Professional Documents
Culture Documents
Follow Voluntarily
Lots of experience
Considerate
Empowers people
Visionary
Open-minded
Inspiring
Leads by example
Honest
Commends people
Good communicator
Passionate
Great motivator
Hardworking
Humble
Intelligent/smart
Risk taker
Charming
Thinks of the welfare of his
followers
Approachable
Flexible
Transparent
firm
principled
Corrupt
Immoral
Closed minded
Does not accept
accountability
Inefficient
Indecisive
Incompetent
Hypocrite
Doesnt accept mistakes
Buck passer
Rumor Mongerer
Favorites
Unethical
Selfish
Sarcastic
Arrogant
Self-serving
Lazy
Self-righteous
Tainted with dishonor
Unprofessional
Narrow minded
Impatient
Research Findings
1995 Respondents:
Percentage of People
Selecting
HONEST
FORWARD-LOOKING
INSPIRING
COMPETENT
Fair-minded
Supportive
Broad-minded
Intelligent
Straightforward
Dependable
Courageous
Cooperative
Imaginative
Caring
Determined
Mature
Ambitious
Loyal
Self-Controlled
Independent
1987 Respondents:
Percentage of People
Selecting
88
75
68
63
49
41
40
40
33
32
29
28
28
23
17
13
13
11
5
5
83
62
58
67
40
32
37
43
34
32
27
25
34
26
20
23
21
11
13
10
29
CHANGE
CONSULTANTS
INCORPORATED
Game
Animal Game
Winner Vs Loser
The winner is part of the
answer
Winner Vs Loser
The winner has a
program
The Loser has an
excuse
Best Boss Worst Boss by
James B. Miller
Winner Vs Loser
The winner sees an answer
in every problem
Winner Vs Loser
The winner says, Let me do
it for you
The loser says, Thats not
my job
Best Boss Worst Boss by
James B. Miller
Winner Vs Loser
The winner sees a
green near every sand
trap
Winner Vs Loser
The winner says,It may be
difficult but its not
impossible
The loser says, It
may be possible, but
its difficult
Best Boss Worst Boss by
James B. Miller
Winner Vs Loser
Managing others
Directing
Competing
Relying on rules
Using Hierarchy
Consistency/Sameness
Secrecy
Passivity
Isolation
People as an expense
To:
Leading others
Guiding
Collaborating
Focusing on outcomes
Using network
Diversity/Flexibility
Sharing information
Risk taking
Involvement
People as assets
Human Relations
Leadership
L
E
A
D
E
R
S
H
I
P
Listening
Empowering viewpoint
Ambition
Desire
Example
Respect
Self-esteem
Heart
Initiative
Patience
Best Boss Worst Boss by
James B. Miller
What Leaders Do
Establish direction: developing a vision of the
future (strategies)
Aligning people: Communicating, directing by
words and deeds
Motivating and inspiring: Energizing people to
overcome problems
Producing change: dramatic change
Leadership
Puzzle Game
Leadership Hierarchy
Level 5 Executive
Level 5 Leadership
(Professional Will)
Burning ambition for company Success
Love firm
Work relentless for results
Beyond ambition
Level 5 Leadership
(Professional Will)
Committed to building Generationally
Longevity
Passing of baton
Discover ability
Not weak successor
Level 5 Leadership
(Personal Humility)
Unassuming
Quietly producing
Not claiming credit
Direct attention to others
(Mirror Window principle)
KEY POINTS
Every good-to-great company had Level 5 leadership
during the pivotal transition years.
Level 5 refers to a five-level hierarchy of executive
capabilities, with Level 5 at the top. Level 5 leaders
embody a paradoxical mix of personal humility and
professional will. They are ambitious, to be sure, but
ambitious first and foremost for the company, not
themselves.
KEY POINTS
Level 5 leaders set up their successors for even
greater success in the next generation, whereas
egocentric Level 4 leaders often set up their
successors for failure.
Level 5 leaders display a compelling modesty, are
self-effacing and understated. In contrast, two-thirds
of the comparison companies had leaders with
gargantuan personal egos that contributed to the
demise or continued mediocrity of the company.
KEY POINTS
Level 5 leaders are fanatically driven, infected with
an incurable need to produce sustained results.
They are resolved to do whatever it takes to make
the company great, no matter how big or hard the
decisions.
Level 5 leaders display workmanlike diligence more
plow horse than show horse.
KEY POINTS
Level 5 leaders look out the window to
attribute success to factors other than
themselves. When things go poorly, however,
they look in the mirror and blame themselves,
taking full responsibility. The comparison
CEOs often did just the opposite they looked
in the mirror to take credit for success, but out
the window to assign blame for disappointing
results.
KEY POINTS
One of the most damaging trends in recent history is
the tendency (especially by boards of directors) to
select dazzling, celebrity leaders and to de-select
potential Level 5 leaders.
I believe that potential Level 5 leaders exist all
around us, if we just know what to look for, and that
many people have the potential to evolve into Level
5.
Definitions of Leadership
The art of mobilizing others to want to
struggle for shared aspirations.
-Kouzes and Posner,1995
liberating people to do what is required of
them in the most effective and humane way
possible.
- Max DePree, 1990
Definitions of Leadership
Leadershipis exercised when persons of
certain motives and purposes mobilize, in
competition or in conflict with others,
institutional, political, psychological, and other
resources so as to arouse, engage, and to
satisfy the motives of followers.
James MacGregor Burns, 1975
Definitions of Leadership
Transforming followers, creating visions of
the goals that may be attained, and
articulating for the followers the ways to
attain those goals
Bass, 1985; Tichy and Devanna, 1986
Leading
Establishing Direction
Aligning People
Motivating and
Inspiring
Gandhi
Gandhi
Gandhi
Gen. George C. Marshall - Has become the
spokesman for the conscience of all
mankind
He made humility and simple truth more
powerful than empires
Sayings
When youre fighting for a just cause people seemed to
pop up even when its dangerous
You must show courage willing to take a blow and not
fight back (decrease anger and increases respect)
Minority of one the truth is the truth
Each mans labor is as important as an others
Its not me, its the principle. And you will do it with joy or
not at all
No cause, that I am prepared to kill. They cannot take a
way their self respect if we do not give it to them
Sayings
Fight against their anger not to provoke it
Receive the blows in our pain we will make them their
injustice
They make torture my body and kill me they will have my
body not my obedience
0 = Never 1 = Seldom
2 = Sometimes
3 = Usually
4 = Always
Enneagram
Enneagram
Can help understand fears and desires, strengths and weaknesses, defenses and
anxieties, how we react to frustration and disappointment - and, more positively,
what our truest capacities and greatest strengths are so that we can build on those
rather than on misjudgments and illusions.
Enneagram
self-understanding
self-knowledge
self-transcendence
self-transformation
Matching
Discerner
Reformer
Empathiser/Sympathiser
Generous
Compassionate
7 Optimist, enthusiastic
Happy - go - lucky
Always a silver - lining
8 Leader, magnanimous, empowering
Challenge taker
9 Peace maker
Mediator
I am Peaceful
9
I am Strong 8
1 I am Perfect
I am Happy 7
2 I am Caring
I am Loyal 6
I am Knowledgeable 5
3 I am Successful
3
4 I am Special
Of Separation/Conflict
9
Of Being Weak 8
1 Of Being Imperfect
Of Being Deprived 7
2 Of Own Needs
Of Being Abandoned 6
Of Being Overwhelmed 5
3 Of Failure/Of Being
Rejected
4 Of Being Ordinary
TYPE
1 Perfectionist
2 Helper
3 Achiever
4 Romantic
HEALTHY POINTS
UNHEALTHY POINTS
TYPE
Observer
6 Questioner
7 Adventurer
8 Asserter
9 Peacemaker
HEALTHY POINTS
UNHEALTHY POINTS
Unaffectionate mother
Family members not emotionally close to one
another but in good terms with one another
Lived with little shoulds
Put up a front
Needs approval for achievements and
affirmation
Abandoned child
Sense of trip - drama
Can stay long in pain
Wants to be understood and not understood
Poor mother contact
Authoritarian mothers
Feel that they have not been loved enough
LIFE STATEMENT
Life is being
SELF-CONCEPT
I am
MOTIVES
To/To be...
1 Perfect
Right
Correct
2 Needed
Generous
Needed/Loved
3 Successful
Efficient
Approved/Affirmed
4 Unique
Different
5 Knowledgeable
Wise
To know/understand
6 Responsible
Faithful
7 Joyful
Fun
Have fun
8 Content
Powerful
Self-reliant
9 Peaceful
Peaceful
HEART
HEAD
3
5
4
LIFE QUESTIONS
MOVEMENTS
HEAD
Where am I?
What will I gain From it?
Inner world to
Outer world
HEART
Who am I with?
GUT
Who am I?
How will it help me move in life?
Where do I stand?
CENTER
PERSONALITY
TYPE
CHARACTERISTICS
FIVE (I)
SEVEN (E)
TWO (E)
THREE
FOUR (I)
Relates to self-image
ONE (I)
NINE
EIGHT (E)
HEAD
SIX
HEART
GUT
FACIAL EXPRESSION
PHYSICAL APPEARANCE
SPEECH
Sharpness of features
Sermonize
With authority that sounds
right
Concerned look
Complimentary
Flattery
Advise getting
Youthful looking
Dresses well/Stylish
Try to be fit and trim
Propagandizes
Demonstrative
Casual/Sad look
Dramatic
Lamentations
Uncomfortable smiles
Beard for men
Couldnt care less for fashion
Summarizes
Hyper-alert/
Scanning look
Cautions
Puts limits
Protected
FACIAL EXPRESSION
PHYSICAL APPEARANCE
SPEECH
Smile a lot
Teddy bearish but not fat
Sense of style
Story-telling
Talkative
Humorous
Entertaining
Weather-beaten face
Husky side
Liable to wear massive outfit
Sarcastic
NO
Debunks
Plain/Blank look
Monotone
Matter-of-fact
TYPE STRENGTHS
1
Does the right thing and not easily swayed by external pressures
Careful
Goal Oriented
Have an innate way of knowing how to relate to the world
TYPE
7
STRENGTHS
OCCUPATIONS
TYPE
Physician
Nurse
Clergy
Teacher
Accountant
Technician
Librarian
Secretary
Social Worker
Psychologist
Physician
Nurse
Executive Secretary
Clergy
Acting
Medicine
Marketing
Sales
Promotion
Advertising
Corporate Management
Banking
Entrepreneurship
Politics
Acting
Dancing
Painting
Critic Counselor
Entertainer
Interior decoration
Accountant
Archaeologist
Writer
Computer Programmer
Research Scientist
Librarian
Academic Positions
TYPE
OCCUPATIONS
Engineer
Machinist
Builder
Civil Servant
Technologist
School Instructor
Consultant
Editor
Management staff
Entrepreneur
Writer
Scientist
Public relations
Police Officer
Lawyer
Sports figure
Businessman
Arbitrator
Ambassador
Administrator
Umpire
Referee
Lab Technician
Bureaucrat
TYPE
ATTRACTIVE
UNATTRACTIVE
Quality control
Meticulous attention to detail
Clear organizational structure
Correcting errors
Work that requires continuous
improvement
No clear-cut guidelines
Work that requires on-the-spot
decisions with minimal information
Routinary
Work that involves time and
experimentation
Open competition
Confirmation and direct association
with others
TYPE
ATTRACTIVE
UNATTRACTIVE
Hierarchy-oriented
Being with authority or being authority
to oneself
On-the-spot decisions
Implementation
Fixed guidelines
Leadership
Following orders
Mediatorship
Conflict
TYPE
Help them to come out of their cave. Do not wait for them to come out
for you will be out-witted
By coaxing their creativity, challenge them and affirm them
Show interest in their writing
Challenge them to something new
FRIENDSHIPS
1-2-4-7-89
6-3-5-7-9
2-1-3-4-5-8
7-1-5-6-8
3-2-4-69
8-1-2-5-7-9
4-1-2-35
9-1-3-6-8
5-2-4-6-8
One at Work
Two at Work
Work Best In - Jobs where theres a high interpersonal
component: Human resources, health care professions,
service industries, sales representatives.
Have problems working in- Jobs that are isolated from positive
contact with people: lighthouse keeper, forest ranger,
computer programmer
Where business wants its twos - Facilitating a fund raising
drive, representing them at local chamber of commerce
luncheons, dealing with the media
Three at Work
Work Best In - Competitive environment with a ladder to
climb and a clear system of rewarding effort. Salary, titles,
and decision-making roles are incentives.
Have problems working in - Jobs that require periods of
apparent inactivity no clear game plan. Threes do not like to
sit around and talk about ideas, revise a decision or get
slowed down by questions.
Where business wants its threes - Marketing, sales and
advertising; during rapid expansion phase of any business;
situations that require efficiency, streamlining and rapid
turnaround.
4 at Work
Work Best In - Jobs in which creativity and individuality are prized.
5 at Work
Work Best In - Jobs where theres time to think. Research and
development, libraries, night shift at the computer lab
6 at Work
Work Best In - Environments where there are clear lines of
authority and defined problems. Jobs where honesty and
asking hard questions are valued: University classrooms,
auditing and investigative work
Have problems working - Environments that have ambiguous
guidelines, an insider track, and lots of behind the scenes
wheeling and dealing
Where business wants its Sixes - Prosecuting attorneys, Chief
financial officers, heading planning departments and
compliance officers
7 at Work
Work Best In - Jobs where theres a spirit of adventure: fastpaced settings and rapidly changing information Sevens are
theoreticians, futurist and multi task people
Have problems working - Jobs with predictable futures that can
be finessed to make them more interesting, or repetitive work
isolated from, simulation, laboratory and assembly-line worker,
tailor
Where business wants its Sevens - The brainstorming and
planning stage of any interesting project. Discovering points of
similarity between different fields of interest, university
interdisciplinary studies track, jobs requiring networking and
promoting complex ideas, such as politics, lobbying, media
production manager, public relations outreach, field works
8 at work
Work Best In - Jobs where theres competitive juice and
constructive outlet for energy. Eights like their own fiefdom
and a clear chain of command for redress of grievances. Real
estate developer, CEO of their own company, Military
commanders.
Have problems working In - Jobs that require protracted
diplomacy and shared power: co-chair of anything , consumer
relations, representative commanders.
Where business wants it Eights - At the helm during
confrontation, spearheading an expansion phase; trial lawyers,
union organizer, manager of a sports team
9 at Work
Work Best In - Jobs that require big-picture
perspectives and take account of multiple inputs:
global planning.
Have problems working In - Fast paced, rapidly
changing environments that downplay interpersonal
communication.
Where business wants it Nines - U.S. postal service,
Vice President administration, office manager, big
picture planning
Visionary
Coaching
Affiliative
Democratic
Pace Setting
Commanding
Represents the collaborative competence in action. Such leaders are more concerned with
promoting harmony, fostering friendly interactions, and nurturing personal relationships.
Empathy is another fundamental competence, as they focus on the emotional needs of employees
even over work goals.
May also rely on conflict management when the challenge includes knitting together diverse or
conflicting individuals.
When It Works
When trying to heighten team harmony, increase morale, improve communication
and repair broken trust.
When It Doesnt
Should not be used alone as it may allow poor performance to go uncorrected, a
sign that mediocrity is tolerated.
Lessons in Leadership
The building block for leadership is nothing else but
our very own self. This imperfect self is called for
something biggernobler.
God call us for what we are and if we respond, we
become what we can become and fulfill our mission.
In surrendering ourselves to our mission, we find
ourselves and fulfill our destiny.
Film Review
Brave Heart
Priority
Prioritize
Priority Principle
You cannot overestimate the unimportance
of practically everything
Violin Player
Priority Principle
The good is the enemy of the best
Lighthouse keeper
Priority Principle
Mountain climber
Priority Principle
Too many priorities paralyze us
LION TAMER
Priority Principle
Time deadlines and emergencies force us to
prioritize
Effectiveness versus
Efficiency
Priority Principle
Too often we learn too late what is really important
Family Ranch
Nobody on his death bed ever said, I wish I
had spent more time on my business
Self Leadership
Group Discussion
How do you feel about the concept that a
leaders private life should in no way be
relevant to his exercise of public leadership?
Will your private life affect the way you lead
your organization? Why?
The Manager
Preoccupied with doing things right
Focused on following procedures
What is Leadership ?
Concerned with doing the right things
Questions whether or not the accepted
procedures are the right thing to do
Questions if the existing practices are no longer
moving the organization
Looks to transform the existing system into
something more effective
By its very nature transformational rather than
transactional
Personal Character
Personal character can be defined as the integration
of an individuals personal beliefs, values and morals,
which, taken as a whole, reveal the true nature or
character of that individual.
It is a leaders personal character then, that
determines how he will react to certain situations and
determines the priorities that will inform that leaders
decisions.
A well-integrated person is one for whom there is
noticeable continuity between the her privately held
values and beliefs and her public behavior.
Leading from the inside out by;
Samuel D. Rima
Look at past
accomplishments
Is permanent
Keeps focus on
responsibilities
Adds value to many people
Builds a legacy for the future
Generates respect and
integrity
Keeps you there
Values
Values are those things to which we attach a relative worth, utility or
importance.
Personal values are the different concepts, ideas, principles, and
things which an individual attributes worth, utility, or importance
God
Personal Health
Family
Financial Responsibility
Appearance
Truth
Honesty
Recreation
Relationships
Film Review
The Passion of the Christ
What is a Calling?
Vocation comes from the Latin word Vocare,
which literally means, to call. A persons
vocation was his lifes Calling, which
transcends any particular job or professional
career.
Avocation (calling) means a subordinate
occupation pursued in addition to ones
vocation
Previous Experiences
Present Circumstances
Possible Opportunities
Personal Gifts
Prompting of the Holy Spirit
Personal Passion
Private Counsel
Behavior
Daily Exercise
Personal Values
That Drives the Behavior
Concern for Health
Value
Definition
Exercise
What has God been doing in this area
Previous Experience
Present Circumstances
Possible opportunities
Personal Gifts
Prompting of the Holy
Spirit
Private Counsel
Life Goals
My Life Book
How will your book look like cover, title,
dedication, lay out, pages, etc.?
Divide your life into chapters. What would the
chapters be? What would be the main story
lines per chapter?
How will your story begin?
How will it end?
Feelings
Feelings are the bodys fuel or energy.
When fully integrated, we are able to tap our feelings
freely. However, most of us block certain feelings.
When blocked these feelings are trapped in the body
and can lead to chronic tension or illness.
When integrated, we can feel what is appropriate to
any given situation and use these as energies.
Mission
My sense of Purpose
The Cause I am willing to die for. And
therefore that which I will work for and live
for.
My North Star
My Principles and Foundations
MOVEMENTS
Self-Awareness
strengths and weaknesses
self-mastery
MOVEMENTS
Mission
Working on my Mission (Magis)
Never Ending Process
Leadership is INFLUENCE
Modeling
People influenced by what they see
People perceive you to be trustworthy and
have admirable qualities
If somebody that people trust endorses you (
borrowed influence)
Motivating
Mentoring
Pouring your life into other people and
helping them reach their potential
Helping them overcome obstacles in their lives
Showing them to grow professionally and
personally
You can truly make a difference in their lives
Multiplying
Help people youre influencing to become
positive influencers in the lives of others
Few people reach this level but everyone has
the potential to do so.
Level 1: Position/Rights
Know your job description thoroughly
Be aware of the history of the org.
Relate the Orgs. History to the peopleof the Org.
(Team Player)
Accept responsibility
Do your job with consistent excellence
Do more than expected
Offer creative ideas for change and improvement
Developing the leader within you
By: John MAxwell
Level 2: Permission/Relationship
Level 3: Production/Results
Initiate and accept responsibility
Develop and follow a statement of purpose
Make your job description and energy an integral part of the
statement of purpose
Develop accountability for results, beginning with yourself
Know and do things that give a high return
Communicate the strategy and vision of the Org.
Become a change-agent and understand timing
Make the difficult decision that will make the difference
Level 4: People
Development/Reproduction
Level 5: Personhood/Respect
Your followers are loyal and sacrificial
You have spent years mentoring and molding
leaders
You have become a statesman/consultant,
and are sought out by others
Your greatest joy comes from watching others
grow and develop
You transcend the Org.
Developing the leader within you
By: John MAxwell
4. People
development
3. Production
2. Permission
1. Position
Respect
Note: This step is reserved for leaders who have spent
People follow because
years growing people and org. Few make it.
of who you are and
Those who do are bigger than life
what you represent
Reproduction
Note: This is where long range growth occurs. Your
People will follow
commitment to developing leaders will ensure
because of what you
ongoing growth to the org. and to people. Do
done for them
whatever you can to achieve and stay on this level
Results
Note: This where success is sensed by most
People will follow
people. They like you and what you are
Because of what
doing . Problems are fixed with very little
you have done for the Org.
Effort because of momentum
Relationships
Note: People will follow beyond your stated
People follow
authority. This level allows work to be
because they want to
fun.
Rights
Note: Your influence will not extend beyond
People follow
lines of your job description. The longer
because they have to
you stay here, the higher the turnover and
lower morale.
Lessons in Leadership
Leadership development is a life-long process. He is
formed both by his genes and by critical incidents in
his life.
The building block for leadership is nothing else but
our very own self. This imperfect self is called for
something biggernobler.
Leader-to-be is exposed to events that creates the
need for to respond.
The initial motives are driven more by self-oriented
needs than by other-oriented causes.
Lessons in Leadership
Over time, the persons commitments are tested and
hopefully, a shift occurs where the person becomes
more other-oriented.
There is a shift in primary motivation: from needs to
transcendent values. The same tendencies and
desires are used, but re-directed.
However, this is a matter of choice. We are given
freedom to choose to respond or not to respond.
Imperfections, failures, and personal sacrifice are
part of the deal.
Lessons in Leadership
The building block for leadership is nothing else but
our very own self. This imperfect self is called for
something biggernobler.
God call us for what we are and if we respond, we
become what we can become and fulfill our mission.
In surrendering ourselves to our mission, we find
ourselves and fulfill our destiny.
Lessons in Leadership
Every Person matters. Everyone can make a
Difference. YOU CAN MAKE A DIFFERENCE.
Integrity
Definition The state of being complete,
unified. Words and deeds match up. I am
who I am, no matter where I am or who I am
with.
80 % of what people learn comes through
visual stimulation.
What people hear they understand. What
they see they believe.
Integrity
Change
New Breed
We are the new generation of unique and fully
skilled experts tasked to produce optimal results
for the organization.
We solve SC problems using the scientific
methods.
We recruit people for the value that they can
bring to the Organization.
We acknowledge our weaknesses and limitations.
We train people to enhance their strength
New Careers
Accountants for Inventory Controls
Engineers for Continuous Improvement
Purchasing skilled negotiators with technical
expertise
Psychology Graduates who will handle
Customer Service
Table of Organization
Boss
Chief
Feeling
Bossing
Alipin
Feeling
Bossing
Alipin
Alipin
Alipin
KABN
Bossing
Boss Chief
New Organization
KABN
KABN
Bossing
Boss Chief
Conductor
Turns his back to the audience to concentrate on
the music they are playing
Knows which instrument to use to produce great
music
He motivates his musicians to perform to the best
of their abilities
Ensures that the music piece is interpreted
correctly by acting as the guide to the musicians
Lamplighters
Lamplighters
They dont care if we know their names
but they will show us the way
During dark and stormy nights they guide
us to the right direction
They change the light or candle if they are
no longer functioning
Coach
He constantly upgrades his team
He knows the value of team support to win.
He trains every team member to hone his
skills.
He knows his competition.
He dreams big for his team!
Qualities of a Leader
Character
Never for the sake of peace and quiet
deny your experience or convictions.
Dag Hammaskjold
Character
John Maxwell
Qualities of a Leader
Character
Bill Lear story
Adversity is a crossroads that makes a person
choose one of two paths: Character or
Compromise.
Leader not only stays above the line between
right or wrong, he stays clear of the gray
areas.
John Maxwell
Qualities of a Leader
Charisma
I have yet to find the man, however exalted his
station, who did not do better work and put forth
greater effort under a spirit of approval than
under a spirit of criticism.
Charles Schwab
Charisma
Love life
Put 10 in every persons head
Give people hope
Share yourself
John Maxwell
Qualities of a Leader
Charisma
Pride nobody wants to follow a leader who thinks he is
better than everybody.
Insecurity If you are uncomfortable with who you are, others
will be too.
Moodiness If people never know what to expect from you,
they stop expecting anything.
Perfectionism People respect the desire for excellence, but
dread totally unrealistic expectations.
Cynicism People dont to be rained on by someone who sees
a cloud around every silver lining
John Maxwell
Qualities of a Leader
Commitment
He who has done his best for his own
time has lived for all times
Johann von Schiller
Commitment
Commitment starts in the Heart
Commitment is Tested by Action
Commitment Opens the Door to Achievement
John Maxwell
Qualities of a Leader
Commitment
Cop-outs People who have no goals and do not
commit.
Holdouts People who dont know if they can reach
their goals, so theyre afraid to commit.
Dropouts People who start toward a goal but quit
when the going gets tough.
All-outs People who set goals, commit to them,
and pay the price to reach them.
John Maxwell
Qualities of a Leader
Commitment
Law of But-In states, people buy into the
leader, then the vision
Kentucky Derby story
Michael Jordan The heart is what separates
the good from the great.
Edison Method Make your plans public, and
you might be more committed to following
through with them.
John Maxwell
Qualities of a Leader
Communication
Educators take something simple and make it
complicated. Communicators take something
complicated and make it simple
John C. Maxwell
Communication
Competence
Competence goes beyond words. Its the leaders ability to
say it, plan it, and do it in such a way that others know that
you know how and know that they want to follow you.
John Maxwell
Competence
Show up Everyday
Keep Improving
Follow through with Excellence
Accomplish More Than Expected
Inspire Others
John Maxwell
Qualities of a Leader
Competence
Benjamin Franklin Hide not your talents.
They for use were made. Whats a sundial in
the shade?,
They dont show up in body only. They come
ready to play every day.
The person who knows how will always have a
job, but the person who knows why will
always be the boss.
John Maxwell
Qualities of a Leader
Courage
Courage is fear that has said its
prayers
Karl Barth
Courage
Courage Begins with an Inward Battle
Courage is Making Things Right, Not just
Smoothing Them Over
Courage in a Leader Inspires Commitment
from Followers
Your Life Expands in Proportion to your
Courage
John Maxwell
Qualities of a Leader
Courage
Leaders willingness to take risks
Courage deals with principle, not perception
Dedication to potential must remain stronger
than your desire to appease others
John Maxwell
Qualities of a Leader
Discernment
Smart leaders believe only half of what they hear.
Discerning leaders know which half to believe.
John Maxwell
Discernment
Qualities of a Leader
Focus
If you chase two rabbits, both will escape
Unknown
Focus
Focus 70 percent on Strengths
Focus 25 percent on New Things
Focus 5 percent on Areas of
Weakness
John Maxwell
Qualities of a Leader
Focus
Leader who knows his priorities but lacks
concentration knows what to do but never
gets it done.
Spend more time on what they do well than
on what they do wrong.
In Leadership, if you through growing, your
through.
Create an edge
John Maxwell
Qualities of a Leader
Generosity
No person was ever honored for what he received.
Honor has been the reward for what he gave.
Calvin Coolidge
Generosity
Be grateful for Whatever You Have
Put People First
Dont Allow the Desire for Possessions to
Control You
Regard Money as a Resource
Develop the Habit of Giving
John Maxwell
Qualities of a Leader
Generosity
Generosity rises out of contentment, and
doesnt come with acquiring more.
Money is a servant but a terrible master.
Richard Foster Just the very act of letting go
of money, or some other treasure, does
something within us. It destroys the demon
greed
John Maxwell
Qualities of a Leader
Initiative
Of all the things a leader should fear,
complacency should head the list.
John Maxwell
Initiative
Initiative
You can if you will
Initiators dont wait for other people to
motivate them
Robert Kennedy- Only those who dare to fail
great can ever achieve greatly.
Napoleon Hill The starting point of all
achievement is Desire.
John Maxwell
Qualities of a Leader
Listening
A good leader encourages followers to tell him
what he needs to know, not what he wants to
hear.
John Maxwell
Listening
Listening
Before a Leader can touch a persons heart, He
has to know whats in it. He learns that by
listening
Listen to the whispers and you wont hear
the screams.
Good leaders always make it a priority to keep
in contact with the people theyre serving.
John Maxwell
Qualities of a Leader
Passion
Anyone can dabble, but once youve made
that commitment, your blood has that
particular thing in it, and its very hard for
people to stop
Bill Cosby
Passion
Passion
Weak desire brings weak results, small fires
creates little heat.
The stronger your fire, the greater the desireand the greater the potential.
A leader with great passion and few skills
always outperforms a leader with great skills
and no passion.
John Maxwell
Qualities of a Leader
Positive Attitude
The greatest discovery of my generation
is that human beings can alter their
lives by altering their attitude of mind
William James
Positive Attitude
Positive Attitude
Dennis Waitley The Winners edge is not in a
gifted birth, high IQ or in talent. - Attitude not
Aptitude
Your attitude is crucial because it determines
how you act.
Chris Evert The thing that separates good
players from great ones is mental attitude
John Maxwell
Qualities of a Leader
Problem Solving
You can measure a leader by the
problems he tackles. He always looks
for ones his own size.
John Maxwell
Problem Solving
Problem Solving
Relationship
People dont care how much you
know, until they know how much you
care.
John Maxwell
Relationship
Have a Leaders Head Understand
People
Have a Leaders Heart Love People
Extend a Leaders Hand Help People
John Maxwell
Qualities of a Leader
Relationship
They like to feel special, so sincerely compliment
them.
They want a better tomorrow, so show them hope.
They desire direction, so navigate for them.
They are selfish, so speak to their needs first.
They get low emotionally, so encourage them.
They want success, so help them win.
John Maxwell
Qualities of a Leader
Responsibility
If You wont carry the ball, You cant
Lead the Team.
John Maxwell
Responsibility
Responsibility
No one can do the minimum and reach his
maximum potential.
If you want to succeed, be willing to put the
organization ahead of your agenda.
Its priceless to find a person who will take
responsibility, who will finish and follow
through to the final detail.
John Maxwell
Qualities of a Leader
Security
No man will make a great leader who
wants to do it all himself or get all
the credit for doing it.
Andrew Carnegie
Security
Insecure Leaders have several common traits:
They Dont Provide Security
They Take More From People Than They Give
They Continually Limit Their Best People
They Continually Limit the Organization
John Maxwell
Qualities of a Leader
Security
Only secure leaders give powers to others.
Leaders make his followers feel good about
themselves.
Dont let insecurity prevent you from reaching
your potential.
John Maxwell
Qualities of a Leader
Self Discipline
The First Person You Lead Is You.
John Maxwell
Self Discipline
John Maxwell
Qualities of a Leader
Servanthood
To Get Ahead, Put Others First
John Maxwell
Servanthood
John Maxwell
Qualities of a Leader
Servanthood
Stop lording over people, and start listening to
them.
Stop role-playing for advancement, and start
risking for others benefit.
Stop seeking your own way, and start serving
others.
John Maxwell
Qualities of a Leader
Teachability
To Keep Leading, Keep Learning.
John Maxwell
Teachability
John Maxwell
Qualities of a Leader
Teachability
For everything you gain, you lose something- Togain
growth, give up your pride.
The Greatest mistake one can make in life is to be
continually fearing you will make one. Elbert
Hubbard
As long as youre green, youre growing. As soon as
your ripe, you start to rot Ray Kroc
John Maxwell
Qualities of a Leader
Vision
You Can Seize Only What You Can See
John Maxwell
Vision
John Maxwell
Qualities of a Leader
Vision
John Maxwell
Qualities of a Leader
John Maxwell
Developing Leaders Around You
Right Job
Take it as a
good sign if
Be concerned
if.
People
Take it as a
good sign if
Be concerned
if.
Opportunity
Take it as a
good sign if
Be concerned
if.
Options
Take it as a
good sign if
Be concerned
if.
Ownership
Take it as a
good sign if
Be concerned
if.
Work Content
Take it as a
good sign if
Be concerned
if.
People
T-eamwork
L-eadership
C-oaching
The Who, the What
& the How of Leadership
WHO of LEADERSHIP
Most compelling leadership tool
is WHO we are
our values
our anchor principles
If this internal foundation has not been laid.
The Chot Reyes Story..
MYTHS of LEADERSHIP
Management Myth
Entrepreneur Myth
Knowledge Myth
Pioneer Myth
Position Myth
Humility
Magnetic
Competent
Self Discipline
Courage
Focus
Reliable
Relational
Positive Attitude
Character
Servanthood
Consistent
Honest Communication
Transparent
Humility
Supportive
Fulfilled promises
Listened
WHAT of LEADERSHIP
Leadership is not a privilege.
It is a responsibility
The team itself leads the team.
Phil Jackson
Leadership is Influence.
HOW OF LEADERSHIP
Managers who are coaches will be the
norm.
Team Coaching ABCDs:
awareness and acceptance
build trust levels
create cohesion
develop skills
CREATING COHESION
needs time
courage
communication
connection
COMMUNICATION
Spoken Words
Tone of Voice
Body Language
7%
38%
55%
SHARPENING SKILLS
WHERE DO I BEGIN?