1. LEADERSHIP
EXCELLENCE IN
ACTION
Strategies to Engage and Inspire People
Talia Fox, M.Ed., KUSI Training

2. Activity
BLINK

3. Rate Yourself On a Scale of 1 - 10
• Confidence when people are frightened
• Certainty when people are unsure
• Action where there is hesitation
• Strength where there is weakness
• Expertise where there is floundering
• Courage where there is cowardice
• Optimism where there is cynicism
• Conviction that the future will be better
Source: AMA

4. Rate Yourself On a Scale of 1 - 10
• What is your evidence for your rating?
• What are your values and strengths?

5. Partner Exercise: A Live
Assessment
1. Choose a partner or two.
2. Describe a time when you were at your best?
What did you learn about yourself?
3. Describe a time when you overcame a
challenge? What did you learn about yourself?
4. Set your phone time 5 minutes then switch.

6. Partner Exercise: A Live
Assessment
a. List sources of power needed to be influential.
b. Take a self-assessment to identify personal leadership
strengths.
c. Explore the art of delegation and effective team leadership.
d. Explore the role of feedback and performance measures.
e. Create an action list with and explore plans to measure
success.

7. Critical Success Factors
1. Accomplishment of Work
2. Quality
3. Teamwork
4. Morale
5. Delegation
6. Empowerment
7. Stable Systems
8. Planning
9. Learning
10. Recognition and Rewards
Source: AMA

8. Apply Leadership Essentials
Shift for Amateur to Professional
48
 Turns knowledge into practice
 Articulates and implements
awareness
 Expresses ideas and motivates
others
 Follows value description
 Seeks challenges to grow and
innovate
 Leverages resources and shapes
opportunities
 Liquidates collective value
 Makes choices based on values
 Has knowledge
 Has awareness
 Has great ideas
 Follows job description
 Stays in comfort zone
 Collaborates
 Understands the power
of individual contributions
 Has values

9. What Do Leaders Talk About?
 Vision
 Mission
 Values
 Goals
 Performance
 Challenges
 Change

10. Four Communication Strategies
High Energy
Personal
Connection
Deliberate
Choices
Natural
Conversational
Style

11. Communicating With Confidence

12. Powerful Communication Influencers
Competence Trustworthiness Expertise Likability Composure Sociability

13. Strategies to Communicate
Effectively
Are You Confident In Your Communication Skills?
– Internal vs. External Confidence
– Non verbal
– Verbal
– Emphatic Tone
– Style
– Participant interactions

14. Facts Vs. Feelings
Facts Tell, Stories Sell
Know how to use facts
• Facts are provable data points that
generate awareness or
understanding of a problem/issue
• Facts appeal to reason (Left-
brain); accordingly they illicit an
intellectual response (i.e.
agreement or disagreement)
• Facts can be selectively dismissed
by the listener or lost among other
facts; so they should be used with
purpose and intention
Know how to use stories
• Stories are extremely powerful
ways of emotionally connecting
people to new ways of thinking in a
way that they will remember
• Stories are experiential and
therefore can’t be disputed via
argument
• If you want someone to internalize
a thought or be persuaded by new
information you offered them—tell
them a story

15. Your Personal Power List
 Your Position: The What
 Your Resources: The Access
 Your Vibe: The personality and energy (Blink Impression)
 Your Positive Control: What can you do for others?
 Your Negative Control: What can you do to others?
 Skills and Knowledge: What do you know?
 Your reputation and performance

16. Just Because You Are The Playing,
Does Not Mean That the Game Stops
 To accomplish a mission
 To gain access to resources
 To protect reputations, work, people
 To acknowledge differences and good work
 To leverage “play nice” effect

17. Great Leaders
What does your organization look for in great leaders?
Do you have it? Do you want it?
• Desire to lead and passionate about the cause!
• Technical ability and Skills
• Completion of tasks and managing time and skills
• The ability to influence and negotiate
• Integrity and reliability

18. Building An Image That Inspires?
• The Look
• The Sound
• The Precision
• The Credibility
• The Woo

19. What Is Trust?
Trust (n.) – a willingness to put yourself at risk
based on another person’s actions
Source: Interaction Associates

20. High Trust = Goal Achievement
When employees have a
high level of trust in
management and the
organization, the
company becomes
significantly better at
achieving its business
goals.
Source: Interaction Associates

21. Do People Trust Management?
Lack of management trust is the biggest barrier to
building effective organizations
– Development Dimensions Intl. Survey
61% don’t believe management tells them the
truth
– Council for Communication Study
Only 38% trust employers to keep their promises
– Princeton Survey Research Associates

22. What Is Your Action Plan?
• Monday Morning –
Coffee in hand?
• What will you do
differently?