1
THE SILVER BULLETOF LEADERSHIP
OCTOBER, 2004byEdward D. Hess
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• FACULTY
• Edward D. Hess Adjunct Professor Of Organization
  Management Goizueta Business School Emory
  University Atlanta, Georgia Executive
  Director Values-Based Leadership
  Institute Executive Director Center for
  Entrepreneurship Corporate Growth
• Edward_Hess_at_bus.emory.eduwww.EDHLTD.com

3

• MY CONSULTING CLIENTS
• The Beach Company, Charleston, SC
• Hixon Properties, San Antonio, TX
• Knowledge Analysis Technologies, Boulder, CO
• Edens and Avant, Columbia, SC
• Cousins Properties, Atlanta, GA
• Oncor International, Washington, DC
• Portman Interests, Atlanta, GA
• Polar-Bek, Birmingham, AL
• Senior Managing Director Jackson Capital, LLC,
  Atlanta, GA
• Burroughs Chapin, Myrtle Beach, SC

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• Leadership Articles in Catalyst Magazine
• Managing Execution January, 2003
• Why Should Anyone Follow You? June, 2003
• What Do Leaders Actually Do? September, 2003
• What is the Meaning of Business? October, 2003
• What Do Leaders Actually Do Part II?
  November, 2003
• Are Your Employees a Means to Your End? May,
  2004
• Managing VUCA June, 2004

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Leadership Fellows Agenda

• Friday, Oct. 15, 2004
• 200-230PM Dean Kembrell Jones
• Introduction
• 230-315PM Fellows Coaches
• Introduction
• 315-330PM Break
• 330-530PM Prof. Hess The Silver
• Bullet
• 530-600PM Coaching
• 600 PM Dinner

• Saturday, Oct. 16, 2004
• 830-1030AM Prof. Drazin and
• Prof. Glynn Tasks/Reflective Writing
• 1030-1045PM Break
• 1045-1245PM Prof. Hess The Silver
• Bullet
• 1245-200PM Lunch
• 200-300PM Andy Fleming Values
• Assessment
• 300-330PM Coaching
• QA
• Next Session
• Conclusion

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Introduction

1. What is leadership?
2. What are the necessities to lead?
3. What are the key Leadership models?
4. Why is trust so important?
5. Do you have the right stuff?
6. What skills are critical?
7. Can you learn Leadership?
8. What are the three components of the High
   Performance Profit Maximization Model?

7
HPP Maximization Model

1. You
2. Employees
3. Customers

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What is Leadership?

1. Please write out your definition________________
   ________________________________________________
   _________________________________________________
   ________________________________________________
   _________________________________________________
   ________________________________________________
   ______________________________

9
There are over 200 definitions of
Leadership.Major Leadership Models

1. Great person model traits or personality
2. Situational Context Circumstances
3. Level V Leadership
4. Transformational Leadership
5. Servant Leadership
6. Authentic Leadership

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All Leadership models require

• A Leader
• Followers
• Goal(s) or Objective(s)
• Some require a good, responsible, or moral
  objective.

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Leaders must have

• Technical competence
• Communication skills
• Management skills
• Is that enough?

12
What is the most important aspect needed for you
to follow and believe in a leader?

• ________________________________________________
  ________________________________________________
  _________________________________________________
  ________________________________________________
  _________________________________________________
  ________________________________________________
  ______________________________

13

• Why is TRUST so important?
• Trust to do what? The essence of trust is that
  followers believe you will do what is right in
  their best interest - not just what is in your
  best interest.

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• What is trust?
• How do you create trust?
• How do you earn trust?
• Who do you trust?
• ________________________________________________
  _____________________

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• Why do you trust them?
• ________________________________________________
  _____________________
• How did they earn your trust?
• ________________________________________________
  _____________________

16
David Gergen

• The heart and soul of Leadership is the
  relationship of the follower and Leader.
• Trust is key.
• How do you earn trust? 5 Cs
• Candor
• Competence
• Consistency
• Compassion (empathy)
• Character

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• And according to Gergen, character is key.
• What is Character?
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________

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What is your character?

19
Leadership

• Size
• Gender
• Nationality
• Charisma
• Where you went to school
• Pedigree
• Your religion
• DO NOT PRECLUDE YOU
• LEARNING TO BE A LEADER

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• What matters is what is in your heart.
• Your character
• Your values
• Your attitudes
• And
• How you act and express that.

21

• Why should anyone follow you?
• Right attitude
• Right motivation
• Right values
• Emotional Intelligence
• Unless you understand yourself and your emotions,
  you cannot understand other people and lead them.

22

• The right stuff is within you
• Deal with you
• Be self-aware
• Be sensitive
• Be disciplined

23

• Great Athletes
• Musicians
• Singers
• All have one thing in common
• Ratio Ratio
• Practice Performance

24

• Tough part of the business world is a leader has
  to perform all day, every day!
• On stage!
• Showtime!

25

• Can you learn to be a good leader?
• YES!

My Story
Age 34 44 Driven Impatient Results Oriented Help get job done 2 personal crises
Age 44-47 More self-aware Death of my father
Age 47-57 Changed my focus Significance, not success Truly listened
26
Learning to be a Good Leader is a life-long
pursuit. You will get better as you

1. Experience life
2. Lead and learn
3. Become emotionally more aware and secure
4. Learn not to focus on me and
5. Truly adopt a servant leadership approach.

27
What precludes you from being a good leader?

• Laziness
• Arrogance
• Lack of self-discipline
• Bad attitude

28
How does this trust translate into business
success? Profits?

• Leader employees customers
• Number one determinant of employee job
  satisfaction and job performance is you the
  Leader.What do your employees think about you?
  How do they view you? Do they trust you?

29
Happy, productive employees create happier,
more loyal customers and that is the essence of
making .

• So what makes employees happy? Satisfied?
• is NOT enough.
• Money is NOT enough.

30
Employees want

1. Respect
2. Meaning
3. Opportunity
4. Fairness

31
Leadership is a constant battle between
Selfishness (me) v. Altruism
Self-absorption v. Emotional maturity
Insensitivity v. Sensitivity
Laziness v. Discipline
Insecurity v. Confidence
Arrogance v. Humbleness
Charisma v. Authenticity
My Way v. Accepting Other Ways
Group Think v. Intellectual Honesty
32

• Leadership is all about YOU and how you relate to
  your followers.
• Relationships are hard work.

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Lets Focus on You!

• Why do you want to lead?
• _________________________________
• _________________________________
• _________________________________
• More ?
• More power?
• More respect?
• More perks?

34
Honestly

• _________________________________
• _________________________________
• _________________________________
• Most people are promoted to a leadership position
  not because they are a good Leader, but because
  they did their job well.

35

• And most people then try to get their employees
  to do and act like they did this is what they
  know.
• This is what worked for you?

36

• Leadership is different than doing a job well
  Leadership is motivating, inspiring, and leading
  others to accomplish certain goals.

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• Inspiring and leading others to accomplish
  certain goals
• Efficiently
• Excellently
• On time
• On budget

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• Who are your followers? Why are they important
  to you?
• _______________________________________
• _______________________________________
• _______________________________________
• _______________________________________
• _______________________________________
• _______________________________________
• _______________________________________

39

• Because they help you meet your budget, your
  goals, your objectives, your bonus!
• Why should they care about you?
• Why should they care about your bonus?

40

• What I am trying to do is
• Change your attitude about Leadership
• Change your frame of reference and mindset
• Change your behavior

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• I know change is hard.
• I know people are creatures of habit.
• But I know you are here for a reason.
• To be all you can be and you can only be all you
  can be through others.

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• And Guess What?

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LEADERSHIP IS NOT ABOUT YOU!
LEADERSHIP IS ABOUT THEM!
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LEADERSHIP IS NOT ABOUT WHAT IS IN IT FOR YOU!
LEADERSHIP IS ABOUT HOW YOU CAN HELP THEM!
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LEADERSHIP IS NOT THE END RESULT
IT IS THE MEANS TO AN END!
LEADERSHIP IS ABOUT HOWYOU IMPACT OR AFFECT YOUR
FOLLOWERS.
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I submit that you will never, never, achieve your
leadership potential until you

1. Get the right attitude
2. Get the right mindset and
3. Adopt a servant leadership mentality.

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Change the focus from ME to THEM.
Great Leaders help people be all they can be!
Great Leaders help peoplereach their potential.
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What is Leadership?
A Relationship between a Follower and a Leader
Oh, darnhere we go.
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To have a great relationship FriendshipLoveLe
ader
What do you need?
_________________________________ ________________
_________________ ________________________________
_ _________________________________
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RespectOpennessHonestyAuthenticityCommunicatio
nListening skillsOpenness to learn and adjust
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Each employee is a separate relationship.Each
employee is an individual unique distinct.
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Leadership is not having 1 way of dealing with
your followers.Leadership is not having a
rehearsed way of acting.
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To be a good Leader, you MUST understand and
learn how each employee thinks, learns, and what
motivates them.Managing people is an individual
game!
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Leadership is having the ability
toLISTENPERCEIVEUNDERSTANDMOTIVATEINSPIRE
People are a complex gumbo of hopes, dreams,
fears, and emotional baggage.
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Time OutWhat have you learned so far? 5 or 6
key points

1. __________________________
2. __________________________
3. __________________________
4. __________________________
5. __________________________
6. __________________________

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What is the most surprising thing you have
learned?
_________________________________ ________________
_________________ ________________________________
_ _________________________________ ______________
___________________ ______________________________
___
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What has shocked you or given you concern about
yourself?Your assumptions about leadership?
_________________________________ ________________
_________________ ________________________________
_ _________________________________ ______________
___________________ ______________________________
___
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Why do you want to be a good Leader?(Refer back
to your prior answer.)
Are you happy with your reasons?
Why? _________________________________ ___________
______________________ Why not? _________________
________________ _________________________________
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What do you need to change about your attitude
mind frame or concept of Leadership?
_________________________________ ________________
_________________ ________________________________
__________________________________ _______________
__________________ _______________________________
__
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Who is the best boss you have ever
had?_________________________________________
Why? _________________________________ ___________
__________________________________________________
_____ _________________________________ __________
_______________________
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Who is the worst boss you have ever
had?_________________________________________
Why? _________________________________ ___________
__________________________________________________
_____ _________________________________ __________
_______________________
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How are you like the best boss?__________________
_________________________________________________
________________________________________________
_____________________________________
How are you like the worst boss?_________________
_________________________________________________
________________________________________________
______________________________________
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How can you change or improve?___________________
_________________________________________________
________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
________________________________________________
_______________________________
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What are your core values?

• Please define them

65

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Emotional Intelligence
Whats in your head and in your heart?
Why is this emotional and character stuff so
important?
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Because how you act what you do and how you do
it has amazing impact on your followers.
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Sensitize You! Make You Aware! You Are On Stage!
Every act and gesture is noticed and critiqued.
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Each day is Showtime. Each meeting is Showtime.
Understand that your employees are looking at
you all the time for Leadership.
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For Consistency For Fairness For Candor For
Trust
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Think about it In the last couple of
months Think about great days at work or school
What made them great? _________________________
_____________ ____________________________________
__ ______________________________________ ________
______________________________ ___________________
___________________
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Think about bad days at work or school What
made them bad? __________________________________
____ ______________________________________ ______
________________________________ _________________
_____________________ ____________________________
__________
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What was the role of your leader in the good
days? What, specifically, did he or she
do? ______________________________________ ______
________________________________ _________________
_____________________ ____________________________
__________ ______________________________________
______________________________________ ___________
___________________________
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What was the role of your leader in the bad days?
What, specifically, did he or she
do? ______________________________________ ______
________________________________ _________________
_____________________ ____________________________
__________ ______________________________________
______________________________________ ___________
___________________________
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Great Leaders have a Sixth Sense They can feel
the emotions of a situation.
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They can perceive when they are NOT
communicating. They can perceive distrust,
hostility, anger that is masked by smiles!
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Great Leaders can PERCEIVE RECEIVE
The What is not said The dynamics underlying
the meeting Where people are coming from
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In order to have this Sixth Sense You
need EMOTIONAL INTELLIGENCE
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EMOTIONAL INTELLIGENCE IS KEY
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Recall - To be a great Leader, you need

• Technical competence
• Right attitude or mindset
• Values character
• Emotional intelligence

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What is emotional intelligence (EI)?

• Jack Mayer, Professor at the University of New
  Hampshire, one of the fathers of EI
• HBR Jan 2004, p28

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EI is the ability to accurately PERCEIVE your
own and others emotions.

• What does this mean to you?
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________

83
EI is the ability to understand the signals that
emotions send about relationships and

• the ability to manage your own and others
  emotions.

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WOW!!Does that mean we all need to be shrinks?

• Are good Leaders
• amateur psychologists?

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No - What it means is that good Leaders

1. Understand themselves, their biases, their
   emotions, how their emotions impact them their
   insecurities what they get defensive about.

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What are your biases?

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What are your fears?

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What are you insecure about?

89
When or in what situations are you likely to be
defensive?

90

1. Good Leaders are able to perceive, receive, and
   understand emotional signals.

Sixth Sense
91
How do you get in touch with your
feelings?

92
What are you really in touch with?

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What do you feel?

94

1. Good Leaders manage the emotional climate of
   their group.

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Primal Leadership by Daniel Goldman, et al
ISBN1-57851-486-X

• P10 Yale Study
• Moods influence how effectively people work.
• Upbeat moods boost cooperation, fairness,and
  business performance.

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• Sensitize yourself to the impact of your MOODS.
• Facial expressions
• Choice of words
• Gestures
• Body Language

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• Before you can manage others
• You have to manage yourself.

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• Reality Check
• How many of you are thinking

• Employees are naturally lazy and need me to push
  them?
• Yes or No

99

• Unless I am tough, employees will take advantage
  of me.
• Yes or No

• To be a great Leader, my employees must fear me.
• Yes or No

100

• All this psychology stuff is too mushy-squishy.
• Yes or No

• What about General Patton, Jack Welch, Richard
  Nixon?

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My answers to you

• Being emotionally intelligent does not mean you
  do not honestly and fairly hold people
  accountable.

102
Reactions by gender
MENLeaders Generally NOT good at emotional intelligence
WOMENLeaders Generally NOT good at holding people accountable
103
P14 Primal LeadershipThe percentage of time
people feel positive emotions at work turns out
to be one of the strongest products of job
satisfaction.

• Leader employees

104
For every 1 improvement in service
climate 2 increase in revenue.

• Leader employees

105
When service people feel upbeat they do more to
please customers.

• Leaders create the right
• emotional climate!

106
p17-18 Climate how people feel about working
at a company can account for 20-30 of business
performance.
107
What was the best job you ever had?

108
Describe the climate.

109
What was the worst job you ever
had?
110
Describe the climate.

111
If climate results, what drives climate?
112
50-70 of how employees perceive their
organizations climate can be traced to the
actions of 1 personThe Leader
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You are more responsible for the success of your
team than your employees.YOU!
114
So you have to focus oncreating the right
climate on creating the right environment
-for people to want to excel and to be able to
excel.
115
The Magic Formula

• Leader
• employee customer

116
The Magic Formula AGAIN

• Leader
• employee customer
• satisfaction satisfaction

117
AGAINIT IS YOU!!!The responsibility of
Leadership is creating the right environment
climate atmosphere for Excellence
118
You cannot create the right environmentunless
there isHarmonyCongruenceAuthenticity
119
Amongst yourBeliefsMotivationsValuesandActio
nsCant fake it!!
120
It is whats inside of you that counts.Some of
you are now thinkingHoly crap I do not have
the right stuff.
121
Can I learn to do this?YesYESYESHard, hard
workDaily workSensitivity
122
What are the keys to EI?
123
My Top 5
Emotional Self-Awareness and Realistic Self-Knowledge My Grade 3600 Emotional Self-Awareness and Realistic Self-Knowledge My Grade 3600 Emotional Self-Awareness and Realistic Self-Knowledge My Grade 3600
Understanding ones emotions.
Recognizing the impact.
Managing your emotions
Being realistic about your strengths and weaknesses
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Empathy My Grade 3600 Empathy My Grade 3600 Empathy My Grade 3600
Sensing others emotions
Understanding others perspectives
Having an honest respect for differences and diversity
Putting yourself in their shoes
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Flexibility My Grade 3600 Flexibility My Grade 3600 Flexibility My Grade 3600
Being open to receive feedback
Reacting in an individualized manner
Adjusting and adapting to the situation context - individual
Collaborate, not dictate
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4. Being Transparent My Grade 3600 4. Being Transparent My Grade 3600 4. Being Transparent My Grade 3600
Having the self-confidence to be honest and direct
Walk the Walk not just talk
Harmony and consistency between what you believe, say, and do
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5. Having a service mentality My Grade 3600 5. Having a service mentality My Grade 3600 5. Having a service mentality My Grade 3600
Your role is to serve
How may I help you?
Help others develop and be all they can be
Be a mentor, coach, and teacher
128
SUMMARY
EI MY GRADE 3600
Self-Awareness
Empathy
Flexibility
Transparency
Service Mentality
129
360o Feedback

1. Ask your spouse or someone especially close to
   you to grade you honestly
2. Ask 3 close friends to grade you honestly
3. Ask 3 workmates whom you trust to grade you
   honestly

130
What are your discrepancies?

• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________

131
Gaps???In what you think and what others think

• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________

132
Now what do you do?

• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________
• ____________________________________

133

1. Focus on each Gap
2. Think about how you would like to act
3. Focus on behavior changes!!!

134
DRILL DOWN TO BEHAVIORS!!!
135
YOU CANNOT BE BETTER UNLESS YOU CHANGE
BEHAVIORS!!!Wanting is not doing.Good intent
is not good enoughChange your behavior
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Common Problems

1. Thinking of your response while someone is
   talking
2. Interrupting people who are talking
3. Being defensive
4. Being afraid of hurting peoples feelings by
   being honest
5. Dismissing the importance of dailyself-reflection

137
Common Problems

• Not understanding your learning loop is a
• Daily
• Lifetime Process
• Laziness
• Letting your mistakes overwhelm you
• Being afraid to admit your mistakes and say Im
  sorry.
• Arrogance

138
BEING A LEADERIS AJOURNEY

• YOU Can Always Be Better!

139
My Leader Learning Plan

• I want to work on the following 3 behaviors
• _____________________________
• _____________________________
• _____________________________

140
Behavior 1________________________

• Now what specific behaviors do I want to change
  What will I do differently?
• _____________________________
• _____________________________
• _____________________________

141
Now, for each behavior

• Sit, close your eyes, and visualize doing the new
  behavior with 3 different people.
• Mental Rehearsal

142
Behavior 2________________________

• Behavior Changes
• _____________________________
• _____________________________
• _____________________________

143
Behavior 3________________________

• Behavior Changes
• _____________________________
• _____________________________
• _____________________________

144
What is the opposite ofMental Rehearsal?
145
Mental Replay

• What is it?
• How do you do it?

146

• First, Break All The Rules
• by Buckingham Coffman, ISBN 0-684-85286-1

147
Questions?

• The key now is to figure out how yesterdays
  focus on YOU -
• Your attitude
• Your behavior
• Your values
• Your EI

148
Relates to Best Practices of Managing

• Yesterday
• Inside of You
• Today
• Outside of You
• What do great managers actually do!

149
Gallup Leadership did interviews with over 80,000
high performance managers(all levels) over 25
years of research
150
Gallup found out the same conclusions that the
Primal Leadership Team at Case Western discovered
151
That is

• Leader
• employee customer
• satisfaction satisfaction

152
p21In their book, The Service Profit Chain,
James Heskett, W. Earl Sussa, and Leonard
Schlessiger make the case that no matter what
your business, the only way to generate enduring
profits is to begin by building the kind of
environment that attracts, focuses on, and keeps
talented employees.
153
p16 Michael A manager has got to remember
that he is on stage every day. His people are
watching him. Everything he does, everything he
says, and the way he says it, send off clues to
his employees. These clues affect performance.
So never forget you are on stage.
154
What do employees want from you??What is
important to them?Pay? Benefits? More
money?No, No, No
155
What is important to employees?

1. Do I know what is expected of me?
2. Do I have the materials and equipment to do the
   job?

156

1. At work, do I have the opportunity to do what I
   do best?
2. Does my boss care about me as a person?

157

1. Does my boss encourage my development?
2. Do my opinions count?

158

1. Does the mission/purpose of my company make me
   feel my job is important?
2. Am I graded and given feedback and the
   opportunity to learn and grow?

159
Does he or she do YOU

• Care about your people?
• Encourage their development?
• Listen and respect their input?
• Make work meaningful?
• Give feedback and opportunity to learn and grow?
• BINGO!

160
The manager direct supervisor boss.

• NOT Pay
• NOT Benefits
• NOT Perks
• NOT a Charismatic Corporate Leader
• was the critical player
• in determining performance.

161
Good managers retain good employeesGood
managers receive high performanceGood
managers make high profits
162
The focus of great managers

1. Set consistent expectations for all your people
   while treating each as an individual.
2. Make each person feel he is in a role that uses
   his talents while challenging him or her to grow.
3. You have to care about each person, praise each
   person, and if necessary, terminate a person you
   have cared about and praised.

163
The Keys

1. Treat each as an individual?How do you do that?
2. Know their strengths and help them grow. How do
   you do that?
3. Care about each person. How do you do that?

164
This Leadership stuff is1-to-1 personal
interaction
165
This Leadership stuff ispersonal involvement
166
Leadership is theactive, emotionalengagementwit
h people
167
Caring Developing Others

1. How have I communicated or acted in a caring
   manner?
2. Do I have a personal development plan for each
   person?
3. Do I attempt to make people be like me?

168
Gallup Book Says

• 1997 600 books published on Leadership and
  Management

Last 20 years 9,000 systems, paradigms,
principles of how to manage
NO, NO, NO
169
Research shows it all comes down to how you
relate to people.

1. Individualization
2. Caring
3. Managing their development

170
Gallup also found

1. Great managers know each individual is different
   each has their own way of thinking and
   relating.
2. Each individual has different motivation
   buttons.

171
Lets stop and think about what you do!Grade
yourself!

• Individualization
• Do I know each of my direct reports as
  individuals?

172
Do I know their strengths and weaknesses?
Do I know what is important to them?

• Do I know what their goals, dreams, hopes are?

173
Do I know their concerns, fears,etc?
Do I know where they came from?

• Do I know their individual way of thinking and
  communicating?

174
Do I focus on their strengths or their weaknesses?
Do I tell them how to do the job? Or, do I tell
them the expected results?

• Do I understand the meaning of the right fit
  for a person?

Do I understand why he or she gets out of bed
each morning?
175
Great Managers

1. Focus on each persons strengths and manage
   around weaknesses
2. Dont try to fix weaknesses
3. Help each person cultivate his or her talent
4. Help each person become more of who he or she
   already is
5. Manage by exception

176
Great Managers

1. Measure the right things
2. Reward what you measure
3. Accountability Feedback Opportunity to
   Improve
4. Create heroes at every level Not everyone can
   move up.

177
People open up and talk IF And ONLY IF They
believe you have their best interests at heart
178
IF And ONLY IF They trust you How do you get
people to open up?
179
Sidney Jourard The Transparent Self
Open up and be honest yourself.

• Talk about your goals, hopes, and dreams.

Talk about why this work/job is meaningful to you.
180
Be human admit mistakes be authentic.

• Apologize when you are wrong and hurt someone.

181
Do not be defensive.
Be sensitive, caring.

• Its okay to say, I dont know but I will get
  you the answer.

182

• Tell them what you value -
• Honesty
• Integrity
• The Truth
• 110 Effort
• Diversity of Opinion

183

• Managing and Leading
• Is about People
• Their Hopes
• Their Dreams
• Their Fears
• Meaning -

184
W.C.H. Prentice HBR Jan 04, p104When the
leader succeeds, it will be because he has
learned 2 basic lessons

• People are complex
• People are different
• Leaders must respond to and create intrinsic
  interests in work.

185
Enjoy Your Journey!Godspeed!

• Leader
• employee customer
• satisfaction satisfaction