership_what_really_matters On Leadership
  9. 9. Top Kinds of Leadership Behavior Four kinds of behavior account for 89 percent of leadership effectiveness (Top kinds of leadership behavior)
  10. 10. Top Kinds of Leadership Behavior Four kinds of behavior account for 89 percent of leadership effectiveness (Top kinds of leadership behavior)
  11. 11. On Leadership Case History
  12. 12. The mantle of leadership, and the responsibilities of being at the pointy end of the spear was not something I sought. I was (and still would be) willing to subordinate myself to a strong leader, someone capable of having a vision, setting strategy and goals, and directing the team to accomplish them. But if the situation dictates that I step up, then I am more than willing because I believe we have amazing things ahead of us, and that potential is in the future. On Leadership “The Pointy End of the Spear”
  13. 13. Failed Leadership (Evolution of a Toxic Leader) Company #1 Jan-Sept 2014 Exits Nov. 2014  Lack of focus  Divisiveness & Egos  Rancor
  14. 14. Company #1 Jan-Sept 2014 Exits Nov. 2014  Lack of focus  Divisiveness & Egos  Rancor Company #2 Jan-June 2015  Starts as “equal” partners  “Me” versus “Us”  Unincorporated  Secretive  Unequal partners Failed Leadership (Evolution of a Toxic Leader)
  15. 15. Company #1 Jan-Sept 2014 Exits Nov. 2014  Lack of focus  Divisiveness & Egos  Rancor Company #2 Jan-June 2015  Starts as “equal” partners  “Me” versus “Us”  Unincorporated  Secretive  Unequal partners NewCo Failed Leadership (Evolution of a Toxic Leader)
  16. 16. Later learned Company #1 Jan-Sept 2014 Exits Nov. 2014  Lack of focus  Divisiveness & Egos  Rancor Company #2 Jan-June 2015  Starts as “equal” partners  “Me” versus “Us”  Unincorporated  Secretive  Unequal partners NewCo Failed Leadership (Evolution of a Toxic Leader)
  17. 17. Later learned Consultant with key strategic partner – FIRED for non-performance Company #1 Jan-Sept 2014 Exits Nov. 2014  Lack of focus  Divisiveness & Egos  Rancor Company #2 Jan-June 2015  Starts as “equal” partners  “Me” versus “Us”  Unincorporated  Secretive  Unequal partners NewCo Failed Leadership (Evolution of a Toxic Leader)
  18. 18. Later learned Consultant with key strategic partner – FIRED for non-performance Company #1 Jan-Sept 2014 Exits Nov. 2014  Lack of focus  Divisiveness & Egos  Rancor Company #2 Jan-June 2015  Starts as “equal” partners  “Me” versus “Us”  Unincorporated  Secretive  Unequal partners NewCo A THREE TIME (or more) LOSER Failed Leadership (Evolution of a Toxic Leader)

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