LEAD or b led The Art

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LEAD or b led The Art Practice ofConscious
Leadership
NE
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What do you wantmore ofLOVE or FEAR?
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Leadership
is not so much about technique methods, as it
is about opening the heart. Leadership is about
inspiration, of oneself and of others. Great
leadership is about human experiences, not
processes. Leadership is not a formula or a
program, it is a human activity that comes from
the heart and considers the hearts of others. It
is an attitude, not a routine L. Secretan
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Leadership

• Key Purpose of Leadership and Management are to
• Provide direction, gain commitment, facilitate
  change and achieve results through the efficient,
  creative, sustainable and responsible deployment
  of people and other resources such as
  information, money and facilities.
• This requires self awareness and personal
  development as leaders 

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When you strip all the models theories away, at
the center of
eadership
is
nspiration
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(Im) Possible

• 1954 Bannister (25y) 3m.59s (17yr old)
• 1999 3m.45s -3m 25s is possible
• 1928 100m F 12.2s (10.83s) 10.4
• 1900 100m 11s (9.85s) 9.5s

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Lead Who?

• Think of a leader What type of person comesto
  mind?
• 3 characteristics that youfeel are NB in a leader

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Leadership
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LeaderShift..from
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The Back Wheel Power - Primary Values Primary
Values that are the life skills that energize
individuals, teams organizations. They help us
to kick-start personal development and change
attitudes.We need to increase our practice of
them. MASTERY Undertaking whatever to the
highest standards of which you are
capable.CHEMISTRY Relating so well with others
that they actively seek to associate themselves
with you.DELIVERY Identifying the needs of
others and meeting them - Sustainable. Front
Wheel - Accelerators Proficiency in Mastery,
Chemistry and Delivery requires that we first
adopt 3other behaviors and habits, called the
Accelerators. They accelerate the Primary Values
and gain their momentum from them.Learning
Seeking and practicing Learning and
Wisdom.Empathizing Considering the thoughts,
feelings and perspectives of others.Listening
Hearing and understanding the communications of
others.
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Leader Power

• Courage
• Authenticity
• Service
• Truthfulness
• Love
• Effectiveness

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COURAGE

• CourageBeing brave enough to reach beyond the
  boundaries created by our existing, often deeply
  held, limitations, fears, and beliefs. Initiating
  change in our lives, of any kind, is only
  possible when we are courageous enough to take
  the necessary action.

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AUTHENTICITY

• AuthenticityCommitting oneself to showing up
  and being fully present in all aspects of life.
  Removing the mask and becoming a real,
  vulnerable, and intimate human being, a person
  without self-absorption who is genuine and
  emotionally and spiritually connected to others.
• Alignment of.
• Your Mind
• Your Voice
• Your Heart, and
• Your Feet/actions

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SERVICE

• Service Focusing on the needs of others by
  listening to them, identifying their needs, and
  meeting them. Being inspiring, rather than
  following a self-focused, competitive, fear-based
  approach.

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TRUTHFULNESS

• TruthfulnessBeing truthful in all thoughts,
  words and actions. Listening openly to the truth
  of others and refusing to compromise integrity,
  or to deny obviousor universal truths, even when
  avoiding the truth might,on the face of it, seem
  easier, especially in testing times.

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Where do YOU Stand?

• I always tell the truth
• I have never taken anything that was not mine
• I am never intimidated
• I am always the best at whatever I do
• I like everyone that I know

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LOVE

• Love Embracing the underlying oneness with
  others and life. Relating to and inspiring others
  and touching their hearts in ways that add to who
  you both are as persons.

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EFFECTIVENESS

• EffectivenessBeing capable of, and successful
  in, achieving the physical, material,
  intellectual, emotional, and spiritual goals we
  set in life.

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• A leader has to create the conditions in which
  people want to give their best

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Whos your leader?
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Criticality to Success
LOW
MEDIUM
HIGH
CEO
Finance
SUPPORTIVE
Marketing
Automotive Customers
NEUTRAL
Tax Authorities
Current Orientation
Business Unit B
Legal
Business Unit A
HR
RESISTANT
Sheet Metal Suppliers
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• If I knew __________________ ,Then I could
  improve_______________.

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Response to Change
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Competitive Advantage
LEVEL 4
COMPETITIVE ADVANTAGE
LEVEL 1
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How Many Squares?
Your mind-lines hold you from success
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A traditional performance curve
TIME
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The curve impacted by a change event
END OF CHANGE EVENT
ONSET OF CHANGE EVENT
TIME
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Normal cycle of personal change
SATISFIED COMPLETION
HOPEFUL OPTIMISM
EMERGING PESSIMISM
RENEWED OPTIMISM
PUBLIC RESISTANCE
RENEWED HOPE
CHECKING OUT
TIME
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The potential cycle of personal change
SATISFIED COMPLETION
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Impact on Results
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LeaderScan
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In an average work week, what of your time do
you spend in each role.

• Job Holder - 50.49 Entrepreneur/Innovator -
  21.66 Career - 9.48
• Team Member - 20.36
• Organization Member - 14.86

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Staff Engagement
You cannot optimise Profitsuntil you harness
Passion
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Waiting 4?
New Future
Results
New Qs Leadership
Expected Future
Past
Time
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Limited Zone
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Human Change
RESULTS
RESULTS
ACTIONS
ACTIONS
DESIRED STATE
CURRENT STATE
FEELINGS
FEELINGS
THINKING
THINKING
REINFORCERS
REINFORCERS
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Change Leaders
RESULTS
REINFORCERS
REINFORCERS
ACTIONS
FEELINGS
CONSCIOUS
THINKING
SUBCONSCIOUS
Mood
SENSATION
PERCEPTION
Energy
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Logical Levels of Results
-

Unaware
Results
Conscious
Actions
Reactive
Proactive
Skills
Min impact and Use
Max Impact and Use
Resourceful/CollaborateSupport is OK
Abilities
Victim/ Do it for me
Attitudes
They owe me
Watch me do it
Unless the area below the line is clear, all
efforts to effectively enhance factors above
this line on a long term are WASTED time, money
and effort!
I have Ability, I am worthy, I can do, It is
safe to do, success is achievable
I have no Ability, I am not worthy, I cant do,
It is not safe to do, success is not achievable
Beliefs
Warmware
Re-Programming your Personal Operating System
Programming
RestrictionsLearned Helplessness
AQ - Adversity Intelligence Resiliency
Static
Leaks Fear, Resentments, Anger, Loss
Energy Past Future Success enhance Now
Focus
Self Aware
Self-Manage
Core
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Consciousness Map

• Reason 400 Understanding 
• Acceptance 350 Forgiveness 
• Willingness 310 Optimism 
• Neutrality 250 Trust
• Courage 200 Affirmation 
• Pride 175 Scorn
• Anger 150 Hate
• Desire 125 Craving
• Fear 100 Anxiety 
• Grief 75 Regret 
• Apathy 50 Despair 
• Guilt 30 Blame 
• Shame 20 Humiliation 

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Leader stateof mind
STATE OF MIND
LEVEL OF LIVING
WORK PERFORMANCE
Passionate, Inspirational
Peaceful
Creative, Insightful
Creative, Innovative
Focused, Aligned
Expansive, Generous
Effective, Productive
Calm, Clear
Together
Okay, but Stressed
Uncertain, Worried
50/50, Inconsistent
Unhappy, Distracted
Off, Fragmented
Incomplete
Troubled
Chaotic, Dispersed
Confusion, Frazzled
Barely Functional
Despair, Resignation
Retired on the Job
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Management
OBJECTIVES
ROLES AND RESPONSIBILTIES
PLANNING
GUIDING
BUDGETING
REASSURING
ORGANIZING
MONITORING
STAFFING
CONTROLLING
Adaptation Leading Change, John Kotter, Harvard
Business School Press, 1996.
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Leadership
OBJECTIVES
ROLES RESPONSIBILITIES
SEEING
ENROLLING
VISIONING
INSPIRING
STRATEGIZING
PERFORMING
RISKING
DELEGATING
Adaptation Leading Change, John Kotter, Harvard
Business School Press, 1996.
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LeaderShift

• Leader Mindset (Love)
• Thoughtful / Response-able
• Accepting / unbiased
• Adaptive / flexible
• Multiple points of view
• Researcher / explorer
• Win-Win Relating
• Feedback is requested
• Innovative, resolution seeking
• People oriented
• Leader questions
• Whats right?
• What can I be responsible for?
• What are our/my choices?
• Whats good about this?
• What can I/we learn?
• How can I engage/empower?
• How where can I help?

• Follower Mindset (Fear)
• Reactive/Automatic
• Judgmental/biased
• Rigid/ inflexible
• 1 point of View - own
• Knows-it-already
• Win-Lose Relating
• Fear of Feedback
• Defend/attack mode
• Task/process oriented
• Follower Questions
• Whats wrong?
• Whose fault?
• Why bother?
• How do I monitor control?
• Cover my Ass?

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Leaders fail to

• 82 - Provide appropriate feedback, praise,
  redirection
• 81 - Listen to involve others in the process
• 76 Wrong leadership style over/under supervis
• 76 - set clear goals and objectives
• 59 - train, develop coach their people

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R u a Leader?

• Good leaders are made not born. If you have the
  desire and willpower, you can become an effective
  leader. Good leaders develop through a
  continuous process of self-study, education,
  training, experience, and reflection.
• Leadership is a process by which a person
  influences others to accomplish an objective and
  directs the organization in a way that makes it
  more cohesive and coherent.
• Although your position may give you the authority
  to accomplish certain tasks and objectives in
  your organization, power or authority does not
  make you a leader ... it simply makes you the
  boss.
• Leadership differs in that it makes the followers
  want to achieve high goals, rather than simply
  bossing people around.

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Next Steps

• Know yourself and seek self-improvement - In
  order to know yourself, you have to understand
  your own attributes. Seek self-improvement,
  continually strengthening your attributes. This
  can be accomplished through self-study, formal
  classes, reflection, practice, and interacting
  with others.
• Be technically proficient - As a leader, you must
  know your job and those of your subordinates.
• Seek responsibility and take responsibility for
  your actions - Search for ways to guide your
  organization to new heights. When things go
  wrong, take responsibility and do not blame
  others. Analyze the situation, take corrective
  action, and move on to the next challenge.
• Make sound and timely decisions - Use good
  problem solving, decision making, and planning
  tools.
• Set the example - Be a good role model for your
  employees. They must not only hear what they are
  expected to do, but also see.
• Know your people and look out for their
  well-being - Know human nature and the importance
  of sincerely caring for your people.
• Keep everyone informed - Know how to communicate
  not only with your subordinate, but also seniors
  and other key people.
• Develop a sense of responsibility in those you
  lead - Help to develop good character traits that
  will help them carry out their professional
  responsibilities.
• Ensure that tasks are understood, supervised, and
  accomplished - Communication is the key to this
  responsibility.
• Train as a team - Although many so called leaders
  call their organization, department, section,
  etc. a team they are not really teams...they are
  just a group of people doing their jobs.

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Relationship

• Our leadership mission is to create a setting in
  which human beings can flourish and are valued
  and recognized as the key to success. We will
  view employees as holistic versatile partners in
  the creation of enterprise.
• We will tap into the vast creative resources of
  the human mind in order to create our future. We
  will use pictures and sensory rich descriptions
  of our goals to mine the immense capabilities of
  the subconscious mind.
• We will engage in dialogue with one another. We
  will recognize that we are all connected with
  nature, and we will learn to tap into that
  enormous cosmic database of knowledge. We will
  organize ourselves to take advantage of our
  connectedness. We will use self-forming teams to
  ensure that the best-qualified professionals are
  applied to the problems at hand.
• We know that maintaining equilibrium in our lives
  and in enterprise stifles creativity. We will
  create a setting in which people are constantly
  in a state of transformation and where we are
  always stretching the creative capabilities of
  people. We will establish a set of fundamental
  principles for each of our complex systems. We
  will manage our systems by focusing on our
  fundamental principles.

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Learning Leader

• Vision Set the course and have the conviction
  to follow-through.
• Goals Establish achievable goals.
• Passion Positive outlook passionate about
  goals.
• Integrity Know your strength and weaknesses.
• Honesty Earn the trust of the followers.
• Curiosity - Leaders are learners.
• Risk Take calculated risks and learn from
  mistakes.
• Dedication Commitment to the cause.
• Charisma Maturity, respect, compassion, sense
  of humor
• Listening Effective leaders actively listen.

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LESSON 1

• THE LAW OF INFLUENCE
• The true measure of leadership is influence
• Influence doesnt mean overruling another person,
  but inspiring them!
• True leadership cannot beawarded, appointed or
  assigned

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LESSON 2

• THE LAW OF MAGNETISM
• Who you are is who you attract
• Who you get is not determined by who you want.
  Its determined by who you are
• Birds of a feather flock together positive and
  negative people are hardly ever attracted to each
  other
• If you think your people are negative, then you
  better check your attitude
• If you think the people you attract could be
  better, then its time for you to improve
  yourself
• Get yourself a coach

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Lesson 3

• Vision determines the direction
• Leadership determines the success

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Telling Our Stories

• Take 1 minute to answer
• How have I led?
• As I look back at my leadership in the past year,
  I am most proud of
• As I look back at my leadership in the past year,
  I am most frustrated with
• If I had a magic wand, I would changeto make me
  a better leader
• I commit to

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To be true leader
You must be the change you wish to see in the
world.
To get there faster get a coach
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Value of Coaching
92 increase to bottom line 99 delivers
tangible benefits to the organisation
individual 96 effective way to promote
learning 93 key mechanism to transfer
learning from training courses (CIPD research
2004)
689 ROI at Booz Allen
Coaching produced a 529 return on investment and
significant intangible benefits to the business.
Fortune 500 company
58 better management skills 53 increased
job motivation (AC research 2004)
Executive coaching delivers a ROI of nearly 6
times the initial cost of coaching Survey of 100
senior executives from Fortune 1000 cos by
Manchester Consulting, July04
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Closing Quote

• A successful team with 30 members has 30
  leaders
• Lance Secretan