Malandro Consulting Group Fearless Leadership
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Fearless leadership is not a concept; it is an action. It is defined by the choices you make each day. It does not matter what you do or where you are in the organization. Title, position, status, and hierarchy do not define fearless leadership. You define it by how you behave, your attitude, your ability to rebound, and by the results that you produce. You can change your behavior to achieve a much higher level of success.
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Malandro Consulting Group Fearless Leadership
- 1. Fearless Leadership Author of Speak Up, Show Up, and Stand Out, and Say it Right the First Time Malandro Consulting Group
- 2. Fearless Leadership: How to Overcome Behavioral Blind Spots and Transform Your Organization Malandro Consulting Group
- 3. Fearless Leadership is Not the Absence of Fear. It is the courage to risk what is familiar and comfortable for a much higher level of success. Malandro Consulting Group
- 4. You Have a Choice About your Future ARE YOU WILLING TO: • Confront anything that is in the way of achieving what you want? • Change how you behave and communicate? Malandro Consulting Group
- 5. The Promise of Fearless Leadership You will have the ability and skills to: • Influence change • Increase your personal effectiveness • Produce greater results • Renew your commitment and enthusiasm • Boost team and organizational productivity Malandro Consulting Group
- 6. PRINCIPLE #1: Nothing works unless people are working together. Does your team consistently work together effectively? Malandro Consulting Group
- 7. PRINCIPLE #2: You pay a high price when people issues are ignored or misdiagnosed. What issues are you ignoring? And, what price are you paying? Malandro Consulting Group
- 8. PRINCIPLE #3: Stop tolerating unproductive behavior. Openly discuss blind spots. Does your team openly discuss unproductive behavior in a constructive manner? Malandro Consulting Group
- 9. PRINCIPLE #4: Build strong partnerships where everyone is 100% Accountable Do you (or team members) blame people or circumstances? Or, does each person take 100% Accountability for your results? Malandro Consulting Group
- 10. Are You Willing to Ask the Tough Questions? What unproductive behaviors are… 1. Holding me back? 2. Holding our team back? 3. Holding our organization back?? Malandro Consulting Group
- 11. The 10 Blind Spots 1. Going it alone 2. Being insensitive to your impact on others 3. Having an “I know” attitude 4. Avoiding difficult conversations 5. Blaming others or circumstances 6. Treating commitments casually 7. Conspiring against others 8. Withholding emotional commitment 9. Not taking a stand 10.Tolerating “good enough” Malandro Consulting Group
- 12. The 5Requirements for Fearless Leadership: Leaders and Managers Must: 1. Take 100% accountability for both business results and for their impact on people. 2. Speak with one voice and authentically align. 3. Openly discuss blind spots. 4. Stand for the success of each other. 5. Be willing to make the tough calls. Malandro Consulting Group
- 13. Are You Willing to Play Big to Produce Big Results? Malandro Consulting Group
- 14. -William Jennings Bryan “DESTINY… IS NOT MATTER OF CHANCE; IT IS A MATTER OF CHOICE.” Williams Jennings Bryan 1860-1925 Malandro Consulting Group
- 15. Fearless Leadership Malandro Consulting Group
- 16. More Business Communication Books by Loretta Malandro Malandro Consulting Group
- 17. ABOUT THE AUTHOR: DR. LORETTA MALANDRO •Author of Speak Up, Show Up, and Stand Out and Fearless Leadership •Ph.D. from Florida State University in Communication Theory and Research •Undergraduate degree from Kent State University in Speech Communication •CEO of the Malandro Consulting Group, Scottsdale, Arizona, U.S.A. •Highly recognized executive consultant •Top ranking world-wide speaker Malandro Consulting Group
- 18. How to Contact the Malandro Consulting Group Website: www.Malandro.com Email: Partners@Malandro.com www.LinkedIn.com/in/lorettamalandro Telephone: +1-480-970-3200 Headquarters: Scottsdale, Arizona, U.S.A. Malandro Consulting Group
Hinweis der Redaktion
- Speaker Notes for Slide #3 Definition of Fearless Leadership: (See page 118 in book) You have two choices: (See page 3 in book) The first choice is to continue what you are already doing. It’s comfortable, safe, and familiar. But there is a second path on which you can achieve a much higher level of personal success. It compels you to move in a new direction and engage with others in a new way. On this second path, you will access the personal power you need to shape your future and the future of your team and organization.
- Speaker Notes for Slide #4 Real change starts with you: (See page 4 in book). Fearless leadership is not a concept; it is an action. It is defined by the choices you make each day. It does not matter what you do or where you are in the organization. Title, position, status, and hierarchy do not define fearless leadership. You define it by how you behave, your attitude, your ability to rebound, and by the results that you produce. You can change your behavior to achieve a much higher level of success.
- Speaker Notes for Slide #5 The Promise and Results of Fearless Leadership (see page 5 in book): Fearless Leadership provides you with a methodology for breaking the cycle of unproductive behavior in yourself in others. It provides you with a system for how to take a bold leadership stand (regardless of your position or title), drive business results, and build strong partnerships.
- Speaker Notes for Slide #6 Behavior drives results: (See page 9 in book): Business results depend on how people work together. You cannot change business results by only changing systems, organizations, people, or other external factors. Unless you change how people behave and engage with one another, business results will be limited. Change how people behave and how leaders lead, and you will dramatically alter what the organization can achieve.
- Speaker Notes for Slide #7 Treat the real problem, not the symptoms: (See pages 6-10 in book): The quickest way to undermine business results is to ignore or misdiagnose people issues. Unresolved people issues fester and sabotage the results of the team and organization. You cannot manage people issues with business solutions. No amount of improved systems, reorganization, or changing team players will solve the lack of leadership alignment, individuals and teams who do not work well together, or the lack of cross-functional collaboration. All too often leaders and organizations rely on familiar fixes but neglect the behavioral issues. You can change how people behavior. You can change the effectiveness of a team. You can change the culture of a business unit or organization. But you must confront the real problem—how people work together and the environment in which they work—before you can solve the issues.
- Speaker Notes for Slide #8 Confronting behavioral blind spots and building a high performance environment: (See pages 11-14 in book): A behavioral blind spot is unproductive behavior. This applies to individuals, executives, leaders, managers, teams, business units, and enterprise collaboration. No one is immune. Leaders must be willing to acknowledge that they have blind spots and examine what specific blind spots they have. When you take on building a high performance environment, you must raise the standard of behavior for everyone.
- Speaker Notes for Slide #9 Culture of Accountability: (see pages 105-107) What is typically referred to as accountability is a 50/50 model where people say, “I’ll do my part if others do their part”. This conditional form of accountability does not work and blame and finger-pointing are often the end result of 50-50 accountability. Organizations that produce consistent, extraordinary results engage in an initiative to raise their behavioral standards to the level of high performance. Everyone in the organization masters and applies being 100% accountable for both business results and for their impact on people.
- Speaker Notes for Slide #10 Answering the tough questions: (see pages 18-22 in book) Most organizations have a clear business vision but have vague behavioral standards. Even those organizations that have a list of strong values, seldom provide their people with the skills and training they need to turn values into consistent, productive action. Good behavior is not common sense. Without a cohesive and consistent framework for how to behave, people act and react in ways that are unconstructive. The place to begin is by asking the tough questions about what is holding me/us back? Be brutally honest in answering these questions.
- Speaker Notes for Slide #11 The 10 Blind Spots: See Chapter 2, pages 33-62 in book) Understanding blind spots at an intellectual level is insufficient for producing lasting change. You must confront blind spots at an emotional level and ask: “How is my behavior affecting others”, “how is our team’s behavior affecting others,” and “how is our leadership affecting our employees”?
- Speaker Notes for Slide #12 The Price of Admission: Five requirements for Fearless Leadership and building a culture of 100% Accountability (see pages 127-132 in book) Everything starts with the leaders/managers in an organization or business unit. How leaders work together defines how people in the organization will work together. Raise the behavioral standard for leaders first and you will have a solid platform for driving behavioral change throughout your organization.
- Speaker Notes for Slide #13 Playing Big: (See pages 268-271 in book) You already possess the inner qualities to be a fearless leader. But you may have become resigned along the way and stopped engaging at your highest level. You may have formed the belief that “nothing will ever change in this organization”. Set aside your beliefs and radically change your direction and behavior. Anything is possible. But real and lasting change starts with you. It’s your choice to play big or to play small. Take the first step and change your thinking and your behavior. Then take the second critical step and engage others in playing all out. Together you will produce unprecedented business results.