LEADERSHIP -"Leaders are made, not born - And here is how." from Ole Dam

Ole Dam
Ole Dam & Associates
World Class Operations Consultants
LEADERSHIP
Leaders are made, not born -
And here is how.
BOISE CODE CAMP
April 5, 2014

Purpose of Presentation
• Lay the foundation for your personal
development towards a Leadership position!
• Development of your competence and
leadership ability within your organization.
• Which will Provide for Operational
Excellence and Organizational Leadership.
• Which will Develop superior levels of
communications throughout your
organization.
www.oledamandassociates.com

The 5 Dumbest Management Concepts
• Downsizing
• Human Resources
• Empowerment
• Business Warfare
• Team Building Exercises
• Leadership Secrets of …..

In the past, we used to reward the lone rangers
in the corner offices because their achievements were
brilliant even though their behavior was destructive.
That day is gone. We need people who are better at
persuading than at barking orders, who know how to
coach and build consensus. Today, managers add
value by brokering with people, not by presiding over
empires. Competition is tough, and it takes brains to
win. But today we look for smart people with an added
dimension: they have an interest in other people and
derive psychic satisfaction from working with them.
-Larry Bossidy, Chairman and CEO, AlliedSignal

Appreciating the Ultimate Servant Leader
• Leadership is not about controlling people. It’s about caring for people
and being a useful resource for people.
• Leadership is not about being boss; it’s about being present for people
and building a community at work.
• Leadership is not about holding on to territory; it’s about letting go of
ego, bringing your spirit to work, being your best and most authentic
self.
• Leadership is less concerned with pep talks and more concerned with
creating a place in which people can do good work, can find meaning in
their work, and can bring their spirits to work.
• Leadership, like life, is largely a matter of paying attention.
• Leadership requires love.
From The Servant Leader, James A. Autry, 2010

Answers to the Question: “What are the qualities of a
good Leader” from a bunch of elementary school
kids.
• A good leader knows what’s best for his or her people. They help you
learn, then do what’s best to help you have a great future.
• A good leader needs to have patience but be firm. They need to be
open to listen. They can’t be bossy. When I think of a good leader I
think of my mom.
• A great leader should be able to change things and have the will to do
it.
• I know one person that is a great leader and that is my mom. She is
nice, trustworthy and strong.
• I think that a good leader is smart, courageous, kind and funny. I think
of people that are leaders as kind, caring people and that anyone can
be a leader as long as they have the right attitude and knowledge.

The Personal Side XI
Answer the following:
• Who are you?
• What are you doing here?
• Whom do you want to be?
• What do you want your purpose to be?

Things to Do and Remember
• Say Please and Thank You
• Be Specific
• Be the Best at What you do.
• Know your Type!
– Meyer Briggs Type Indicators (MBTI)
– I am INTJ

LEADERS
CREATE VISION
AND VALUES
CREATE CONDITIONS
CONDUCIVE TO CHANGE
REWARD APPRORIATE
BEHAVIORS
CREATE DISCIPLES
WHO:
ENCOURAGE
OTHERS TO LEAD
CHANGE
BUILD
CAPABILITIES
TRANSLATE VISION
INTO TANGIBLE
BEHAVIORS
ACHIEVE CONTINUAL
RENEWAL
BOOZ-ALLEN &
HAMILTON

THE LEVEL 5 HIERARCHY
LEVEL 5 LEVEL 5 EXECUTIVE
Builds enduring greatness through a paradoxical combination of
personal humility plus professional will.
LEVEL 4 EFFECTIVE LEADER
Catalyzes commitment to and vigorous pursuit of a clear and
compelling vision; stimulates the group to high performance
standards.
LEVEL 3 COMPETENT MANAGER
Organizes people and resources toward the effective and efficient
pursuit of predetermined objectives.
LEVEL 2 CONTRIBUTING TEAM MEMBER
Contributes to the achievement of group objectives; works
effectively with others in a group setting.
LEVEL 1 HIGHLY CAPABLE INDIVIDUAL
Makes productive contributions through talent, knowledge, skills,
and good work habits.
Jim Collins, Good to Great

Leadership Traits
• Energy
• Character
• Teachable Point of View
• Purposefulness
• Emotional Intelligence
• Resilience
• Judgment

Energy
• A Leader is never “energy neutral”.
• Leaders create positive energy.
• Leaders exhibit positive energy
themselves.
• Leaders never use their energy to
intimidate.
What are examples of positive energy?

ENERGIZE PEOPLE THROUGH
TRANSITIONS
• CREATE A SENSE OF URGENCY
• DEFINE A MISSION THAT IS INSPIRING AND WORTH
ACHIEVING
• SET GOALS THAT STRETCH PEOPLE’S ABILITIES
• BUILD A SPIRIT OF TEAMWORK
• CREATE THE EXPECTATION THAT GOALS CAN BE
MET

Character
Real Leadership builds on Character - The qualities
of moral excellence that compels a person to do
the right thing in spite of temptations or pressure
to the contrary.
• Appreciation of Spirituality
• Self-discipline and courage
• Forthright integrity
• Selflessness
• Respect for human dignity
• Responsibility

The Personal Side V
• Define the Characteristics you value in yourself as a leader
and in a leader that you admire.
• How many of the characteristics you listed for yourself are
born from experience?
• Can you pinpoint what occurred in your life to create these
characteristics?
• Discuss with your partner what would happen if you sat in
the office of the person of the top leadership position in the
company. What might you learn about leadership style that
you never knew before? Might this give you more insight
into this person’s decision making style, priorities, or
frustrations

Teachable Point of View
Leadership is more about thinking, judging,
acting and motivating than about strategies,
methodologies and tools. Therefore, good
leaders develop teachable points of view that
help others learn to think, judge, act and
motivate.
You have to teach to lead.

A LEADER’S TEACHABLE POINT OF VIEW
IDEAS VALUES
EMOTIONAL
ENERGY
AND
EDGE

APPROACHES TO LEADING AND TEACHING
Teach Them
Leaders instruct others
to develop their own
teachable point of view
and how to develop others.
Mutual learning takes place
and becomes the source
for confident action.
Sell Them
Leaders provide their teachable
point of view; they persuade followers
that this is correct. May include giving
pseudo-participation, several limited
options to choose from - a co-optation model.
Tell Them
Leaders instruct the followers on their teachable
point of view; followers are expected to adopt this.
Action is based on this common point of view.
Command Them
Leaders give mandates and directives to followers-
command and control.
Depth of
learning
Level of
commit-
ment and
under-
standing
by all
those
involved
Amount
of time
required
Capacity
for con-
tinuous
genera-
tion of
leaders
Low Low Low Low
High High High High

THE DIFFICULTY OF VISION
MANAGERS’ RANK ORDERING
OF DIFFICULTY OF CHANGE
ELEMENTS
1 VISION
2 ARCHITECTURE OF
ORGANIZATION
3 REWARDS & METRICS
4 VALUES & BEHAVIORS
ACTUAL RANK ORDER OF
DIFFICULTY OF CHANGE
ELEMENTS
1 VALUES & BEHAVIOR
2 REWARDS & METRICS
3 ARCHITECTURE OF
ORGANIZATION
4 VISION
Hardest to
Change
Easiest to
Change

The Personal Side VIII
Vision
• Do all our employees understand how the vision in
your company relates directly to them?
• Sometimes a vision is so broad that there is no link
between the big picture and the individual. Discuss
ways that different areas can translate the company
vision into a mission that directly affects them.
• Now break down this definition even further to
determine how a company vision affects each member
of the company on an individual level.

Purposefulness
• Both highly focused and highly energetic. Use time
well by carefully choosing goals and then taking
deliberate action to reach them. Clarity about
intentions in combination with strong willpower helps
make sound decisions about how to spend time.
Combines challenge and choice with a profound sense
of urgency.
Initiative Will Results
Assertiveness Action Oriented

The Focus - Energy Matrix
High
FOCUS
Low
ENERGY
High
Disengagement Purposefulness
Procrastination Distraction

Emotional Intelligence
• The first person every good manager
must lead is her- or himself. How we
feel about our work has a tremendous
impact on our followers. Some people
believe that the special qualities of
inspirational leaders flow from within
and are a matter of attitude rather than
anything specific about how they lead
and what exactly they do.

THE FIVE COMPONENTS OF EMOTIONAL INTELLIGENCE
Self-
Awareness
The ability to recognize
and understand your
moods, emotions, and
drives, as well as their
effect on others
Self-confidence
Realistic self-assessment
Self-deprecating sense of
humor
Maturity
Self-
Regulation
The ability to control or
redirect disruptive impulses
and moods
The propensity to suspend
judgment to think before
acting
Trustworthiness and
integrity
Comfort with ambiguity
Openness to change
Motivation A passion to work for
reasons that go beyond
money or status
A propensity to pursue
goals with energy and
persistence
Strong drive to achieve
Optimism, even in the
face of failure
Organizational
commitment
Empathy The ability to understand
the emotional makeup of
other people
Skill in treating people
according to their
emotional reactions
Expertise in building and
retaining talent
Cross-cultural sensitivity
Service to clients and
customers
Tact
Social Skill Proficiency in managing
relationships and building
networks
An ability to find common
ground and build rapport
Effectiveness in leading
change
Persuasiveness
Expertise in building and
leading teams
Definition Hallmarks

Resilience
• Resilience is the ability to “bounce back” and to
be resistant to the effect of adversity. It is your
capability to retain a positive self-image, a
positive view of the world, even after you have
been tested by difficult or traumatic
circumstances.
• The Chinese character for “crisis” juxtaposes
“danger” and “opportunity” in one pictogram.
Your resilience brings with it the ability to
turn crisis into opportunity!

Developing Judgment
• Self-Knowledge: Awareness of one’s
personal values, goals, and aspirations.
• Social Network Knowledge: Understanding
the personalities, skills, and judgment track
records of those on your team.
• Organizational Knowledge: Knowing how
people in the organization will respond, adapt,
and execute.
• Contextual Knowledge: Anticipating how all
stakeholders will interact and respond through
the judgment process.

Decision Making and Framing the Judgment Process
I
Characteristics Traditional View Judgment Process View
Time Single Moment, Static. Dynamic Process that
unfolds.
Thought Process Rational, Analytic. Recognition that rational
analysis happens
alongside emotional,
human drama.
Variables Knowable, quantifiable. Interactions among
variables can lead to
entirely new outcomes.
Focus Individual – heroic leader
persona who makes the
tough decisions.
Organizational – a
process that the leader
guides but is impacted by
many actors and
subsequent judgment
calls.

Decision Making and Framing the Judgment Process
II
Characteristics Traditional View Judgment Process View
Success Criteria Making the best decision
based on known data
Ability to act and react
through judgment process
that guides others to a
successful outcome.
Actors Top-down, leader makes
key decisions.
Top-down-up, execution
influences how judgments
are reshaped.
Transparency Closed system in which
decision-makers hold
information and rationale
for judgment not
explained.
Open process in which
mistakes are shared and
used to learn and adjust.
Capability Building Unconsciously happens
through experience or
luck. Reserved for top
leadership.
Deliberate development of
key employees in all
areas.

Communicate? Me?
“The biggest Problem with Leadership Communication is the
illusion that is has occurred”.
Clarke & Crossland

The Personal Side XIII
Communicate for Success
I like to think of healthy communications as rich
communications - rich in ideas and facts and
opinions, and also in spirit and emotion and all
the human elements of striving to make
something better of your life.
• What if your associates could vote you out or in
at the end of every week?
• Would it affect your communication style?
• In what ways?

Keys to Leadership
My goal was to get you thinking about
Leadership and how you can grow to
become a leader - if that is your interest.
• Create an environment of shared vision
• Reveal your inspiration
• Lead intentionally
• Communicate endlessly
• Engage in Value Talk
• Remain a student of the process
• Act as if they are watching you

Bibliography
• Noel M. Tichy & Warren G. Bennis, Judgment, 2007.
• James O’toole, Leadership from A to Z, 1999.
• Jim Shaffer, The Leadership Solution, 2000.
• Warren Bennis, Old Dogs, New Tricks, 1999.
• Donald L. Laurie, The real work of leaders, 2000.
• Boyd Clarke & Ron Crossland, The Leaders Voice, 2002.
• John W. Gardner, On Leadership, 1990.
• Alex Hiam, Making Horses Drink, 2002.
• Ram Charan, Stephen Drotter, James Noel, The
Leadership Pipeline, 2001.
• Warren Bennis & Robert Townsend, Reinventing
Leadership, 1995.

The 10 Worst Business Books of All Time
• #10: Reengineering the Corporation
• #09: Jesus CEO
• #08: The Fifth Generation
• #07: Radical E
• #06: CountdownY2K
• #05: Dow, 30,000 by 2008
• #04: The Leadership Genius of George W. Bush
• #03: In Search of Excellence
• #02: Corporate Magic
• #01: Leadership secrets of Attila the Hun

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LEADERSHIP -"Leaders are made, not born - And here is how." from Ole Dam