1. Practical Solutions
for Today’s
Managers and Leaders
Leading Organizational Excellence By Avoiding
The Top Ten Leadership Mistakes
for
Friends and Clients
of
Express Employment Professionals
2010
Presented by:
Jack Smalley, SPHR
Director – HR Learning and Development
jack.smalley@expresspros.com

2. Advisory Consideration
This booklet and presentation are designed to provide a general
discussion of the subject matter. Neither the presenter nor Express
Services, Inc. is engaged in rendering legal, financial, or other
professional service.
Because each situation described herein may have additional
unknown factors that must be considered in order to render accurate
advice, strictly applying this information may not yield intended or
satisfactory results. Consequently, if legal advice or other expert
assistance is required, the services of a competent professional
should be sought.
HRCI Credits
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Institute (HRCI). For more information about certification or
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Express will provide a certificate documenting your completion of this
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“The use of this seal is not an endorsement of HRCI of the quality of
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3/26/09

3. LEADING ORGANIZATIONAL
EXCELLENCE BY AVOIDING
THE TOP TEN
LEADERSHIP MISTAKES
Live Learn Lead
The Evolution of a Leader
Presented by
Jack Smalley, SPHR
Director, HR Learning and Development
1

4. INTRODUCTION
2

5. Group Exercises
1. List traits of Great Leaders
2. List Leaders who have lost integrity
3. List mentors in your personal or
business life who have made an
impact on you
• Describe what they taught you
Introduction 3

6. Introduction
More than 350 definitions of Leadership
Like Love, many knew it existed
But few have experienced
Leadership is spelled
I
N
F
L
U
E
N
C
E
One who influences others to go where they have never been
4

7. Great Leadership can move Men,
Women, and Mountains
BUT
can also:
Do irreparable damage to our
followers from our mistakes
The higher level we achieve
the further we can fall
Our employees choose to
allow us to succeed or fail
Introduction 5

8. With the pressure of Global
Hyper Competition we must:
Become better leaders then anyone has
ever lead us
It’s simply called Survival
Exiting the recession
Massive turnover
Introduction 6

9. Where did your Leadership
Career Begin?
4th Grade physical fitness program
• Exercise Leader
High School Football QB
• Too Small
• Weak Arm
• Determination
• Leadership
College Fraternity
Introduction 7

10. Group Exercise #1
List Traits of Great Leaders

11. Traits of Great Leaders
Vision Knowledge
Honesty Loyalty
Competent Ethical
Forward thinking Trust
Inspiring Confidence
Intelligent Maturity
Courageous Assertiveness
Straight forward Candor
Imaginative Sense of humor
Judgment Competence
Initiative Commitment
Decisiveness Creativity
Tact Humility
Integrity Flexibility
Enthusiasm Empathy
Unselfishness Compassion
Influence
Rate your Leaders 9
Rate yourself

12. Some of the Greatest Leaders
Have Made the Largest Mistakes
Gen. Patton – Russia
Pres. Reagan – Iran Contra
Pres. Clinton – Lewinski
* If the mistake
involves lack of
integrity, you seldom
get it back
Introduction 10

13. Group Exercise #2
List Leaders Who Have
Lost Integrity

14. The Greatest Lessons I’ve
Learned about Leadership were
from My Mistakes
• Poor Hiring Decisions
• Social Similarity
• Holding non-performers accountable
Wrong message to best employees
• Defining True Diversity
• Lapses in Integrity
• Lost in Management Land
• Allowing Subordinates to Feed the Ego
Introduction 12

15. Reluctant Leaders
Those thrown into position without
training or desire
Most fail
Leaders should embrace role
*To become an excellent leader you should love
your role and have a passion for people
Introduction 13

16. Leadership Myths
Myth: Leadership is a rare skill
• While great Leaders may be rare
• Most have opportunity to succeed
• Many successful Leaders come from
ordinary lives
PTA President
Church Leaders
National Guard Officers
City Mayors
Introduction 14

17. Leadership Myths con’t.
Myth: Leadership exists only at the top
of an organization
• Some of the best leaders are in middle
management
• Larger organizations have layers of great
leaders
Succession Planning
• Enterprise Rental Cars
• Military JMO’s
Introduction 15

18. Leadership Myths con’t.
Myth: Leaders control, direct, and
manipulate
• Leaders empower others
• Translate intentions into reality by aligning
energies
• Reward progress
• Are excellent at specific recognition
• According to Towers Perrin’s Quarterly
Workplace Watch 12/15/09
The impact to employees from the lengthy
recession has put leaders in a negative light
Introduction 16

19. #10 Leadership Mistake
Putting Projects Before People
17

20. #10 Putting Projects Before
People
Person-To-Person contact is essential
to Leadership success
Leaders tend to be either task oriented
or people oriented
Leadership is a people business
18

21. #10 Putting Projects Before
Employees are People
Opportunities NOT
Interruptions
Normally a result of
Type “A” personality
Signs of a Type “A”
Paper Pusher
• “People are interruptions”
• “I prefer to be alone to get
my work done”
• “This job would be great
except for the people”
• “I’m impatient”
19

22. #10 Putting Projects Before
People
Signs of a Type “A” Paper Pusher
con’t.
• “My wife thinks I’m escaping from her”
• “I speed up my wife’s story telling”
• On Saturdays you make a list of weekend
projects
• You cannot relax
• Subordinates know they have 5 minutes to
get their point across
20

23. #10 Putting Projects Before
People
Bill Clinton Presidency
• Aids kept him focused on
economy
• Campaign HQ sign
“It’s the
• “It’s the economy stupid”
people
Great Leaders sign stupid”
• “It’s the people stupid”
Our employees decide
our future
• Success/Failure
21

24. #9 Leadership Mistake
Assuming Your Best Employees
Require Little Recognition
22

25. #9 Assuming Your Best Employees
Require Little Recognition
Who is the most important person in
your life?
• Your spouse
• Have you ever heard, “You never tell me
you love me anymore”
• And we say?
• Who are the most important people in
your work?
* I rest my case
23

26. #9 Assuming Your Best Employees
Require Little Recognition
Drop the thought, “If I am NOT talking to you,
all is OK”
Employees (especially your best) need
affirmation of good performance
• Affirmation does not last and needs to be
repeated
Specifics
Often
Best practice is not an annual performance
appraisal but specific, regular feedback
24

27. #9 Assuming Your Best Employees
Require Little Recognition
Raises and promotions do not appeal to
everyone.
• Baby boomers winding down their career
Employees want leaders who excel in:
• Giving respect
• Providing learning opportunities
• Creating enjoyable work experiences
L. Ferree/SHRM Conference reward
25

28. #9 Assuming Your Best Employees
Require Little Recognition
Practice Patrick Lencioni’s
The Three Signs of a Miserable Job
By Avoiding
1. Anonymity
2. Irrelevance
3. Immeasurement
26

29. #9 Assuming Your Best Employees
Require Little Recognition
Affirmation of good performance motivates
• Often better than financial incentives
• Employees thrive on praise
Especially your best
Catch your best off guard
• If employee says “Is something wrong?” We say
“No, I’m calling because something is right”
• In front of senior management
• Mobil Oil CEO “what’s right” call
27

30. #9 Assuming Your Best Employees
Require Little Recognition
Recognition during economically
uncertain times
When $$ and promotions are not
available for high potentials
• Assign temporary projects/assignments
• Challenging with visibility to senior
leadership
• One-on-One time with Executives on
special projects
28

31. #9 Assuming Your Best Employees
Require Little Recognition
Common Leadership Mistake
Other leaders compliment you for specific
event but …
If your leader ignores the opportunity, the
accomplishment has lost the impact
The VP’s note to your boss
Employees need most encouragement in
early stages of new job
Positive feedback tied to specific details
29

32. #9 Assuming Your Best Employees
Require Little Recognition
Different Strokes for Different Folks
Desperados
Desperate for feedback
Require praise often
Warm and fuzzy
Little confidence
Fragile
Up & Downers
Go through mixed emotions
Extremes
30

33. #9 Assuming Your Best Employees
Require Little Recognition
Different Strokes for Different Folks
con’t.
Auto-Pilots
Tough as nails
Leave me alone
Energizer bunnies
Praise can be a pesky
annoyance
View praise with suspicion
Self-reliant
31

34. #9 Assuming Your Best Employees
Require Little Recognition
Bottom Line on Praise
Do it for all deserving especially your best
Mean it
Be specific
Make a big deal of it
Do it often
32

35. #8 Leadership Mistake
Accepting Mediocre
Performance
Report Card
C-
33

36. #8 Accepting Mediocre
Performance
Goal Setting
Great leaders set goals and involve their
people throughout the process
Communication of business results
Progress
Celebration of results
Hold non-performers accountable
34

37. #8 Accepting Mediocre
Performance
Classifying Your Performers
A • “A Performers” are the reason we are
successful
• “B Performers” are productive but may
B lack broad promotability
• “C Performers” meet minimal expectations
C and do not move the organization forward
35

38. #8 Accepting Mediocre Performance
Choices for mediocre performance
“C Performers”
• Coach to improve performance
• Counsel out of organization
• Remain as status quo is unacceptable
Many companies regularly prune out the
“C Performers”
• Jack Welch, GE
But most lower their standards to
accommodate
• Message to “A Performers”
Leaders and managers should be held
accountable for “C Performers”
• Only 1 “C appraisal”
36

39. #8 Accepting Mediocre
Performance
Lowering bar to accommodate non-
performers
Asking best employees to do more
Best employees quit due to not holding non
performers accountable
Not getting truthful exit interviews
• “I quit for better opportunity”
No secrets who are non- performers
Everyone is watching
Leader is last to identify even if they think
they are the first
37

40. #8 Accepting Mediocre
Performance
Managing “C Performers”
Establish Clear Accountability
• Performance objectives
• Performance contract
• Short-term objectives
• Establish competencies
• Avoid the bad attitude/good worker mentality
Can you have a “bad attitude” employee who
is a good worker?
Hold Leaders accountable
Even great Leaders struggle with this
38

41. #7 Leadership Mistake
Failure To Build Relationships
And Trust
39

42. #7 Failure to Build Relationships
and Trust
Do relationships impact success?
1. Relationships lead to
2. Trust leads to
3. Information leads to
4. Success
Your employees must trust you in order to
share information
40

43. #7 Failure to Build Relationships
and Trust in HR
Hierarchy of Relationships (4)
1. Relationship with your Leader/subordinates
• My first day/month with Express
2. Multiple relationships with peers
• Begin at Day 1
• Building for the future
• Target former incumbent’s adversaries
3. Relationship with other departments
4. Relationships within the community
• Boards
• Volunteer
• Business connections
• Candidate sources
41

44. #7 Failure to Build Relationships
and Trust
Employee Relationships Audit
* Assign score 1 (poor) to 10 (outstanding)
For each of four relationship types
Leader/subordinates Peers
Other Departments Community
Do same for yourself
Identify your group’s relationship
strengths/weaknesses
Create an improvement plan if needed
42

45. #7 Failure to Build Relationships
and Trust
(A Personal Story on Relationships)
Building relationships has always been my strength
Became low priority as I drifted apart from co-
workers
Department employee opinion survey
Department scored low on trust
Weekly department meeting on “The Speed of Trust”
• Stephen Covey
Online trust exercise confirmed major trust issues
Opened my eyes
Back to basics to rebuild relationships within
department
43

46. #7 Failure to Build Relationships
and Trust
Leaders cannot succeed from behind closed
doors
• Keep people close
• Communicate regularly
• Communicate in person
There is no such thing as an effective
absentee Leader
44

47. #7 Failure to Build Relationships
and Trust
Trust
The capacity to sustain trust is one of
the most effective ingredients of
Leadership
• The greatest vision can not be
accomplished without trust
Great Leaders’ glass is never half full
it is overflowing
• President Ronald Reagan
1982 – 32% approval rating
Chief of Staff in a panic
“Don’t worry, I will just go out and get shot
again”
45

48. #7 Failure to Build Relationships
and Trust
Four Cores of Establishing Credibility:
Your Integrity
Your Intent
Your Capabilities
Your Results
46

49. #7 Failure to Build Relationships
and Trust
Four Cores of Establishing Credibility
1. Your Integrity
• Honesty
• Walking your talk
• Courage to remain with your values and beliefs
• Most violations of trust are violations of integrity
2. Your Intent
• Your motives
• Your agendas
• Behavior
• Caring as much for others as ourselves
• No hidden agendas
47

50. #7 Failure to Build Relationships
and Trust
Four Cores of Establishing Credibility
3. Your Capabilities
• Ability to Inspire
Confidence ▪ Knowledge
Attitudes ▪ Style
Skills ▪ Restore trust
4. Your Results
• Track record
• Performance
• Right things done
• Achieving results as promised
• Creating a reputation
48

51. #7 Failure to Build Relationships
and Trust
* The fine line separating
Success/Failure may be
Credibility
• Witnesses at trials
• Ex Enron Execs
49

52. #7 Failure to Build Relationships
and Trust
Competencies That Impact Trust
Respect
• Supporting professional
development
• Diverse thinkers
• Collaboration with employees on
relevant decisions
Most fail at this
Fairness
• Equity treatment for
performance/rewards
• Superstars vs. falling stars
50

53. #7 Failure to Build Relationships
and Trust
Trust Competencies con’t.
Pride
• In individual performance
• In work produced by team
• In organization’s products/service
Camaraderie
• Ability to be yourself
• Socially friendly
• Embracing family values
* 2002 Great place to work institute
51

54. #7 Failure to Build Relationships and
Trust
Failing at Trust
Self-Centered Leadership
Wall Street Bankers
• Tax payers bailout
• Big bonuses
“It’s all about the Team until
It’s all about me”
52

55. #7 Failure to Build Relationships
and Trust
Some who failed in trust
• Enron
• Tyco
• Wall Street
• Big banks
• Auto industry
• Arthur Anderson
Gallup Survey on Trust
• Trust in people who run your company 86%
• Top executives do right for customers 90%
• Top executives do right for employees 72%
* How would you rate your leader/company in trust?
53

56. #7 Failure to Build Relationships
and Trust
Leaders who ignore employee conflict
• Destroy trust
• Lose credibility
• Endanger integrity
• Damage organization’s success
54

57. #7 Failure to Build Relationships
and Trust
All leaders make mistakes, great leaders admit their
mistakes
• Increases trust and loyalty
• Subordinates see Leader as human
• Send message of honesty, openness, and accountability
How does a Leader rate by admitting mistakes
vs.
Covering up with smoke & mirrors with a bag of
excuses and blame
55

58. #7 Failure to Build Relationships
and Trust
Three ways to “Rebuild” Trust after Mistakes
1. Take responsibility
• Blame yourself vs. others
• Get out of blame game to solution game
• “I made a mistake”
2. Communicate your solution
• Reestablish your credibility
This is what I did
This is what I’ll do
3. Ask for advice
• Swallow your pride
• From above, peers and especially subordinates
56

59. #6 Leadership Mistake
Failing At Organizational Change
57

60. #6 Failing At Organizational
Change
Organizational change is the most sought
after competency for Leadership talent
Progressive organizations align
organizational change to embrace company
culture
Employees who resist organizational change
may be a reflection of their leadership
Companies will continue to implement
constant organizational change for survival
in a global economy
58

61. #6 Failing At Organizational
Change
A leader who fails to adapt or change
becomes out of touch and obsolete
• End up outside inner circle of decision makers
• No longer involved in strategy sessions
• Outside progressive thinkers bypass and go
directly to their subordinates
• Organization is in over-drive and you are outside
looking in
Failing to endorse organizational change is
becoming stuck in the present
59

62. #6 Failing At Organizational
Change
Failure to communicate
Failure to involve your top performers
Having a good message but inadequate
messengers
Put the Leaders with the most integrity
in front of your employees
60

63. #6 Failing at Organizational
Change
FROM TO
Few leaders/many managers Leaders at every level/few
managers
Downsizing for low cost/high Creating organizations of
quality uniqueness-rewarding
competencies
Reactive/adaptive to change Anticipating future/creating change
Directing/supervising individuals Empowering people thru teamwork
Information held by a few decision Information shared with all
makers
Leadership responsibility for Leaders responsible for creating
creating good managers new leaders – leader of leaders
61

64. #5 Leadership Mistake
Dictatorship Decision Making
By Stifling Maverick Thinkers
62

65. #5 Dictatorship Decision Making
“He that thinketh he leadeth and hath no
one following him only taketh a walk”
Dr John Maxwell
“Top down management command and control
became extinct with the 40 lb. cell phone”
Jack Smalley
63

66. #5 Dictatorship Decision Making
Collaborate (as long as you agree)
Resist new ideas
• Boomers vs. Xer’s
My 2nd Boss
• Introduction
• Borrowed lunch $$
• Lectured on who was boss
#1 insecurity of ineffective leaders
View talented subordinates as
threatening thus restricting diverse thinkers
64

67. #5 Dictatorship Decision Making
Knowledge in an organization
= Power
Dictatorship decision-makers
restrict subordinates by keeping Knowledge
in dark KEEP OUT
• Racism in South 1940s-1960s
• Gov. G. Wallace – University of
Alabama
• My wife’s co-worker -- Beaumont, TX
• Ignorance rules
65

68. #5 Dictatorship Decision Making
Disguising Top-Down attitude as
Servant Leadership
Top-down attitude comes naturally to most
Military style management
• Successful in 60s-70s
May be greatest leadership sin in today’s
environment of generational balance
#1 cause of turnover with X’s & Y’s
66

69. #5 Dictatorship Decision Making
Why Dictatorship Decision Making Will NOT
Work With Gen Xer’s & Y’s
Turn-Off’s
Hearing about the past – especially yours
Inflexible work/life balance
Workaholism
Micro-managers
Feeling pressure for traditional behavior
Feeling disrespected
67

70. #5 Dictatorship Decision Making
Why Dictatorship Decision Making Will NOT
Work With Gen Xer’s & Y’s
Turn-On’s
Recognition/Praise
Time with Leaders
Tying work to organizational success
Opportunities to learn new things
Fun work while building relationships
Small unexpected rewards
68

71. #5 Dictatorship Decision Making
Prevents you from Surrounding
Yourself with Diverse Thinkers
69

72. #5 Dictatorship Decision Making
How Poor Leaders Silence Diverse Thinkers
1. The job description says 10 years experience not 7
2. We don’t do it that way
3. We tried that once and it didn’t work
4. I wish it were “that easy”
5. It’s against policy
6. When you’ve been around longer you’ll understand
7. Who authorized you to change the rules
8. How dare you suggest we are wrong
9. You don’t have the experience to do this
10. That is too radical a change for us
70

73. #5 Dictatorship Decision Making
Great Leaders Embrace Maverick Diverse
Thinkers
1. Henry Ford
2. Sam Walton
3. Herb Kelleher
4. The Wright Brothers
5. Thomas Edison
6. Rosa Parks
7. Bill Gates
8. Dr. Martin Luther King, Jr.
9. Robert A. Funk
10. Others
* List the Maverick Diverse
Thinkers who influenced you
71

74. #5 Dictatorship Decision Making
Must Read
A Peacock In The Land Of Penguins
Recognizing talent within diversity
Those from a different mold can teach us
Story of Kim Griffin
Little HR experience
Non-degreed
Exceptional work ethic
Diligent learner
Refused to give up
Outstanding HR professional
Large organizations can silence diverse thinking
from hidden cultures
72

75. #5 Dictatorship Decision Making
How poor Leaders stifle Diverse Thinkers
Create too many layers of management for decision
making
Constantly looking over their shoulder
Make your policy manual 18 volumes single spaced
Send everything to a committee
Make them wait
Great Leaders seek out Diverse Thinkers
Recruit them
Nurture them
Mentor them
For they are the future
73

76. #4 Leadership Mistake
Too Much Talking;
Not Enough Walking
74

77. #4 Too Much Talking; Not Enough Walking
Servant Leadership
Employees
Most companies don’t
• A Great Concept have the Leadership
Managers integrity or employee
• Difficult to Implement
maturity level to sustain
• Servant Leadership is servant leadership
Leaders serving their
• Often employees want
Employees Leader leaders to take charge
• To make difficult decisions
• To lead organization thru
turbulent times

78. #4 Too Much Talking; Not
Enough Walking
The Perfect Servant Leader
Eight relocations 20 years
10 employers
No retirement vesting
Limited succession planning
Sacrificed own career to follow
Never spends $$ on self
Family always first
Pam Smalley
Now, it is her turn
Servant Leadership is about caring for others’
successes more than your own
76

79. #4 Too Much Talking; Not
Enough Walking
True Servant Leaders roll up their
sleeves
• Do everything anyone else does
• Remain close to their people
• Communicate everything
• Are available 24/7
77

80. #4 Too Much Talking; Not
Enough Walking
Quiet Servant Leadership
“The Magnificent Cathedral”
A King promises a huge reward for who
contributes most to the cathedral
• Architect
• Contractor
• Woodcutter
• Artist skilled in gold, iron, brass, and glass
• Carpenter
* Little old lady who, everyday, carried hay
over for Ox that pulled cart of marble
78

81. #4 Too Much Talking; Not
Enough Walking
Unclear Goals
Some Leaders fail at including
employees in goal setting
• Employees will buy-in what they are part of
Why do Leaders excel at buy-in to their
boss
But
Fail at employee buy-in
79

82. #4 Too Much Talking; Not Enough
Walking
Why?
Because ineffective Leaders excel at
“Kissing Up”
But fail at
“Kissing Down”
Some are more concerned
with who said vs. what was
said
It’s comical observing
ineffective leaders Kissing
Up
• Talk like a lion
• Walk like an infant
80

83. #4 Too Much Talking; Not
Enough Walking
USA Today 11-18-09
“To Brown-Nose or Not to Brown-Nose”
• The complimentary Leader
• The absent Leader
• The Leader who can change style on a dime
A Kiss-Up Leader is easy to spot and will
lose integrity permanently
Remember
Our employees “Choose”
To allow success or failure
81

84. #3 Leadership Mistake
Getting Lost In Management
Land
82

85. #3 Getting Lost in Management
Land
Why after we reach a certain level we
become someone else
Lose touch with employees
Focus 100% above and little below
Communicate at minimal level
Little issues become major crisis
Simply out of touch
• “Out of Office”
Develop Apathy Cave symptoms
83

86. #3 Getting Lost in Management Land
Apathy Cave
Symptoms
Non-caring negative attitude
Problems are
• Ignored
• Covered up
• Blame others
Leaders become afraid to make decisions
• 2nd guessed
• Former Chicago Leader
Culture dominated by
• Blame
• Excuses
Employee absenteeism, tardiness, lack of position
ownership
• The absent employee and the out of touch leader
• Wife’s counsel
84

87. #3 Getting Lost in Management Land
Apathy Cave
Solutions
Create a positive culture
Constant communication
Stay connected to your people
Identify employee strengths
• Focus on strengths
• Mentor
• Support
• Marcus Buckingham
“Discover your strengths”
Create a climate of ownership
Empower
Reward positive performance
85

88. #3 Getting Lost in Management
Land
Avoiding the Valley of Comfort
Symptoms
Become comfortable
• Avoid risks at all costs
Frustrating for high achievers
Accept mediocre efforts
No vision for future
Newer challenge status quo
86

89. #3 Getting Lost in Management
Land
Valley of Comfort:
Solutions
Create a climate of measured risk taking
• Reward successes
• Canadian union strategy
Encourage new ideas
• Employees have solutions
$100k book savings
Reward mavericks
• Arkansas union contract
87

90. #3 Getting Lost in Management
Land
A View into Management Land
Large egos
Power hungry
Individual Accomplishments vs. Team
Successes
Leading by fear
• Focusing on mistakes
Risking integrity
Base all decisions on protecting integrity
88

91. #2 Leadership Mistake
Poor Communication
“The Leadership Death Penalty”
89

92. #2 Poor Communication
Top 10 Leadership Communication Mistakes
10. Communication Mistake
• “This will be off the record”
• There is no such thing
• State clearly why
9. Communication Mistake
• Assuming your employees know what is
going on
• Assume they know nothing
• Some know all
• Others know little
90

93. #2 Poor Communication
Top 10 Leadership Communication Mistakes
8. Communication Mistake
• Spinning the message
Avoiding the truth
Bad news
Lose integrity
Honesty rules
91

94. #2 Poor Communication
7. Communication Mistake
• Failure to listen
• Ego • Power hungry
• Insensitive • Short attention span
• Arrogant
• According to Ken Blanchard 81% of
Executives know leaders who failed from
NOT listening
• Poor communicators
• Not allowing time to listen
• Develop “Ivory Tower Syndrome”
• Leaders who fail to listen are not listened to
• Failing at listening is failing at integrity
• Listening and embracing ideas of employees is
valuing your people
92

95. #2 Poor Communication
6. Communication Mistake
• Failure to Manage Conflict
• 42% of Leaders time
• Why some Leaders hide from conflict
• Don’t take sides
• Address immediately
• Avoiding the extremes
5. Communication Mistake
• Criticizing employees
• Focusing on Past vs. Present
• Come across as bully
• Integrity
93

96. #2 Poor Communication
4. Communication Mistake
• Talking Too Much
• The one who loves to hear themselves
• Walking thesaurus
• Only goal is to impress
• Hog the clock
• Talk over others
• Constantly interrupting
94

97. #2 Poor Communication
3. Communication Mistake
• Unsolicited Advice
• Ready, Shoot, Aim
• Responses not thought out
• Professional know-it-all
• Expert on everything
• Fixing the spouse “Golf Swing”
• Ask permission to respond
95

98. #2 Poor Communication
2. Communication Mistake
• Admitting You’re Wrong
• Disagreement becomes emotional
• Leader crushes subordinate
• Lose objective thinking
1. Communication Mistake
• Lying (The Leadership “Death” Penalty)
• Partial truths
• Breaking confidentiality
• Lose trust forever
• Instead say “I’m not free to comment”
• Silence rules over lies
96

99. #1 Leadership Mistake
Failure To Mentor
97

100. #1 Failure to Mentor
Group Exercise #3
List mentors in your personal or
business life who have made an impact
on you
Describe what they taught you
98

101. #1 Failure to Mentor
Origin of “Mentor”
• Greek mythology
• Odyssey
• Ulysses chose Mentor to look after family
Mentors
• Ordinary people achieving extraordinary success
helping others
• Best mentoring is “unofficial”
• Larger corporations support formal programs
Mentors help employees:
• Formal mentoring programs increase retention in
77% of companies – J Davis
• Exec support is essential for success
• Hold Leaders accountable
99

102. #1 Failure to Mentor
Mentoring Is At A Critical Crossroads
Baby Boomer exit
Cradle-To-Grave employment no longer exist
Programs needed to retain talented
millennials while embracing organizations
culture
Mentoring must expand beyond
boss/subordinate relationships
Companies must focus on female mentoring
opportunities
• Male-To-Male
100

103. #1 Failure to Mentor
Characteristics Of An Effective Workplace
Mentor
Committing necessary time
Viewing mentoring as an opportunity vs. an
assignment
Sensitive to culturally diverse backgrounds
Capable of encouraging motivating and
leading others
Willing to share constructive criticism and
feedback in a supportive sensitive and
patient manner
101

104. #1 Failure to Mentor
Mentor Shadowing
• Observing actions without participating
Conference call
Sales meeting
Observing presentation
Observing what your good at
Observing how you learn from your mistakes
Observing your success
Mentoring extends beyond teaching
• Long-term relationships
• Sharing mutual respect
• Shares knowledge/wisdom
102

105. #1 Failure to Mentor
Knowledge Wisdom
Can be learned Must be acquired
Having the right words Knowing when and
how to say them –
when to keep them to
yourself
103

106. #1 Failure to Mentor
“Never tell people how to do things. Tell
them what to do and they will surprise
you with their ingenuity.”
- General George C. Patton
“The greatest lesson in mentoring
leadership is building self-confidence
in someone else.”
- Jack F. Smalley
104

107. #1 Failure to Mentor
Employees Mentored
Earn more $$
Better socialized organization
More productive
Experience less stress
Get promoted earlier
• According to T. Scandura, University of Miami
105

108. #1 Failure to Mentor
Mentoring begins at parenting and continues
throughout life
Henry Porter, Grandfather
• Be myself
• Utilize my strengths
• Church leader
Jack Smalley, Sr., Father
• Became my best friend
• Never ask anything you aren’t willing to give
• Fire chief
Sam Dugger
• QB 1960
• Worked with me on my dream
• Saturday mornings 106

109. #1 Failure to Mentor
Mentoring begins at parenting and continues
throughout life con’t.
Jim Smith
• 1st HR mentor • Relationships first
• Took risk on me • Learn the business for
• Created my style credibility
Ron Sybert
• Mobil Oil mentor
• Guided my career • Surround yourself with people
better than yourself
• Kept me out of management • Resist being HR cop
land
• Win over adversaries
Larry Ferree
• Mentored me at 52
• Best at avoiding anonymity
• Leader/Friend
• Protect integrity
• Took risk on hiring me
Pam Smalley
• Family Leadership • Family first
• Servant Leadership
107

110. #1 Failure to Mentor
There is No Success Without Successors
Develop succession planning
Recognize your future Leaders
• Hire your replacement
Think outside the box
• H. Sweet, Trainer
VP, MFG
• F. Moran, HR Manager
RIF list
Visionary
VP HR
• M. Powell, US Navy
Management trainee, Mfg
Recognized HR talent
VP, HR, Wells Fargo
108

111. #1 Failure to Mentor
A mentor’s greatest achievement is recognizing
hidden talent
• K. Griffin
Limited HR experience
Non- degreed
Top work ethic
Passion for success
A mentors dream
• K. Walters
• G. Gongora
Both written off as “C Performers”
Never take predecessor’s advice on performance
Discover your strengths
109

112. #1 Failure to Mentor
Great Leaders Welcome Mentoring
from Subordinates
Strong subordinates mentor up
Let subordinates know when they inspire us
B. Naclerio
K. Kusomoto
B. Gannon
K. Griffin
Each would ground me back to reality
110

113. #1 Failure to Mentor
Document your real life’s experiences
• Refer back often
• Create a “Personal Hero Wall”
• Direct contact has the greatest impact on our life
Baby Boomers
• Last generation of great mentors
• 60mm leaving workforce
• Put a mentoring plan in action
• If not, we will be mentoring from nursing homes
Continue to learn
111

114. Conclusion
112

115. Jack’s Recipe for Leadership
3 cups Follower
• To become a great leader we
must first be a great follower
3 cups Responsibility
• Take full responsibility for each
failed action
• Admit mistakes early
3 cups Praise Follower
• Share the praise for all Responsibility
successes Praise
113

116. Jack’s Recipe for Leadership con’t.
3 cups Listening
• Listen to your people and be assessable
5 quarts Integrity
• Make decisions based on protecting it
MIX WELL,
Nurture and Mentor
Note: “Integrity” is mentioned in this
presentation 21 times
114

117. Review
Top 10 Leadership Mistakes
10. Putting projects before people
9. Assuming your best employees require little
recognition
8. Accepting mediocre performance
7. Failure building relationships and trust
6. Failing at organizational change
5. Dictatorship decision making by stifling maverick
thinkers
4. Too much talking; not enough walking
3. Getting lost in management land
2. Poor communication
1. Failure to mentor
115

118. Suggested Reading
Ahlrichs, Nancy S. Manager of Choice 5 Competencies for Cultivating Top
Talent. Palo Alto, Calif: Davies-Black Pub., 2003. Print.
Bennis, Warren G. Leaders Strategies For Taking Charge. New York:
HarperBusiness, 1997. Print.
Cascio, Wayne F., and John W. Boudreau. Investing in People Financial
Impact of Human Resource Initiatives. New York: FT, 2008. Print.
Cottrell, David. Leadership Energy: A High-Velocity Formula to Energize
Your Team, Customers and Profits. Dallas: CornerStone Leadership
Institute, TX. Print.
Cottrell, David. Monday Morning Leadership: 8 Mentoring Sessions You Can't
Afford to Miss. Dallas: CornerStone Leadership Institute, TX. Print.
Cottrell, David. Monday Morning Mentoring 10 Life Lessons to Guide You Up
the Ladder. New York: Collins, 2006. Print.
116

119. Suggested Reading Con’t.
Covey, Stephen M.R., and Rebecca R. Merrill. The Speed of Trust: The One
Thing That Changes Everything. New York: Free, NY. Print.
Feiner, Michael. The Feiner Points of Leadership The 50 Basic Laws That Will
Make People Want to Perform Better for You. Boston: Business Plus, 2004.
Print.
Finzel, Hans. The Top Ten Mistakes Leaders Make. San Diego: David C. Cook
Distribution, 2007. Print.
Lencioni, Patrick M. The Three Signs of a Miserable Job A Fable for
Managers (And Their Employees). San Francisco: Jossey-Bass, 2007. Print.
Maxwell, John C. 21 Indispensable Qualities of a Leader Becoming the
Person that People Will Want to Follow. Nashville, TN: T. Nelson, 1999.
Print.
Maxwell, John C. 21 Most Powerful Minutes in a Leader's Day Revitalize
Your Spirit and Empower Your Leadership. Nashville, Tenn: Thomas
Nelson, 2000. Print.
117

120. Suggested Reading Con’t.
McClain, Gary R., and Deborah S. Romaine. The Everything Managing
People Book Quick and Easy Ways to Build, Motivate, and Nurture a First-
Rate Team (Everything Series). New York: Adams Media Corporation,
2002. Print.
McColl, Peggy. The 8 Proven Secrets to Smart Success. Nepean: Destinies,
ON. Print.
Oakley, Ed. Leadership Made Simple (New and Condensed Version).
Annapolis: CornerStone Leadership Institute, 2007. Print.
Press, Harvard Business School. Manager's Toolkit The 13 Skills Managers
Need to Succeed (Harvard Business Essentials). New York: Harvard
Business School, 2004. Print.
Robbins, Harvey, and Michael Finley. The Accidental Leader What to Do
When You're Suddenly in Charge. San Francisco: Jossey-Bass, 2003. Print.
Sartain, Libby, and Martha I. Finney. HR from the Heart Inspiring Stories and
Strategies for Building the People Side of Great Business. New York:
AMACOM/American Management Association, 2003. Print.
Stone, Florence M., and Randi T. Sachs. The High-Value Manager:
Developing The Core Competencies Your Organization Demands. New
York: AMACOM, NY. Print.
118

121. Express Employment
Professionals Wishes
You the Greatest of
Leadership Success
119