Codecampleadershippresentation 140406165930 Phpapp01

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. Its about caring for people
and being a useful resource for people.
Leadership is not about being boss; its about being present for people
and building a community at work.
Leadership is not about holding on to territory; its 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 whats best for his or her people. They help you
learn, then do whats 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 cant 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
ACHIEVE CONTINUAL
RENEWAL
BOOZ-ALLEN & HAMILTON
TRANSLATE VISION
INTO TANGIBLE
BEHAVIORS
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 PEOPLES 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 persons
decision making style, priorities, or frustrations

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 LEADERS TEACHABLE POINT OF VIEW
IDEAS
VALUES
EMOTIONAL
ENERGY
AND
EDGE
APPROACHES TO LEADING AND TEACHING

High
Depth of
learning
High
Level of
commitment and
understanding
by all
those
involved
High
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.
High
Amount
of time
required
Capacity
for continuous
generation of
leaders
Low
Low
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.
Low
Low
Command Them
Leaders give mandates and directives to followerscommand and control.
THE DIFFICULTY OF VISION
MANAGERS RANK ORDERING

OF DIFFICULTY OF CHANGE
ELEMENTS
ACTUAL RANK ORDER OF

DIFFICULTY OF CHANGE
ELEMENTS
Hardest to
Change
1 VISION
1 VALUES & BEHAVIOR
2 ARCHITECTURE OF
ORGANIZATION
2 REWARDS & METRICS
3 REWARDS & METRICS
3 ARCHITECTURE OF
ORGANIZATION
4 VALUES & BEHAVIORS
4 VISION
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
Assertiveness
Will
Results
Action Oriented
The Focus - Energy Matrix
High
Disengagement
Purposefulness
Procrastination
Distraction
FOCUS
Low
High
ENERGY
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

Definition
Hallmarks
SelfAwareness
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
SelfRegulation
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
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
Social Skill
Tact
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!
Leadership Traits
Energy
Character
Purposefulness
Resilience
Judgment
Developing Judgment
Self-Knowledge: Awareness of ones
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 Otoole, 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:
#09:
#08:
#07:
#06:
#05:
#04:
#03:
#02:
#01:
Reengineering the Corporation

Jesus CEO
The Fifth Generation
Radical E
CountdownY2K
Dow, 30,000 by 2008
The Leadership Genius of George W. Bush
In Search of Excellence
Corporate Magic
Leadership secrets of Attila the Hun

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Ole Dam

Ole Dam & Associates

BOISE CODE CAMP

The 5 Dumbest Management Concepts

In the past, we used to reward the lone rangers

Appreciating the Ultimate Servant Leader

From The Servant Leader, James A. Autry, 2010

Answers to the Question: What are the qualities of a

The Personal Side XI

Things to Do and Remember

Say Please and Thank You

THE LEVEL 5 HIERARCHY

ENERGIZE PEOPLE THROUGH

The Personal Side V

Teachable Point of View

A LEADERS TEACHABLE POINT OF VIEW

APPROACHES TO LEADING AND TEACHING

THE DIFFICULTY OF VISION

MANAGERS RANK ORDERING

ACTUAL RANK ORDER OF

1 VALUES & BEHAVIOR

2 REWARDS & METRICS

3 REWARDS & METRICS

4 VALUES & BEHAVIORS

The Personal Side VIII

Do all our employees understand how the vision in

The Focus - Energy Matrix

THE FIVE COMPONENTS OF EMOTIONAL INTELLIGENCE

The ability to recognize

The ability to control or

A passion to work for

Strong drive to achieve

The ability to understand

Expertise in building and

Decision Making and Framing the Judgment Process

Judgment Process View

Single Moment, Static.

Dynamic Process that

Recognition that rational

Individual heroic leader

Decision Making and Framing the Judgment Process

Judgment Process View

Making the best decision

Ability to act and react

Top-down, leader makes

Closed system in which

Open process in which

The Personal Side XIII

I like to think of healthy communications as rich

Create an environment of shared vision

Noel M. Tichy & Warren G. Bennis, Judgment, 2007.

The 10 Worst Business Books of All Time

Reengineering the Corporation

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