Developing Your Leadership Brand (Bootstrap Leadership)

Developing Your Leadership Brand
Lessons from Bootstrap Leadership
Best Practices Institute

1. Developing Your Leadership Brand
Lessons from Bootstrap Leadership
Best Practices Institute
August, 2011

2. Our Agenda
•Explore 3 critical questions for all leaders
•Provide ideas and tips for developing your
leadership brand
•Inspire you to think differently about your own
development
1

3. Why I Wrote the Book…
2
•Bad leaders drain your energy,
passion and confidence
•Leaders can get better – but it
takes practice & commitment
•To reinforce the value of:
•Life-long learning
•Role-modeling development
•Embracing your leadership role

4. Your
Comfort Zone
safe
relaxed
recognizable
familiar
stable
calm
confident
at ease
predictable
scary
unstable
challengin
g
self-conscious
different
uneasy
new
stimulating
inspiring
uncomfortabl
e
beginner
novice
motivating
repetitive
well-known
contented
tense
learning
awkward
exciting
edgy
interesting
low confidence
Chapter 31
Where Does Growth & Development Happen?
3

5. The Three Questions of Leadership Self-Development…
Why develop my leadership skills?
4
Position myself for promotion
Enhance my enjoyment of the job
Help my team grow & develop
Play a larger role in
the organization’s
success
Add more value
Become a coach or mentor
Keep my skills current
Because learning is fun

6. The Three Questions of Leadership Self-Development…
What should I work on?
5
Building Relationships
Communicating Effectively
Providing Feedback & Coaching
Setting Goals &
Holding People
Accountable
Delegation
Empowering Others
Listening
Developing the Vision, Mission & Strategy
Influencing
Recognition
Decision Making
Building High
Performing Teams

7. The Three Questions of Leadership Self-Development…
How do I do it?
6

8. A Leadership Self Development Plan
How do I do it?
7
3. Enhance 5 Critical Skills
4. Plan Your Impact
1. Develop Your Leadership Point of View
2. Understand Your Leadership Brand
5. Reflect

9. How do I do it?
8
3. Enhance 5 Critical Skills
4. Plan Your Impact
1. Develop Your Leadership Point of View
2. Understand Your Leadership Brand
5. Reflect
A Leadership Self Development Plan

10. Develop Your Leadership Point of View
Development actually begins by
declaring your intentions as a leader…
What’s your leadership point of view?
9

11. I believe leadership is:
My Definition of Leadership
Chapter 11 10

12. Leadership is about creating a vision that others want to
be part of, building a positive environment where
great things can happen, and developing people to
reach their full potential
Definition of Leadership
Chapter 11 11

13. Career Path In This Role I Learned…
•1992-1995: Johnson & Sons – Supervisor
•1995-1998; Acme Company – Manager
•1998-2001; ABLE Co – Director, Marketing
•2001-2005: Horizon – VP, Sales
•2005-2007: NTS – SVP, New Products
•2007-Present: NTS, EVP, New Products

•Being the boss is different; people will test you
•Actions speak louder than words; you must set
high performance standards
•Delegate and empower the team – it’s the only
way to get a lot of work done
•People need a reason to believe; sometimes you
have to take risks
•
Hold your temper and know your facts

•Stay humble; never stop learning

Chapter 1 12
Leadership Journey

14. Treat Everyone with Respect
– At All Times
Delegation is a Great Teaching
Tool; Use it Liberally
People Want to Do Great
Work - Let Them Do it
Their Way
Take an Interest In
Your People
Integrity is Everything –
It’s Your Most Precious
Commodity
There’s No Substitute
for Hard Work
Have Fun – Life’s
Too Short As it Is
Know Why You
Work
It’s Not About You –
It’s About Them
Never Stop
Learning
13
Leadership Values

15. How do I do it?
14
3. Enhance 5 Critical Skills
4. Plan Your Impact
1. Develop Your Leadership Point of View
2. Understand Your Leadership Brand
5. Reflect
A Leadership Self Development Plan

16. Understand Your Leadership Brand
Development is accelerated by
understanding “how you’re showing up”
as a leader…
What’s your leadership brand?
15

17. Coach
Respectful
Insightful
Humorous
Fair
Accountable
Relationship Builder
Cares for Others
Motivator
Compassionate
Team Builder
Talent Assessor
Authentic
Collaborative
Charismatic
Passionate
Calm
Judgment
Mentor
Politically Savvy
Compromise
Approachable
Inspiring
Patient
High Standards
Problem-Solver
Industry Knowledge
Decision Maker
Business Acumen
Trustworthy
Smart
Creative
Customer Focus
Visionary
Practical
Organized
Strategic
Candid Feedback
Gets Results
Empowering
Optimistic
Work/Life Balance
Courageous
Communicator
Action Oriented
Listener
Technical Skills
Teacher
Perseverance
Integrity / Ethics
Delegator
Perspective
Wisdom
Innovation
Learner
Priority Setter
People Developer
Values Diversity
Self-Aware
Directions: Circle 10 traits that define you as a
leader; how do others “experience” your
leadership? Then, pick 5 traits that represent how
you most want to be perceived as a leader. Note:
The 5 may or may not be part of the 10.
16
What’s Your Leadership Brand?

18. Coach
Respectful
Insightful
Humorous
Fair
Accountable
Relationship Builder
Cares for Others
Motivator
Compassionate
Team Builder
Talent Assessor
Authentic
Collaborative
Charismatic
Passionate
Calm
Judgment
Mentor
Politically Savvy
Compromise
Approachable
Inspiring
Patient
High Standards
Problem-Solver
Industry Knowledge
Decision Maker
Business Acumen
Trustworthy
Smart
Creative
Customer Focus
Visionary
Practical
Organized
Strategic
Candid Feedback
Gets Results
Empowering
Optimistic
Work/Life Balance
Courageous
Communicator
Action Oriented
Listener
Technical Skills
Teacher
Perseverance
Integrity / Ethics
Delegator
Perspective
Wisdom
Innovator
Learner
Priority Setter
People Developer
Values Diversity
Self-Aware
Thinking
What’s Your Leadership Brand?
17

19. Coach
Respectful
Insightful
Humorous
Fair
Accountable
Relationship Builder
Cares for Others
Motivator
Compassionate
Team Builder
Talent Assessor
Authentic
Collaborator
Charismatic
Passionate
Calm
Judgment
Mentor
Politically Savvy
Compromiser
Approachable
Inspiring
Patient
High Standards
Problem-Solver
Industry Knowledge
Decision Maker
Business Acumen
Trustworthy
Smart
Creative
Customer Focus
Visionary
Practical
Organized
Strategic
Candid Feedback
Gets Results
Empowering
Optimistic
Work/Life Balance
Courageous
Communicator
Action Oriented
Listener
Technical Skills
Teacher
Perseverance
Integrity / Ethics
Delegator
Perspective
Wisdom
Innovator
Learner
Priority Setter
People Developer
Values Diversity
Self-Aware
Thinking; Doing
What’s Your Leadership Brand?
18

20. Coach
Respectful
Insightful
Humorous
Fair
Accountable
Relationship Builder
Cares for Others
Motivator
Compassionate
Team Builder
Talent Assessor
Authentic
Collaborator
Charismatic
Passionate
Calm
Judgment
Mentor
Politically Savvy
Compromise
Approachable
Inspiring
Patient
High Standards
Problem-Solver
Industry Knowledge
Decision Maker
Business Acumen
Trustworthy
Smart
Creative
Customer Focus
Visionary
Practical
Organized
Strategic
Candid Feedback
Gets Results
Empowering
Optimistic
Work/Life Balance
Courageous
Communicator
Action Oriented
Listener
Technical Skills
Teacher
Perseverance
Integrity / Ethics
Delegator
Perspective
Wisdom
Innovator
Learner
Priority Setter
People Developer
Values Diversity
Self-Aware
Thinking; Doing;
Being
What’s Your Leadership Brand?
19

21. Coach
Respectful
Insightful
Humorous
Fair
Accountable
Relationship Builder
Cares for Others
Motivator
Compassionate
Team Builder
Talent Assessor
Authentic
Collaborator
Charismatic
Passionate
Calm
Judgment
Mentor
Political Savvy
Compromise
Approachable
Inspiring
Patient
High Standards
Problem-Solver
Industry Knowledge
Decision Maker
Business Acumen
Trustworthy
Smart
Creative
Customer Focus
Visionary
Practical
Organized
Strategic
Candid Feedback
Gets Results
Empowering
Optimistic
Work/Life Balance
Courageous
Communicator
Action Oriented
Listener
Technical Skills
Teacher
Perseverance
Integrity / Ethics
Delegator
Perspective
Wisdom
Innovator
Learner
Priority Setter
People Developer
Values Diversity
Self-Aware
Thinking; Doing;
Being; Developing
What’s Your Leadership Brand?
20

22. How do I do it?
21
3. Enhance 5 Critical Skills
4. Plan Your Impact
1. Develop Your Leadership Point of View
2. Understand Your Leadership Brand
5. Reflect
A Leadership Self Development Plan

23. Enhance 5 Critical Skills
22
1.Develop the Vision, Mission & Strategy
2.Delegate and Empower Others
3.Build Relationships
4.Get To Know (and Showcase) Your People
5.Learn the Business

24. Develop the Vision, Mission & Strategy
•Vision – the reason your company or team exists
“The Why” - describes your long-term intentions; should be
inspiring and motivating

•Mission – the main objective; what your company or team is focused on
“The What” - describes what you’re doing right now; should be
connected to the vision and be challenging and worthwhile
•Strategy – the specific plan for accomplishing the mission
“The How” - describes the actions taken to meet the objective;
should be specific and measurable

23
Chapter 10

25. Strategy Map
Develop and manage innovative products and services that meet the changing needs of our customers, while
maintaining a relentless focus on service, responsibility, and performance
To be the world’s most trusted financial services company
Strategic Priorities
Invest in Our
Infrastructure
Positively
Influence
Regulators
Grow the
Top Line
Mary BaileyElicia Woods
John Dawes &
Ahmad Ali
Jonas Wilkerson James BruceBill Edwards Amanda Nelson
8% YOY Growth
20% in New
Markets
Vision
Mission
Develop Our Top
Talent
Launch New
Products
Manage
Expenses
New York State Pension Fund
Reliant Industries
Establish
Corporate
Governance
Responsibilities
Measures
Timely & Efficient
Product Launches
90%+ Customer
Satisfaction Rating
Less than 5% top
talent attrition
100% of ee’s have
a develop. plan
Office in London
opened and
staffed
IT System
Conversion
delivered on time,
on budget, w/ 0
defects
5% decrease in
LOB operating
budget
Key Customers 2010 Budget/Goals
Revenue Growth: 8%
Profit Growth: 10%
•Launch sales
campaign in Asia
•Complete ACI
acquisition
Key Tactics
•Enter FI market
•Streamline bond
offerings
•Build ETF strategy
• Launch VP LDP
• Revise PM
• Open ABC Univ.
•Establish lobbying
relations with U.S
Govt. & U.K.
Parliament
•Complete IT
conversion
•Convert LOBs to
SAP
•Reduce HQ HC by
200 in Q1
•Launch new budget
process
•Launch compliance
training
•Finalize compliance
manual
24
Chapter 10

26. “What Is It That Only I Can Do?”
1.Identify and document every task or activity that “only I can do”
•Be honest with yourself – is this really something that only you can
do?
2.Next to each item, write down the “why” – document why you’re the
only person on your team that can do this task
3.Finally, document tasks and activities that you can do with your free
time, since you’ll be delegating everything else not listed above
•What else should you be doing?
Delegate and Empower Others
25
Chapter 14

27. Relationship Map
Me
Poor
Needs Improv.
OK
Good
Excellent
Close
Peers
Direct Reports
Matrix
Peers
Bosses
External
Improvement
Opportunities
Develop
Influence
Partner
Sally Larsen
Helen Mays
Ahmed Singh
Delonte Jones
Mary Ames
Jon Kluwe
Bill Johnson
John Wall
Walter Harrison
Latesha Morris
Ari Nuta
Alice Betts
Ed Kruther
Martha Rey
Jennifer Simms
Bob Wells
Demi Zellerwohlz
Joan Nelson
Cindy BarrWill Yadi
Louise Nix
Jack Martz
Raul Mobley
Chris Mills
Steve Lewellyn
Mark Ott
Judy Mason
Susan Wells
Carl Patrick
Kurt Spitzer
Steve EisenZuzu Bell
Sandra Davis
Scott Goldberg
James Rodgers
Lon Rawls
Johanna Vonderberg
Kelly Deeds
Diane Lokey
Maureen Cochrane Ken Yow
New
Relationships
•
•
•
•
•
•
•
•
•
26
Chapter 2

28. 5 Things You Should Know
1.Where (and how) did they grow up?
2.What are their hobbies?
3.Who’s the most important person (people) in their life?
4.What are they passionate about?
5.What do they want to do with the rest of their life?
Get To Know Your People
27
Chapter 25

29. Learn the Business
How Well Do You Really Know Your Own Company?
1.Identify 2 areas of the business (besides your own) that you know really
well
•___________________________
•___________________________
2.Next, identify 2 areas of the business that you don’t know much about
•___________________________
•___________________________
3.Document your plan for becoming educated on these areas
•___________________________________________
•___________________________________________
28
Chapter 24

30. How do I do it?
29
3. Enhance 5 Critical Skills
4. Plan Your Impact
1. Develop Your Leadership Point of View
2. Understand Your Leadership Brand
5. Reflect
A Leadership Self Development Plan

31. Set Priorities for Your Time
Time is your most precious resource – are you using it
wisely?
1.Identify and document your top 3 priorities
•What do you need to be most focused on over the next 30 days?
•Limit the list to 3 priorities
2.Next, think of how you spent your time last week
•How many hours did you spend (out of 50) on your top 3 priorities?
•What else do you spend time on?

3.Take a close look at the margins of your day (early, lunch, late) and
brainstorm ways to make those times more productive
•How can you focus this time on your top priorities?
30
Chapter 45

32. 1. ______________________________________
2. ______________________________________
3. ______________________________________
My Top 3 Priorities
Over the Next 30 Days, My Top 3 Priorities Are:
I should be spending 75% of my time on my top 3 priorities!
31
Chapter 45

33. Document Your Development Plan
Developmental Opportunity Awareness/Mindset/Attitude
(changes I want to make in my approach)
Visible Behaviors
(behaviors clearly evident to others)
1.Be relentlessly focused on
building a world-class team
– hire great people and hold
a high bar for excellence
Commit to hiring executives who will make us better
Recognize that performance = will + skill + experience; value
experience more when building the team (utilize the Board
more when hiring talent)
Organizational structures should be dynamic – I should
always be thinking about the optimal team structure
We need to value our own people

When executive positions are open, make recruiting my # 1 priority
Set consistent standards of performance and hold my team accountable
Declare to my team: roles will change. It’s not about your specific job or
title
Be proactive in dealing with performance issues – there need to be
consequences for coming up short on expectations
Seek out high performers and get them new, challenging assignments.
Look for opportunities to promote mid-level leaders
2. Become a great delegator -
develop trust in my people
and allow them to take
ownership
Focus my time on understanding how to win in our industry

Recognize that there is value in declaring what I’ll be
involved in
Change the mindset that meetings can’t be productive
without me
Accept that the matrix sometimes makes delegation difficult

Realize that I need to own clarifying roles and
accountabilities
Set clear, measurable goals for and with my direct reports; focus on
outcomes
Clarify each executive’s role – both with them individually, but also with
the entire team. Give accountable people the power to execute
Stop trying to direct everything; declare the areas that I will continue to
be micro-involved in
Declare my intentions when delegating; clarify what I’m looking for, not
how to do it
3. Communicate and connect
with people more effectively
– build more personal
relationships
Understand that people want to have a personal
relationship with me
Take a greater interest in my people, as individuals
Demonstrate that I believe in people having sufficient down
time (vacations, etc.) but that I also believe in physically
working together
Communicating and building relationships is a huge part of
my role
Trust is all about communication (this is true for the Board,
my team)

Provide more praise and sincere positive reinforcement
Listen better; remove distractions (like iPhone) and really attend to
conversations
Walk the halls more; manage by walking around. Have brief, quality
conversations – frequently
Create space on my calendar to check in with people
Share with people that I recognize “how hard this is”
Jane Doe – Leadership Development Plan
Overall Purpose: To become a respected people leader; one who develops great talent for the organization
32
Chapter 12

34. My Leadership Development Plan
Developmental Opportunity Awareness/Mindset/Attitude
(changes I want to make in my approach)
Visible Behaviors
(behaviors clearly evident to others)
1. 





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
2.
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

3.
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___________________ - Leadership Development Plan
Overall Purpose: __________________________________________________________________________
33
Chapter 12

35. How do I do it?
34
3. Enhance 5 Critical Skills
4. Plan Your Impact
1. Develop Your Leadership Point of View
2. Understand Your Leadership Brand
5. Reflect
A Leadership Self Development Plan

36. On Your Way Home…
1.How did I show up as a leader today?
2.What did I communicate today?
3.Who did I develop today?
4.Who did I thank today?
Ask Four Questions Every Day
35
Chapter 47

37. All leaders have the potential to improve –
but you have to be willing to work at it.
 
All leaders have the potential to make a difference –
but you have to be willing to take action.
Final Thoughts…
What are you doing to take your leadership
to the next level?
36