Leadership has many goals, among then profit, customer satisfaction, revenue growth, shareholder return, etc. This PowerPoint focuses on four qualities that are often overlooked or under-valued, and yet largely determine the utilization of the organizational IQ.

1. The Goal of Leadership
(what leaders should focus on)
PowerPoint Developed
by Mark Hempel

3. • Ask questions
• Frame issues
• Create debate
• Shift the burden of problem-solving to their staff
• Construct challenging goals and hold people accountable
High-Impact Leaders:

4. Leadership Goals
The goal of leaders is to accelerate how fast they can
access what other people know, and then bring it to
execution as an element of competitive advantage.
High impact leadership knows how to utilize the brain
power within the organization.
They know how to amplify Team IQ.

5. Four Key Areas of Leadership

6. Key Learnings

7. Framing Problems & Opportunities
Think in questions, not answers, in order to drive
nonlinear growth.

8. Linear growth means that every increase in revenue
requires a proportional or higher increase in employee
count.
Nonlinear growth is incremental revenue without
proportional infrastructure costs and headcount. It is
focused on utilization and radical innovations.
Nonlinear Growth

9. Think & Operate in Questions
Why?
First, so your team members are engaged in the solutions,
not merely listening to the “sage leader” who explains
what the solution is and only needs their staff for tactical
execution.
Second, so you can tap the experience, insights, creativity
and intellects of your team.
(This is how, in part, you get better utilization of headcount and radical
innovation.)

11. Leaders Encourage Debate
Leaders frame the issue or objective, pose a question,
and then engage the debate of their team. As the
debate ensues, leaders listen and use this listening to
guide the debate into deeper levels that will create the
best insights and ideas.

12. Competence is found in We
The byproduct of debate is divergent, interactive and
dynamic insights. These insights can be paired up in
new ways to create radical innovations and practical
solutions to old or new problems and opportunities.
It is we, not I.

13. Good Debate, Good Decisions

14. Decision Gradient
(leading to convergence and commitment)
People will commit to project decisions even when
they disagree, as long as their team listens and
deliberates on their inputs.

15. The Number One Leadership Mistake
Individual contributors are often promoted to
leadership because they are the “brightest bulbs,” and
with this endorsement they can look at everyone else as
followers who are just a little less bright.
This is the biggest mistake leadership makes, and it is
precisely why organizational IQ is under-utilized.

16. Focus on the Opportunities
Leaders must identify the brilliance in
their employees, draw it out, exercise it
and train it to be focused on the goals,
emerging opportunities and problems of
the organization.

17. Leaders need to take away the fear that
tends to permeate organizational culture.
Take the Fear Away

18. Shift the Burden and Accountability
Shifting the burden of problem-solving to employees—to the
“We” instead of the “I”—is what leadership does.
The shift is two-part:
1. The team’s IQ is utilized to create ideas, strategy and
tactics to build competitive advantage.
2. The team or specific members are held accountable to
the execution (not only the idea or strategy).

19. Final Thoughts
If leadership can operate in these spheres of behavior and
truly embody these principles in their day-to-day activities,
their employees will be able to unleash their creativity and
ideas to the needs of the organization, their utilization goes
up and they contribute greater productivity, which is
precisely how organizations create nonlinear growth.
PowerPoint Developed
by Mark Hempel