Leaders and Leadership - What Do People See When They See You Coming.ppt
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About This Presentation
leaders
Slide Content
LEADERS AND LEADERSHIP: LEADERS AND LEADERSHIP:
WHAT DO PEOPLE SEE WHEN WHAT DO PEOPLE SEE WHEN
THEY SEE YOU COMINGTHEY SEE YOU COMING
Presented byPresented by
Anthony B. PurcellAnthony B. Purcell
Assistant Vice President and Chief of PoliceAssistant Vice President and Chief of Police
University of Alabama at BirminghamUniversity of Alabama at Birmingham
May 17, 2013May 17, 2013
WHAT DO PEOPLE SEE WHEN WHAT DO PEOPLE SEE WHEN
THEY SEE YOU COMINGTHEY SEE YOU COMING
Presented byPresented by
Anthony B. PurcellAnthony B. Purcell
Assistant Vice President and Chief of PoliceAssistant Vice President and Chief of Police
University of Alabama at BirminghamUniversity of Alabama at Birmingham
May 17, 2013May 17, 2013
LEADERSHIPLEADERSHIP
How would you complete this How would you complete this
sentence?sentence?
Leadership is…Leadership is…
How would you complete this How would you complete this
sentence?sentence?
Leadership is…Leadership is…
LEADERSHIPLEADERSHIP
The achievement of organizationalThe achievement of organizational
and unit goals, objectives, andand unit goals, objectives, and
missions. It involves moving amissions. It involves moving a
group of employees in the propergroup of employees in the proper
direction to achieve these desireddirection to achieve these desired
outcomes. At times, this meansoutcomes. At times, this means
influencinginfluencing others to do what others to do what
they otherwise would not do.they otherwise would not do.
The achievement of organizationalThe achievement of organizational
and unit goals, objectives, andand unit goals, objectives, and
missions. It involves moving amissions. It involves moving a
group of employees in the propergroup of employees in the proper
direction to achieve these desireddirection to achieve these desired
outcomes. At times, this meansoutcomes. At times, this means
influencinginfluencing others to do what others to do what
they otherwise would not do.they otherwise would not do.
LEADERSHIPLEADERSHIP
This means that all of us are LeadingThis means that all of us are Leading
or Influencing in some areas while in or Influencing in some areas while in
other areas we are being lead or other areas we are being lead or
influenced.influenced.
Lead Yourself Exceptionally WellLead Yourself Exceptionally Well
Lighten Your Leader’s LoadLighten Your Leader’s Load
Be Willing To Do What Others Won’tBe Willing To Do What Others Won’t
Do More Than Manage----Lead!Do More Than Manage----Lead!
[The 360 Degree Leader, Maxwell][The 360 Degree Leader, Maxwell]
This means that all of us are LeadingThis means that all of us are Leading
or Influencing in some areas while in or Influencing in some areas while in
other areas we are being lead or other areas we are being lead or
influenced.influenced.
Lead Yourself Exceptionally WellLead Yourself Exceptionally Well
Lighten Your Leader’s LoadLighten Your Leader’s Load
Be Willing To Do What Others Won’tBe Willing To Do What Others Won’t
Do More Than Manage----Lead!Do More Than Manage----Lead!
[The 360 Degree Leader, Maxwell][The 360 Degree Leader, Maxwell]
LEADERSHIPLEADERSHIP
We never know who or how much we We never know who or how much we
influenceinfluence..
It is a mysterious thing we call It is a mysterious thing we call influenceinfluence..
Everyone of us continually exertsEveryone of us continually exerts
influence…influence…
either to heal, to bless,either to heal, to bless,
to leave a mark of beauty…to leave a mark of beauty…
or to wound, to hurt, to poison, or to stainor to wound, to hurt, to poison, or to stain
other lives.other lives.
We never know who or how much we We never know who or how much we
influenceinfluence..
It is a mysterious thing we call It is a mysterious thing we call influenceinfluence..
Everyone of us continually exertsEveryone of us continually exerts
influence…influence…
either to heal, to bless,either to heal, to bless,
to leave a mark of beauty…to leave a mark of beauty…
or to wound, to hurt, to poison, or to stainor to wound, to hurt, to poison, or to stain
other lives.other lives.
LEADERSHIPLEADERSHIP
The best investment in the future is a The best investment in the future is a
proper influence today.proper influence today.
The issue is not whether you will The issue is not whether you will
influence someone.influence someone.
““What needs to be settled is what What needs to be settled is what
kind of an kind of an influenceinfluence you will be.” you will be.”
The best investment in the future is a The best investment in the future is a
proper influence today.proper influence today.
The issue is not whether you will The issue is not whether you will
influence someone.influence someone.
““What needs to be settled is what What needs to be settled is what
kind of an kind of an influenceinfluence you will be.” you will be.”
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Know the difference between managingKnow the difference between managing
and leading:and leading:
Process of assuring that the program Process of assuring that the program
and objectives of the organization are and objectives of the organization are
implemented.implemented.
Remember: Leaders cast vision and Remember: Leaders cast vision and
motivate people!motivate people!
Important to remember, people don’t Important to remember, people don’t
want to be managed, want to be managed, they want to be they want to be
led!led!
Know the difference between managingKnow the difference between managing
and leading:and leading:
Process of assuring that the program Process of assuring that the program
and objectives of the organization are and objectives of the organization are
implemented.implemented.
Remember: Leaders cast vision and Remember: Leaders cast vision and
motivate people!motivate people!
Important to remember, people don’t Important to remember, people don’t
want to be managed, want to be managed, they want to be they want to be
led!led!
Managing versus LeadingManaging versus Leading
Knowing how to do a job is the Knowing how to do a job is the
accomplishment of labor.accomplishment of labor.
Showing others is the Showing others is the
accomplishment of a teacher.accomplishment of a teacher.
Making sure the work is done by Making sure the work is done by
others is the accomplishment of a others is the accomplishment of a
manager.manager.
InspiringInspiring others to do better work is others to do better work is
the accomplishment of a leader.the accomplishment of a leader.
Knowing how to do a job is the Knowing how to do a job is the
accomplishment of labor.accomplishment of labor.
Showing others is the Showing others is the
accomplishment of a teacher.accomplishment of a teacher.
Making sure the work is done by Making sure the work is done by
others is the accomplishment of a others is the accomplishment of a
manager.manager.
InspiringInspiring others to do better work is others to do better work is
the accomplishment of a leader.the accomplishment of a leader.
UAB Police DepartmentUAB Police Department
Vision and Mission StatementsVision and Mission Statements
Vision StatementVision Statement
““This Department will be the vanguard This Department will be the vanguard
of safety for our University of safety for our University
community by: community by: doing anything for doing anything for
anybody at anytime!”anybody at anytime!”
Vision and Mission StatementsVision and Mission Statements
Vision StatementVision Statement
““This Department will be the vanguard This Department will be the vanguard
of safety for our University of safety for our University
community by: community by: doing anything for doing anything for
anybody at anytime!”anybody at anytime!”
UAB Police DepartmentUAB Police Department
Vision and Mission Statements Vision and Mission Statements
Mission StatementMission Statement
““To provide high quality accessible To provide high quality accessible
service to the University community service to the University community
that helps foster safety and security that helps foster safety and security
on campus by being responsive to on campus by being responsive to
the changing needs of our the changing needs of our
customers.”customers.”
Vision and Mission Statements Vision and Mission Statements
Mission StatementMission Statement
““To provide high quality accessible To provide high quality accessible
service to the University community service to the University community
that helps foster safety and security that helps foster safety and security
on campus by being responsive to on campus by being responsive to
the changing needs of our the changing needs of our
customers.”customers.”
Measurement of SuccessMeasurement of Success
““The test of police efficiency is the The test of police efficiency is the
absenceabsence of crime and disorder, not of crime and disorder, not
the visible evidence of police action the visible evidence of police action
in dealing with it.” (Sir Robert Peel, in dealing with it.” (Sir Robert Peel,
1899)1899)
As leaders, the As leaders, the truetrue measure of our measure of our
success is engrained in the above success is engrained in the above
statement.statement.
““The test of police efficiency is the The test of police efficiency is the
absenceabsence of crime and disorder, not of crime and disorder, not
the visible evidence of police action the visible evidence of police action
in dealing with it.” (Sir Robert Peel, in dealing with it.” (Sir Robert Peel,
1899)1899)
As leaders, the As leaders, the truetrue measure of our measure of our
success is engrained in the above success is engrained in the above
statement.statement.
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Organizations evaluate leaders by seven Organizations evaluate leaders by seven
criteria:criteria:
Business literacy – do you know the territoryBusiness literacy – do you know the territory
People skills – capacity to connect and engagePeople skills – capacity to connect and engage
Conceptual skills – understanding paradoxes Conceptual skills – understanding paradoxes
and complexitiesand complexities
Track record – Job historyTrack record – Job history
Taste – capacity to judge others in relation to Taste – capacity to judge others in relation to
the other six characteristicsthe other six characteristics
Organizations evaluate leaders by seven Organizations evaluate leaders by seven
criteria:criteria:
Business literacy – do you know the territoryBusiness literacy – do you know the territory
People skills – capacity to connect and engagePeople skills – capacity to connect and engage
Conceptual skills – understanding paradoxes Conceptual skills – understanding paradoxes
and complexitiesand complexities
Track record – Job historyTrack record – Job history
Taste – capacity to judge others in relation to Taste – capacity to judge others in relation to
the other six characteristicsthe other six characteristics
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Organizations evaluate leaders by seven Organizations evaluate leaders by seven
criteria (continued):criteria (continued):
Judgment – Handling strategic implications Judgment – Handling strategic implications
and consequences of any decision and what and consequences of any decision and what
you take into account in making any decision, you take into account in making any decision,
especially the tough ones.especially the tough ones.
Character – Is this a person I can trust?Character – Is this a person I can trust?
(Success Strategies, Dr. Warren Bennis)(Success Strategies, Dr. Warren Bennis)
Organizations evaluate leaders by seven Organizations evaluate leaders by seven
criteria (continued):criteria (continued):
Judgment – Handling strategic implications Judgment – Handling strategic implications
and consequences of any decision and what and consequences of any decision and what
you take into account in making any decision, you take into account in making any decision,
especially the tough ones.especially the tough ones.
Character – Is this a person I can trust?Character – Is this a person I can trust?
(Success Strategies, Dr. Warren Bennis)(Success Strategies, Dr. Warren Bennis)
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Four Very Important Thoughts!!Four Very Important Thoughts!!
““Think like your boss’s boss”Think like your boss’s boss”
““Effective leadership is the Effective leadership is the onlyonly
competitive advantage that will endure. competitive advantage that will endure.
That’s because leadership has two sides: That’s because leadership has two sides:
(a) what a person is – character, and (b) (a) what a person is – character, and (b)
what a person does – competencewhat a person does – competence
““Did you Did you carecare enough to ask the question” enough to ask the question”
““What do people think when they What do people think when they seesee you you
coming”? [Note: It is the other person’s coming”? [Note: It is the other person’s
perspective that counts!]perspective that counts!]
Four Very Important Thoughts!!Four Very Important Thoughts!!
““Think like your boss’s boss”Think like your boss’s boss”
““Effective leadership is the Effective leadership is the onlyonly
competitive advantage that will endure. competitive advantage that will endure.
That’s because leadership has two sides: That’s because leadership has two sides:
(a) what a person is – character, and (b) (a) what a person is – character, and (b)
what a person does – competencewhat a person does – competence
““Did you Did you carecare enough to ask the question” enough to ask the question”
““What do people think when they What do people think when they seesee you you
coming”? [Note: It is the other person’s coming”? [Note: It is the other person’s
perspective that counts!]perspective that counts!]
LEADERS and ACCOUNTABILITYLEADERS and ACCOUNTABILITY
Defined AsDefined As::
Responsible – ability to answer for one’s acts Responsible – ability to answer for one’s acts
or decisionsor decisions
Answerable – subject to taking blame or Answerable – subject to taking blame or
responsibility; capable of being refutedresponsibility; capable of being refuted
Explicable – capable of being explainedExplicable – capable of being explained
Ownership – acknowledgeOwnership – acknowledge
Transparent – readily understood, clearTransparent – readily understood, clear
Defined AsDefined As::
Responsible – ability to answer for one’s acts Responsible – ability to answer for one’s acts
or decisionsor decisions
Answerable – subject to taking blame or Answerable – subject to taking blame or
responsibility; capable of being refutedresponsibility; capable of being refuted
Explicable – capable of being explainedExplicable – capable of being explained
Ownership – acknowledgeOwnership – acknowledge
Transparent – readily understood, clearTransparent – readily understood, clear
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Your Your microphonemicrophone is always on! is always on!
We do not have the same starting points, nor do we We do not have the same starting points, nor do we
run/learn at the same pace!run/learn at the same pace!
We do not speak the same language, even if we all We do not speak the same language, even if we all
speak English!speak English!
What is What is insignificantinsignificant to you can be extremely to you can be extremely
significant to someone else!significant to someone else!
If someone else can make the decisions---let him/her!If someone else can make the decisions---let him/her!
If you don’t have to make a decision---don’t!If you don’t have to make a decision---don’t!
[Stephen M. Gower][Stephen M. Gower]
Your Your microphonemicrophone is always on! is always on!
We do not have the same starting points, nor do we We do not have the same starting points, nor do we
run/learn at the same pace!run/learn at the same pace!
We do not speak the same language, even if we all We do not speak the same language, even if we all
speak English!speak English!
What is What is insignificantinsignificant to you can be extremely to you can be extremely
significant to someone else!significant to someone else!
If someone else can make the decisions---let him/her!If someone else can make the decisions---let him/her!
If you don’t have to make a decision---don’t!If you don’t have to make a decision---don’t!
[Stephen M. Gower][Stephen M. Gower]
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Leadership is about Leadership is about “risk-takers”!“risk-takers”!
Always remember that Always remember that “Serving the “Serving the
Public First” Public First” is our most important is our most important
goal.goal.
Leadership is about coaching – select Leadership is about coaching – select
the right players, let them play, and the right players, let them play, and
know when to take them off the field.know when to take them off the field.
Success comes from failures: “Success comes from failures: “Both Both
come from risk-taking.”come from risk-taking.”
Leadership is about Leadership is about “risk-takers”!“risk-takers”!
Always remember that Always remember that “Serving the “Serving the
Public First” Public First” is our most important is our most important
goal.goal.
Leadership is about coaching – select Leadership is about coaching – select
the right players, let them play, and the right players, let them play, and
know when to take them off the field.know when to take them off the field.
Success comes from failures: “Success comes from failures: “Both Both
come from risk-taking.”come from risk-taking.”
LEADERS AND LEADERSHIPLEADERS AND LEADERSHIP
Coping with Change and Adversity (Problem-Solving Coping with Change and Adversity (Problem-Solving
Skills)Skills)
Wake up with an attitude of gratitude – Yesterday is Wake up with an attitude of gratitude – Yesterday is
history; tomorrow is a mystery; today is a gift; that’s history; tomorrow is a mystery; today is a gift; that’s
why it is called the ‘present’. (Eleanor Roosevelt)why it is called the ‘present’. (Eleanor Roosevelt)
Don’t take everything personally – When a crisis Don’t take everything personally – When a crisis
emerges, start moving in the direction of solving it. emerges, start moving in the direction of solving it.
(Dr. Roberta R. Greene)(Dr. Roberta R. Greene)
[Caution: Beware of anger---if you are an anger person, [Caution: Beware of anger---if you are an anger person,
you are you are not in controlnot in control of your life.] of your life.]
Challenge yourself everyday – Challenge yourself to be Challenge yourself everyday – Challenge yourself to be
resilient---a resilient person takes responsibility and resilient---a resilient person takes responsibility and
says, “How I respond to this is what counts”!says, “How I respond to this is what counts”!
Coping with Change and Adversity (Problem-Solving Coping with Change and Adversity (Problem-Solving
Skills)Skills)
Wake up with an attitude of gratitude – Yesterday is Wake up with an attitude of gratitude – Yesterday is
history; tomorrow is a mystery; today is a gift; that’s history; tomorrow is a mystery; today is a gift; that’s
why it is called the ‘present’. (Eleanor Roosevelt)why it is called the ‘present’. (Eleanor Roosevelt)
Don’t take everything personally – When a crisis Don’t take everything personally – When a crisis
emerges, start moving in the direction of solving it. emerges, start moving in the direction of solving it.
(Dr. Roberta R. Greene)(Dr. Roberta R. Greene)
[Caution: Beware of anger---if you are an anger person, [Caution: Beware of anger---if you are an anger person,
you are you are not in controlnot in control of your life.] of your life.]
Challenge yourself everyday – Challenge yourself to be Challenge yourself everyday – Challenge yourself to be
resilient---a resilient person takes responsibility and resilient---a resilient person takes responsibility and
says, “How I respond to this is what counts”!says, “How I respond to this is what counts”!
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Reinvent Yourself DailyReinvent Yourself Daily: (Problem-: (Problem-
Solving Skills)Solving Skills)
Develop a moral compass by which to Develop a moral compass by which to
livelive
Take responsibility for your actionsTake responsibility for your actions
Recognize the value of friendship and Recognize the value of friendship and
how to be a good friendhow to be a good friend
Be honestBe honest
Deal with guiltDeal with guilt
Know the importance of optimismKnow the importance of optimism
Understand the value of faithUnderstand the value of faith
Reinvent Yourself DailyReinvent Yourself Daily: (Problem-: (Problem-
Solving Skills)Solving Skills)
Develop a moral compass by which to Develop a moral compass by which to
livelive
Take responsibility for your actionsTake responsibility for your actions
Recognize the value of friendship and Recognize the value of friendship and
how to be a good friendhow to be a good friend
Be honestBe honest
Deal with guiltDeal with guilt
Know the importance of optimismKnow the importance of optimism
Understand the value of faithUnderstand the value of faith
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Reduce your expectations of othersReduce your expectations of others: (Problem-: (Problem-
Solving Skills)Solving Skills)
Reduce your expectations of others while Reduce your expectations of others while
increasing your own expectationsincreasing your own expectations
Think positive; not negativeThink positive; not negative
Write your goals and create a plan to achieve Write your goals and create a plan to achieve
themthem
Be animated; move towards your goalsBe animated; move towards your goals
Persistence is essential; never stop learningPersistence is essential; never stop learning
Stay focused; avoid being distracted by other Stay focused; avoid being distracted by other
people and their plans for youpeople and their plans for you
Create paths; don’t always follow the trails made Create paths; don’t always follow the trails made
by others; be a risk takerby others; be a risk taker
Motivate yourself and those around you; you Motivate yourself and those around you; you
don’t need rank to lead!don’t need rank to lead!
Reduce your expectations of othersReduce your expectations of others: (Problem-: (Problem-
Solving Skills)Solving Skills)
Reduce your expectations of others while Reduce your expectations of others while
increasing your own expectationsincreasing your own expectations
Think positive; not negativeThink positive; not negative
Write your goals and create a plan to achieve Write your goals and create a plan to achieve
themthem
Be animated; move towards your goalsBe animated; move towards your goals
Persistence is essential; never stop learningPersistence is essential; never stop learning
Stay focused; avoid being distracted by other Stay focused; avoid being distracted by other
people and their plans for youpeople and their plans for you
Create paths; don’t always follow the trails made Create paths; don’t always follow the trails made
by others; be a risk takerby others; be a risk taker
Motivate yourself and those around you; you Motivate yourself and those around you; you
don’t need rank to lead!don’t need rank to lead!
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Continue to make good choices Continue to make good choices (Problem-Solving (Problem-Solving
Skills)Skills)
Choose to be well! Holistic wellness includes, but Choose to be well! Holistic wellness includes, but
is not limited to:is not limited to:
•SpiritualSpiritual
•FamilialFamilial
•PersonalPersonal
•OccupationalOccupational
•FinancialFinancial
•NutritionalNutritional
•PhysicalPhysical
•EmotionalEmotional
Note: Remember, the Note: Remember, the reasonreason people are working people are working
is to achieve their personal goals.is to achieve their personal goals.
Continue to make good choices Continue to make good choices (Problem-Solving (Problem-Solving
Skills)Skills)
Choose to be well! Holistic wellness includes, but Choose to be well! Holistic wellness includes, but
is not limited to:is not limited to:
•SpiritualSpiritual
•FamilialFamilial
•PersonalPersonal
•OccupationalOccupational
•FinancialFinancial
•NutritionalNutritional
•PhysicalPhysical
•EmotionalEmotional
Note: Remember, the Note: Remember, the reasonreason people are working people are working
is to achieve their personal goals.is to achieve their personal goals.
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Start accepting reality Start accepting reality (Problem-Solving Skills)(Problem-Solving Skills)
Challenge – understand the changing nature of Challenge – understand the changing nature of
your work and develop excellent work habitsyour work and develop excellent work habits
Choice – we become a product of the choices we Choice – we become a product of the choices we
make in lifemake in life
Change – encourage others to welcome and Change – encourage others to welcome and
accept change and mentor those around youaccept change and mentor those around you
Courage – be a person with vision and celebrate Courage – be a person with vision and celebrate
the success of othersthe success of others
Control – speak honorably about your Control – speak honorably about your
organization and fellow workersorganization and fellow workers
Commitment – commit yourself to excellence in Commitment – commit yourself to excellence in
all that you doall that you do
Start accepting reality Start accepting reality (Problem-Solving Skills)(Problem-Solving Skills)
Challenge – understand the changing nature of Challenge – understand the changing nature of
your work and develop excellent work habitsyour work and develop excellent work habits
Choice – we become a product of the choices we Choice – we become a product of the choices we
make in lifemake in life
Change – encourage others to welcome and Change – encourage others to welcome and
accept change and mentor those around youaccept change and mentor those around you
Courage – be a person with vision and celebrate Courage – be a person with vision and celebrate
the success of othersthe success of others
Control – speak honorably about your Control – speak honorably about your
organization and fellow workersorganization and fellow workers
Commitment – commit yourself to excellence in Commitment – commit yourself to excellence in
all that you doall that you do
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Accept change and adapt quickly Accept change and adapt quickly (Problem-Solving (Problem-Solving
Skills)Skills)
Coping with change:Coping with change:
•don’t take it personallydon’t take it personally
•go with the flowgo with the flow
•don’t go it alonedon’t go it alone
•don’t focus on the negativedon’t focus on the negative
•break it up in smaller segmentsbreak it up in smaller segments
•learn from itlearn from it
•balance your life---to control the change YOU can balance your life---to control the change YOU can
controlcontrol
•know it will end! (this too shall pass)know it will end! (this too shall pass)
[Note: Leaders must occasionally consider [Note: Leaders must occasionally consider changing changing
what they dowhat they do, rather than merely , rather than merely changing the way changing the way
they do what they have always done!they do what they have always done!
[Dr. James T. Reese][Dr. James T. Reese]
Accept change and adapt quickly Accept change and adapt quickly (Problem-Solving (Problem-Solving
Skills)Skills)
Coping with change:Coping with change:
•don’t take it personallydon’t take it personally
•go with the flowgo with the flow
•don’t go it alonedon’t go it alone
•don’t focus on the negativedon’t focus on the negative
•break it up in smaller segmentsbreak it up in smaller segments
•learn from itlearn from it
•balance your life---to control the change YOU can balance your life---to control the change YOU can
controlcontrol
•know it will end! (this too shall pass)know it will end! (this too shall pass)
[Note: Leaders must occasionally consider [Note: Leaders must occasionally consider changing changing
what they dowhat they do, rather than merely , rather than merely changing the way changing the way
they do what they have always done!they do what they have always done!
[Dr. James T. Reese][Dr. James T. Reese]
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Be Be HUMBLEHUMBLE
H-Honesty (admit mistakes and tell the truth)H-Honesty (admit mistakes and tell the truth)
U-Universe (ability to see that there’s something U-Universe (ability to see that there’s something
greater than yourself)greater than yourself)
M-Modesty (support others/lift them up)M-Modesty (support others/lift them up)
B-Belief (strong convictions and a vision to move an B-Belief (strong convictions and a vision to move an
organization forward)organization forward)
L-Listening (critical to success)L-Listening (critical to success)
E-Empathy (understanding and anticipating how E-Empathy (understanding and anticipating how
other people will feel) other people will feel)
[Success Strategies, Diane Amundson][Success Strategies, Diane Amundson]
Be Be HUMBLEHUMBLE
H-Honesty (admit mistakes and tell the truth)H-Honesty (admit mistakes and tell the truth)
U-Universe (ability to see that there’s something U-Universe (ability to see that there’s something
greater than yourself)greater than yourself)
M-Modesty (support others/lift them up)M-Modesty (support others/lift them up)
B-Belief (strong convictions and a vision to move an B-Belief (strong convictions and a vision to move an
organization forward)organization forward)
L-Listening (critical to success)L-Listening (critical to success)
E-Empathy (understanding and anticipating how E-Empathy (understanding and anticipating how
other people will feel) other people will feel)
[Success Strategies, Diane Amundson][Success Strategies, Diane Amundson]
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Ethical behavior and personal integrity are essential Ethical behavior and personal integrity are essential
components of success in any profession, especially components of success in any profession, especially
law enforcement.law enforcement.
It is virtually impossible to excel in a leadership role It is virtually impossible to excel in a leadership role
without understanding that the main ingredients of without understanding that the main ingredients of
successful leadership are successful leadership are visions and decisionsvisions and decisions..
Decisions must necessarily follow visions or nothing Decisions must necessarily follow visions or nothing
is gained.is gained.
[Dr. James T. Reese][Dr. James T. Reese]
Ethical behavior and personal integrity are essential Ethical behavior and personal integrity are essential
components of success in any profession, especially components of success in any profession, especially
law enforcement.law enforcement.
It is virtually impossible to excel in a leadership role It is virtually impossible to excel in a leadership role
without understanding that the main ingredients of without understanding that the main ingredients of
successful leadership are successful leadership are visions and decisionsvisions and decisions..
Decisions must necessarily follow visions or nothing Decisions must necessarily follow visions or nothing
is gained.is gained.
[Dr. James T. Reese][Dr. James T. Reese]
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Focusing on the “where” of your life is more Focusing on the “where” of your life is more
important than anything elseimportant than anything else
Most people do not take the time to find out Most people do not take the time to find out whowho they they
are, therefore they run through life in a constant state are, therefore they run through life in a constant state
of internal confusion and they don’t even know of internal confusion and they don’t even know whywhy
they are confused.they are confused.
You need to define who you are, and more You need to define who you are, and more
importantly you need to define importantly you need to define wherewhere you want to be. you want to be.
When you define yourself, your life, and “the where,” When you define yourself, your life, and “the where,”
you gain tremendous power over daily obstacles.you gain tremendous power over daily obstacles.
(Success Strategies, Roger G. Williams)(Success Strategies, Roger G. Williams)
Focusing on the “where” of your life is more Focusing on the “where” of your life is more
important than anything elseimportant than anything else
Most people do not take the time to find out Most people do not take the time to find out whowho they they
are, therefore they run through life in a constant state are, therefore they run through life in a constant state
of internal confusion and they don’t even know of internal confusion and they don’t even know whywhy
they are confused.they are confused.
You need to define who you are, and more You need to define who you are, and more
importantly you need to define importantly you need to define wherewhere you want to be. you want to be.
When you define yourself, your life, and “the where,” When you define yourself, your life, and “the where,”
you gain tremendous power over daily obstacles.you gain tremendous power over daily obstacles.
(Success Strategies, Roger G. Williams)(Success Strategies, Roger G. Williams)
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
The F.I.V.E.-O Model (Principle Values)The F.I.V.E.-O Model (Principle Values)
F- Faith: Believe in yourself and something larger F- Faith: Believe in yourself and something larger
than you.than you.
I – Identification: If I cannot identify with you I may I – Identification: If I cannot identify with you I may
not emulate your behavior.not emulate your behavior.
V – Value: Either intrinsic or financial value, you V – Value: Either intrinsic or financial value, you
make decisions based upon what you value.make decisions based upon what you value.
E – Exposure: To know something existsE – Exposure: To know something exists
O – Opportunity: To have a positive chance to try, O – Opportunity: To have a positive chance to try,
believing that you continue to act in ways that result believing that you continue to act in ways that result
in success.in success.
(Success Strategies, Eric L. Evans)(Success Strategies, Eric L. Evans)
The F.I.V.E.-O Model (Principle Values)The F.I.V.E.-O Model (Principle Values)
F- Faith: Believe in yourself and something larger F- Faith: Believe in yourself and something larger
than you.than you.
I – Identification: If I cannot identify with you I may I – Identification: If I cannot identify with you I may
not emulate your behavior.not emulate your behavior.
V – Value: Either intrinsic or financial value, you V – Value: Either intrinsic or financial value, you
make decisions based upon what you value.make decisions based upon what you value.
E – Exposure: To know something existsE – Exposure: To know something exists
O – Opportunity: To have a positive chance to try, O – Opportunity: To have a positive chance to try,
believing that you continue to act in ways that result believing that you continue to act in ways that result
in success.in success.
(Success Strategies, Eric L. Evans)(Success Strategies, Eric L. Evans)
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
The mind must hold something—replace negative The mind must hold something—replace negative
thoughts with gratitude!thoughts with gratitude!
Take responsibilityTake responsibility
Turn to your alliesTurn to your allies
Do not believe everything you thinkDo not believe everything you think
Create an arsenal of resources (facts are powerful)Create an arsenal of resources (facts are powerful)
Celebrate incrementally:Celebrate incrementally:
What do I do!What do I do!
What do I drop!What do I drop!
What do I delegate!What do I delegate!
The mind must hold something—replace negative The mind must hold something—replace negative
thoughts with gratitude!thoughts with gratitude!
Take responsibilityTake responsibility
Turn to your alliesTurn to your allies
Do not believe everything you thinkDo not believe everything you think
Create an arsenal of resources (facts are powerful)Create an arsenal of resources (facts are powerful)
Celebrate incrementally:Celebrate incrementally:
What do I do!What do I do!
What do I drop!What do I drop!
What do I delegate!What do I delegate!
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Let’s Go CloggingLet’s Go Clogging!!
CCare for yourselfare for yourself
LLaugh at yourselfaugh at yourself
OObligate yourself to volunteeringbligate yourself to volunteering
GGo into the gain foresto into the gain forest
GGather around yourself positive peopleather around yourself positive people
IInoculate yourself against excessive expectationsnoculate yourself against excessive expectations
NNavigate yourself through wasteland thinkingavigate yourself through wasteland thinking
GGo for it!o for it!
[Stephen M. Gower][Stephen M. Gower]
Let’s Go CloggingLet’s Go Clogging!!
CCare for yourselfare for yourself
LLaugh at yourselfaugh at yourself
OObligate yourself to volunteeringbligate yourself to volunteering
GGo into the gain foresto into the gain forest
GGather around yourself positive peopleather around yourself positive people
IInoculate yourself against excessive expectationsnoculate yourself against excessive expectations
NNavigate yourself through wasteland thinkingavigate yourself through wasteland thinking
GGo for it!o for it!
[Stephen M. Gower][Stephen M. Gower]
LEADERS and LEADERSHIP: A Risk LEADERS and LEADERSHIP: A Risk
Management PerspectiveManagement Perspective
Rule 1: You must have a rising standard of quality Rule 1: You must have a rising standard of quality
over time, and well beyond what is required over time, and well beyond what is required
by any minimum standard. by any minimum standard.
Rule 2: People running systems should be highly Rule 2: People running systems should be highly
capable. capable.
Rule 3: Leaders have to face Rule 3: Leaders have to face bad newsbad news when it when it
comes, and take problems to a level high comes, and take problems to a level high
enough to fix those problems. enough to fix those problems.
Rule 4: You must have a healthy respect for the Rule 4: You must have a healthy respect for the
dangers and risks of your particular job. dangers and risks of your particular job.
Management PerspectiveManagement Perspective
Rule 1: You must have a rising standard of quality Rule 1: You must have a rising standard of quality
over time, and well beyond what is required over time, and well beyond what is required
by any minimum standard. by any minimum standard.
Rule 2: People running systems should be highly Rule 2: People running systems should be highly
capable. capable.
Rule 3: Leaders have to face Rule 3: Leaders have to face bad newsbad news when it when it
comes, and take problems to a level high comes, and take problems to a level high
enough to fix those problems. enough to fix those problems.
Rule 4: You must have a healthy respect for the Rule 4: You must have a healthy respect for the
dangers and risks of your particular job. dangers and risks of your particular job.
LEADERS and LEADERSHIP: A Risk LEADERS and LEADERSHIP: A Risk
Management PerspectiveManagement Perspective
Rule 5: Training must be constant and rigorous, and Rule 5: Training must be constant and rigorous, and
it must focus on the HR/LF (high-risk, low- it must focus on the HR/LF (high-risk, low-
frequency) events faced in every job frequency) events faced in every job
description in your operations description in your operations..
Rule 6: All the functions of repair, quality Rule 6: All the functions of repair, quality
control and technical support must fit control and technical support must fit
together. together.
Rule 7: The organization and members thereof must Rule 7: The organization and members thereof must
have the ability and willingness to learn have the ability and willingness to learn
from from mistakes of the past. Analysis of past data mistakes of the past. Analysis of past data
is is the foundation for most risk management. the foundation for most risk management.
[Admiral Hyman Rickover][Admiral Hyman Rickover]
Management PerspectiveManagement Perspective
Rule 5: Training must be constant and rigorous, and Rule 5: Training must be constant and rigorous, and
it must focus on the HR/LF (high-risk, low- it must focus on the HR/LF (high-risk, low-
frequency) events faced in every job frequency) events faced in every job
description in your operations description in your operations..
Rule 6: All the functions of repair, quality Rule 6: All the functions of repair, quality
control and technical support must fit control and technical support must fit
together. together.
Rule 7: The organization and members thereof must Rule 7: The organization and members thereof must
have the ability and willingness to learn have the ability and willingness to learn
from from mistakes of the past. Analysis of past data mistakes of the past. Analysis of past data
is is the foundation for most risk management. the foundation for most risk management.
[Admiral Hyman Rickover][Admiral Hyman Rickover]
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
What do I love to practice? Skill is gained through What do I love to practice? Skill is gained through
practice. Studies have shown that masters are simply practice. Studies have shown that masters are simply
people who’ve practiced a skill intensely for 10,000 people who’ve practiced a skill intensely for 10,000
hours or more. That requires loving – not liking, hours or more. That requires loving – not liking,
loving – what you do. If you really want to excel, go loving – what you do. If you really want to excel, go
where you’re passionate enough to practice.where you’re passionate enough to practice.
What do I love to practice? Skill is gained through What do I love to practice? Skill is gained through
practice. Studies have shown that masters are simply practice. Studies have shown that masters are simply
people who’ve practiced a skill intensely for 10,000 people who’ve practiced a skill intensely for 10,000
hours or more. That requires loving – not liking, hours or more. That requires loving – not liking,
loving – what you do. If you really want to excel, go loving – what you do. If you really want to excel, go
where you’re passionate enough to practice.where you’re passionate enough to practice.
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Where could I work less and achieve more? To Where could I work less and achieve more? To
maximize time spent practicing your passions, minimize maximize time spent practicing your passions, minimize
everything else. These days you can find machines or everything else. These days you can find machines or
human helpers to assist with almost anything. Get human helpers to assist with almost anything. Get
creative with available resources to find more time in creative with available resources to find more time in
your life and life in your time.your life and life in your time.
How can I keep myself absolutely safe? Ask this How can I keep myself absolutely safe? Ask this
question just to remind yourself of the answer: You question just to remind yourself of the answer: You
can’t. Life is inherently uncertain. The way to cope with can’t. Life is inherently uncertain. The way to cope with
that reality is not to control and avoid your way into a that reality is not to control and avoid your way into a
rigid little demi-life, but to develop courage. Doing rigid little demi-life, but to develop courage. Doing
what you long to do, despite fear, will accomplish this.what you long to do, despite fear, will accomplish this.
Where could I work less and achieve more? To Where could I work less and achieve more? To
maximize time spent practicing your passions, minimize maximize time spent practicing your passions, minimize
everything else. These days you can find machines or everything else. These days you can find machines or
human helpers to assist with almost anything. Get human helpers to assist with almost anything. Get
creative with available resources to find more time in creative with available resources to find more time in
your life and life in your time.your life and life in your time.
How can I keep myself absolutely safe? Ask this How can I keep myself absolutely safe? Ask this
question just to remind yourself of the answer: You question just to remind yourself of the answer: You
can’t. Life is inherently uncertain. The way to cope with can’t. Life is inherently uncertain. The way to cope with
that reality is not to control and avoid your way into a that reality is not to control and avoid your way into a
rigid little demi-life, but to develop courage. Doing rigid little demi-life, but to develop courage. Doing
what you long to do, despite fear, will accomplish this.what you long to do, despite fear, will accomplish this.
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
So, say I have everything that I want…then what? We So, say I have everything that I want…then what? We
can get so obsessed with acquiring fabulous lives that can get so obsessed with acquiring fabulous lives that
we forget to live. When we ask ourselves this we forget to live. When we ask ourselves this
question, we almost always discover that our “perfect question, we almost always discover that our “perfect
life” past-times are already available. Sharing joy life” past-times are already available. Sharing joy
with loved ones, spending time in nature, finding with loved ones, spending time in nature, finding
inner peace—you can do all these things right now. inner peace—you can do all these things right now.
Begin! Begin!
So, say I have everything that I want…then what? We So, say I have everything that I want…then what? We
can get so obsessed with acquiring fabulous lives that can get so obsessed with acquiring fabulous lives that
we forget to live. When we ask ourselves this we forget to live. When we ask ourselves this
question, we almost always discover that our “perfect question, we almost always discover that our “perfect
life” past-times are already available. Sharing joy life” past-times are already available. Sharing joy
with loved ones, spending time in nature, finding with loved ones, spending time in nature, finding
inner peace—you can do all these things right now. inner peace—you can do all these things right now.
Begin! Begin!
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
First – Must believe in yourself (one First – Must believe in yourself (one
person can make a change)person can make a change)
How do you handle adversity (popularity How do you handle adversity (popularity
vs. respect) – don’t confuse the twovs. respect) – don’t confuse the two
Look for something positive in adversity, Look for something positive in adversity,
and and “watch what you say”!“watch what you say”!
Stay the course. If it is meant to be---it Stay the course. If it is meant to be---it
will happen.will happen.
Long-range goals keep you from being Long-range goals keep you from being
frustrated by short term failures.frustrated by short term failures.
Don’t have a NEGATIVE attitude and Don’t have a NEGATIVE attitude and
always be willing to help others!always be willing to help others!
First – Must believe in yourself (one First – Must believe in yourself (one
person can make a change)person can make a change)
How do you handle adversity (popularity How do you handle adversity (popularity
vs. respect) – don’t confuse the twovs. respect) – don’t confuse the two
Look for something positive in adversity, Look for something positive in adversity,
and and “watch what you say”!“watch what you say”!
Stay the course. If it is meant to be---it Stay the course. If it is meant to be---it
will happen.will happen.
Long-range goals keep you from being Long-range goals keep you from being
frustrated by short term failures.frustrated by short term failures.
Don’t have a NEGATIVE attitude and Don’t have a NEGATIVE attitude and
always be willing to help others!always be willing to help others!
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Invest in Relational ChemistryInvest in Relational Chemistry
Be prepared every time you take your leader’s Be prepared every time you take your leader’s
time…the leader’s time is limitedtime…the leader’s time is limited
Know when to push and when to back offKnow when to push and when to back off
Become a “go-to” playerBecome a “go-to” player
Be better tomorrow than you are todayBe better tomorrow than you are today
Invest in Relational ChemistryInvest in Relational Chemistry
Be prepared every time you take your leader’s Be prepared every time you take your leader’s
time…the leader’s time is limitedtime…the leader’s time is limited
Know when to push and when to back offKnow when to push and when to back off
Become a “go-to” playerBecome a “go-to” player
Be better tomorrow than you are todayBe better tomorrow than you are today
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Circle of Success:Circle of Success:
Caring – Take an interest in peopleCaring – Take an interest in people
Learning – Get to know peopleLearning – Get to know people
Appreciating – Respect peopleAppreciating – Respect people
Contributing – Add value to peopleContributing – Add value to people
Verbalizing – Affirm peopleVerbalizing – Affirm people
Leading – Influence peopleLeading – Influence people
Succeeding – Win with peopleSucceeding – Win with people
(The 360 Degree Leader, John C. Maxwell)(The 360 Degree Leader, John C. Maxwell)
Circle of Success:Circle of Success:
Caring – Take an interest in peopleCaring – Take an interest in people
Learning – Get to know peopleLearning – Get to know people
Appreciating – Respect peopleAppreciating – Respect people
Contributing – Add value to peopleContributing – Add value to people
Verbalizing – Affirm peopleVerbalizing – Affirm people
Leading – Influence peopleLeading – Influence people
Succeeding – Win with peopleSucceeding – Win with people
(The 360 Degree Leader, John C. Maxwell)(The 360 Degree Leader, John C. Maxwell)
Leaders and LeadershipLeaders and Leadership
Accountability Systems: Weaknesses in LeadershipAccountability Systems: Weaknesses in Leadership
AssessmentAssessment
Who knows when a leader is failing to effectively Who knows when a leader is failing to effectively
lead his/her subordinates? The unwillingness to lead his/her subordinates? The unwillingness to
confrontconfront a problem employee is the #1 complaint of a a problem employee is the #1 complaint of a
leader by the subordinatesleader by the subordinates
Failing to confront marginal/inconsistent leadershipFailing to confront marginal/inconsistent leadership
Failing to confront evil/destructive leadershipFailing to confront evil/destructive leadership
Accountability Systems: Weaknesses in LeadershipAccountability Systems: Weaknesses in Leadership
AssessmentAssessment
Who knows when a leader is failing to effectively Who knows when a leader is failing to effectively
lead his/her subordinates? The unwillingness to lead his/her subordinates? The unwillingness to
confrontconfront a problem employee is the #1 complaint of a a problem employee is the #1 complaint of a
leader by the subordinatesleader by the subordinates
Failing to confront marginal/inconsistent leadershipFailing to confront marginal/inconsistent leadership
Failing to confront evil/destructive leadershipFailing to confront evil/destructive leadership
The Art of TranslationThe Art of Translation
EncodingEncoding Decoding Decoding
Senders----------Messages---------ReceiversSenders----------Messages---------Receivers
1.1.The Key Translation Skill is not Encoding or The Key Translation Skill is not Encoding or
Decoding, but Decoding, but re-codingre-coding MESSAGES! MESSAGES!
2.2.The Tool of Translation: Paraphrasing!The Tool of Translation: Paraphrasing!
““Let me Let me makemake sure I sure I understandunderstand you, what I HEAR you, what I HEAR
youyou saying is… saying is…
33.. Axiom of Communication Excellence: “The Axiom of Communication Excellence: “The firstfirst
thing you want to say can be the thing you want to say can be the worstworst thing you thing you
say!say!
[Communication Excellence, Dr. Brian Polansky][Communication Excellence, Dr. Brian Polansky]
EncodingEncoding Decoding Decoding
Senders----------Messages---------ReceiversSenders----------Messages---------Receivers
1.1.The Key Translation Skill is not Encoding or The Key Translation Skill is not Encoding or
Decoding, but Decoding, but re-codingre-coding MESSAGES! MESSAGES!
2.2.The Tool of Translation: Paraphrasing!The Tool of Translation: Paraphrasing!
““Let me Let me makemake sure I sure I understandunderstand you, what I HEAR you, what I HEAR
youyou saying is… saying is…
33.. Axiom of Communication Excellence: “The Axiom of Communication Excellence: “The firstfirst
thing you want to say can be the thing you want to say can be the worstworst thing you thing you
say!say!
[Communication Excellence, Dr. Brian Polansky][Communication Excellence, Dr. Brian Polansky]
Two Steps to Increasing Your Emotional IntelligenceTwo Steps to Increasing Your Emotional Intelligence
STEP ONE – Developing High Self AwarenessSTEP ONE – Developing High Self Awareness
Examine the Examine the naturenature of Your Appraisals. of Your Appraisals.
Use “Use “II – – THINKTHINK” Statements.” Statements.
Regularly Engage in Conversations with Regularly Engage in Conversations with YourselfYourself..
BIG Tip of the Day – REGOGNIZE: “It is BIG Tip of the Day – REGOGNIZE: “It is youryour
appraisal, NOT someone’s appraisal, NOT someone’s behaviorbehavior or some event or some event
that causes your that causes your reactionreaction..
Three Parts to Your Emotional System:Three Parts to Your Emotional System:
a) Your Cognitive Processes---Mentallya) Your Cognitive Processes---Mentally
b) Your Physical Reactions---Physicalb) Your Physical Reactions---Physical
c) Your c) Your BehaviorsBehaviors---Ethical---Ethical
NOT “Why Me” but “How Can I”NOT “Why Me” but “How Can I”
STEP ONE – Developing High Self AwarenessSTEP ONE – Developing High Self Awareness
Examine the Examine the naturenature of Your Appraisals. of Your Appraisals.
Use “Use “II – – THINKTHINK” Statements.” Statements.
Regularly Engage in Conversations with Regularly Engage in Conversations with YourselfYourself..
BIG Tip of the Day – REGOGNIZE: “It is BIG Tip of the Day – REGOGNIZE: “It is youryour
appraisal, NOT someone’s appraisal, NOT someone’s behaviorbehavior or some event or some event
that causes your that causes your reactionreaction..
Three Parts to Your Emotional System:Three Parts to Your Emotional System:
a) Your Cognitive Processes---Mentallya) Your Cognitive Processes---Mentally
b) Your Physical Reactions---Physicalb) Your Physical Reactions---Physical
c) Your c) Your BehaviorsBehaviors---Ethical---Ethical
NOT “Why Me” but “How Can I”NOT “Why Me” but “How Can I”
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Habit #1: Be ProactiveHabit #1: Be Proactive
Habit #2: Begin With The End In MindHabit #2: Begin With The End In Mind
Habit #3: Put First Things FirstHabit #3: Put First Things First
Habit #4: Think “Win-Win”Habit #4: Think “Win-Win”
Habit #5: Seek First To Understand, Then Habit #5: Seek First To Understand, Then
To Be UnderstoodTo Be Understood
Habit #6: SynergizeHabit #6: Synergize
Habit #7: Sharpen The SawHabit #7: Sharpen The Saw
[The Seven Habits of Highly Effective [The Seven Habits of Highly Effective People, S. People, S.
Covey]Covey]
Habit #1: Be ProactiveHabit #1: Be Proactive
Habit #2: Begin With The End In MindHabit #2: Begin With The End In Mind
Habit #3: Put First Things FirstHabit #3: Put First Things First
Habit #4: Think “Win-Win”Habit #4: Think “Win-Win”
Habit #5: Seek First To Understand, Then Habit #5: Seek First To Understand, Then
To Be UnderstoodTo Be Understood
Habit #6: SynergizeHabit #6: Synergize
Habit #7: Sharpen The SawHabit #7: Sharpen The Saw
[The Seven Habits of Highly Effective [The Seven Habits of Highly Effective People, S. People, S.
Covey]Covey]
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
A good leader can’t get too far ahead A good leader can’t get too far ahead
of his followers…and you have to be of his followers…and you have to be
a bit of a psychologist to effectively a bit of a psychologist to effectively
close the gap between what you close the gap between what you
know and what others need to know.know and what others need to know.
Common sense is: Common sense is: “the simple “the simple
knack of seeing something the knack of seeing something the
way it really is and doing way it really is and doing
something the way it should be something the way it should be
done.” done.” [Mark Twain][Mark Twain]
A good leader can’t get too far ahead A good leader can’t get too far ahead
of his followers…and you have to be of his followers…and you have to be
a bit of a psychologist to effectively a bit of a psychologist to effectively
close the gap between what you close the gap between what you
know and what others need to know.know and what others need to know.
Common sense is: Common sense is: “the simple “the simple
knack of seeing something the knack of seeing something the
way it really is and doing way it really is and doing
something the way it should be something the way it should be
done.” done.” [Mark Twain][Mark Twain]
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
During these moments leaders can take During these moments leaders can take
the time to understand faulty thinking and the time to understand faulty thinking and
actions and suggest some common sense actions and suggest some common sense
approaches that have gotten them better approaches that have gotten them better
results, such as asking better questions, results, such as asking better questions,
uncovering some crucial details, uncovering some crucial details,
questioning assumptions, and seeing how questioning assumptions, and seeing how
things may be interrelated below the things may be interrelated below the
surface. Mentoring common sense during surface. Mentoring common sense during
these receptive moments is a powerful these receptive moments is a powerful
positive influence.positive influence.
During these moments leaders can take During these moments leaders can take
the time to understand faulty thinking and the time to understand faulty thinking and
actions and suggest some common sense actions and suggest some common sense
approaches that have gotten them better approaches that have gotten them better
results, such as asking better questions, results, such as asking better questions,
uncovering some crucial details, uncovering some crucial details,
questioning assumptions, and seeing how questioning assumptions, and seeing how
things may be interrelated below the things may be interrelated below the
surface. Mentoring common sense during surface. Mentoring common sense during
these receptive moments is a powerful these receptive moments is a powerful
positive influence.positive influence.
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Tactic 1: Tactic 1: Reprogram Your BrainReprogram Your Brain
Before leaders can be their best, they Before leaders can be their best, they
have to get rid of their worst. The have to get rid of their worst. The
problem: erroneous thinking---has to be problem: erroneous thinking---has to be
deleted and replaced by the solution---deleted and replaced by the solution---
critical thinking.critical thinking.
Tactic 2: Tactic 2: Stockpile Common SenseStockpile Common Sense
This means the leader must increase his This means the leader must increase his
own store of common sense by taking own store of common sense by taking
reasonable risks to make nonfatal reasonable risks to make nonfatal
mistakes, learning to explore and vary mistakes, learning to explore and vary
innovative approaches to problem solving, innovative approaches to problem solving,
studying how things work from studying how things work from
Tactic 1: Tactic 1: Reprogram Your BrainReprogram Your Brain
Before leaders can be their best, they Before leaders can be their best, they
have to get rid of their worst. The have to get rid of their worst. The
problem: erroneous thinking---has to be problem: erroneous thinking---has to be
deleted and replaced by the solution---deleted and replaced by the solution---
critical thinking.critical thinking.
Tactic 2: Tactic 2: Stockpile Common SenseStockpile Common Sense
This means the leader must increase his This means the leader must increase his
own store of common sense by taking own store of common sense by taking
reasonable risks to make nonfatal reasonable risks to make nonfatal
mistakes, learning to explore and vary mistakes, learning to explore and vary
innovative approaches to problem solving, innovative approaches to problem solving,
studying how things work from studying how things work from
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Tactic 2: Tactic 2: Stockpile Common SenseStockpile Common Sense (cont.) (cont.)
inside-out, identifying ordinary inside-out, identifying ordinary
creativity in new and unusual ways, creativity in new and unusual ways,
going below the surface to uncover going below the surface to uncover
inter-relationships, and asking smart inter-relationships, and asking smart
questions to get the most useful questions to get the most useful
information.information.
Always write down a good common Always write down a good common
sense technique when you see it sense technique when you see it
being applied successfully.being applied successfully.
Tactic 2: Tactic 2: Stockpile Common SenseStockpile Common Sense (cont.) (cont.)
inside-out, identifying ordinary inside-out, identifying ordinary
creativity in new and unusual ways, creativity in new and unusual ways,
going below the surface to uncover going below the surface to uncover
inter-relationships, and asking smart inter-relationships, and asking smart
questions to get the most useful questions to get the most useful
information.information.
Always write down a good common Always write down a good common
sense technique when you see it sense technique when you see it
being applied successfully.being applied successfully.
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Tactic 3: Tactic 3: Work the Three Crucibles of SuccessWork the Three Crucibles of Success
Thinking quotientThinking quotient – Successful intelligence in – Successful intelligence in
blending logic, creativity, and practical sense blending logic, creativity, and practical sense
to get results, with the resolve to be a to get results, with the resolve to be a
perpetual learner.perpetual learner.
Determination quotientDetermination quotient – Includes – Includes
determination, commitment, intrinsic determination, commitment, intrinsic
motivation, goal setting, and intense power motivation, goal setting, and intense power
of focus to maintain drive in the right of focus to maintain drive in the right
direction.direction.
Social quotientSocial quotient – Involves the essential social – Involves the essential social
skills of likeability and good communication skills of likeability and good communication
to be an effective interpersonal magnate.to be an effective interpersonal magnate.
Tactic 3: Tactic 3: Work the Three Crucibles of SuccessWork the Three Crucibles of Success
Thinking quotientThinking quotient – Successful intelligence in – Successful intelligence in
blending logic, creativity, and practical sense blending logic, creativity, and practical sense
to get results, with the resolve to be a to get results, with the resolve to be a
perpetual learner.perpetual learner.
Determination quotientDetermination quotient – Includes – Includes
determination, commitment, intrinsic determination, commitment, intrinsic
motivation, goal setting, and intense power motivation, goal setting, and intense power
of focus to maintain drive in the right of focus to maintain drive in the right
direction.direction.
Social quotientSocial quotient – Involves the essential social – Involves the essential social
skills of likeability and good communication skills of likeability and good communication
to be an effective interpersonal magnate.to be an effective interpersonal magnate.
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Tactic 4: Tactic 4: Express Positive EmotionalityExpress Positive Emotionality
Combating the imbalance of negative Combating the imbalance of negative
emotionality in the workplace.emotionality in the workplace.
Tactic 5: Tactic 5: Savor InterruptionsSavor Interruptions
Interruptions are usually made by people Interruptions are usually made by people
who are experiencing a problem and may who are experiencing a problem and may
not have the level of common sense not have the level of common sense
needed to solve the problem. Sometimes needed to solve the problem. Sometimes
they just need a little clarification or they just need a little clarification or
airtime.airtime. “These are extreme teachable “These are extreme teachable
moments where people are at their moments where people are at their
listening peak.”listening peak.”
Tactic 4: Tactic 4: Express Positive EmotionalityExpress Positive Emotionality
Combating the imbalance of negative Combating the imbalance of negative
emotionality in the workplace.emotionality in the workplace.
Tactic 5: Tactic 5: Savor InterruptionsSavor Interruptions
Interruptions are usually made by people Interruptions are usually made by people
who are experiencing a problem and may who are experiencing a problem and may
not have the level of common sense not have the level of common sense
needed to solve the problem. Sometimes needed to solve the problem. Sometimes
they just need a little clarification or they just need a little clarification or
airtime.airtime. “These are extreme teachable “These are extreme teachable
moments where people are at their moments where people are at their
listening peak.”listening peak.”
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Tactic 6: Tactic 6: Model BalanceModel Balance
Treating people equally and fairly. Treating people equally and fairly.
When you are balanced, your views When you are balanced, your views
are very appealing to others. That is are very appealing to others. That is
because they are grounded in because they are grounded in
common sense, which everyone common sense, which everyone
desires. Remember: “the best desires. Remember: “the best
leadership is practiced not so much in leadership is practiced not so much in
words as in words as in attitude and in action.”attitude and in action.”
Tactic 6: Tactic 6: Model BalanceModel Balance
Treating people equally and fairly. Treating people equally and fairly.
When you are balanced, your views When you are balanced, your views
are very appealing to others. That is are very appealing to others. That is
because they are grounded in because they are grounded in
common sense, which everyone common sense, which everyone
desires. Remember: “the best desires. Remember: “the best
leadership is practiced not so much in leadership is practiced not so much in
words as in words as in attitude and in action.”attitude and in action.”
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Tactic 7: Tactic 7: Practice Good TimingPractice Good Timing
““In anything timing is everything” [The Art In anything timing is everything” [The Art
of War].of War].
Tactic 8: Tactic 8: Ask Good Questions Ask Good Questions
(Most Valuable Verbal Skill)(Most Valuable Verbal Skill)
When all is said and done, it is the When all is said and done, it is the
questions that prompt productive change, questions that prompt productive change,
not the answers. The most useful not the answers. The most useful
information comes from good questions information comes from good questions
and smart leaders learn the art of asking and smart leaders learn the art of asking
great questions.great questions.
Tactic 7: Tactic 7: Practice Good TimingPractice Good Timing
““In anything timing is everything” [The Art In anything timing is everything” [The Art
of War].of War].
Tactic 8: Tactic 8: Ask Good Questions Ask Good Questions
(Most Valuable Verbal Skill)(Most Valuable Verbal Skill)
When all is said and done, it is the When all is said and done, it is the
questions that prompt productive change, questions that prompt productive change,
not the answers. The most useful not the answers. The most useful
information comes from good questions information comes from good questions
and smart leaders learn the art of asking and smart leaders learn the art of asking
great questions.great questions.
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Tactic 9: Tactic 9: Be ReasonableBe Reasonable
““Reason and Judgment are the paramount Reason and Judgment are the paramount
qualities of a good leader.” Common sense qualities of a good leader.” Common sense
actions are often those we associate with actions are often those we associate with
what what we expect from any reasonable we expect from any reasonable
person under similar circumstances.person under similar circumstances.
Tactic 10:Tactic 10: Practice Reverence Practice Reverence
““The first responsibility of a leader is to The first responsibility of a leader is to
define reality. The last is to say thank you. define reality. The last is to say thank you.
In between, the leader is a servant.” In between, the leader is a servant.”
Showing such respect is practicing the Showing such respect is practicing the
epitome of common sense and it is epitome of common sense and it is
guaranteed to draw long-term, loyal guaranteed to draw long-term, loyal
followersfollowers
Tactic 9: Tactic 9: Be ReasonableBe Reasonable
““Reason and Judgment are the paramount Reason and Judgment are the paramount
qualities of a good leader.” Common sense qualities of a good leader.” Common sense
actions are often those we associate with actions are often those we associate with
what what we expect from any reasonable we expect from any reasonable
person under similar circumstances.person under similar circumstances.
Tactic 10:Tactic 10: Practice Reverence Practice Reverence
““The first responsibility of a leader is to The first responsibility of a leader is to
define reality. The last is to say thank you. define reality. The last is to say thank you.
In between, the leader is a servant.” In between, the leader is a servant.”
Showing such respect is practicing the Showing such respect is practicing the
epitome of common sense and it is epitome of common sense and it is
guaranteed to draw long-term, loyal guaranteed to draw long-term, loyal
followersfollowers
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
and be returned tenfold. There is nothing and be returned tenfold. There is nothing
more admirable than a humble, quiet more admirable than a humble, quiet
achiever who respects the lesser but achiever who respects the lesser but
important achievement of others.important achievement of others.
Tactic 11: Tactic 11: Always Follow Up!Always Follow Up!
There are never any results without There are never any results without
following something through to its following something through to its
conclusion. Follow-up and follow-through conclusion. Follow-up and follow-through
must be priorities that always stay in must be priorities that always stay in
focus. “If you don’t enforce accountability, focus. “If you don’t enforce accountability,
it never gets done.”it never gets done.”
and be returned tenfold. There is nothing and be returned tenfold. There is nothing
more admirable than a humble, quiet more admirable than a humble, quiet
achiever who respects the lesser but achiever who respects the lesser but
important achievement of others.important achievement of others.
Tactic 11: Tactic 11: Always Follow Up!Always Follow Up!
There are never any results without There are never any results without
following something through to its following something through to its
conclusion. Follow-up and follow-through conclusion. Follow-up and follow-through
must be priorities that always stay in must be priorities that always stay in
focus. “If you don’t enforce accountability, focus. “If you don’t enforce accountability,
it never gets done.”it never gets done.”
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Tactic 12: Tactic 12: Allow Time to LaughAllow Time to Laugh
““Laughter is healing for the soul”!Laughter is healing for the soul”!
Remember, “The highest form of Remember, “The highest form of
leadership is to give yourself to leadership is to give yourself to
others. You become a servant to others. You become a servant to
others. We must learn to accept others. We must learn to accept
that.” that.”
Tactic 12: Tactic 12: Allow Time to LaughAllow Time to Laugh
““Laughter is healing for the soul”!Laughter is healing for the soul”!
Remember, “The highest form of Remember, “The highest form of
leadership is to give yourself to leadership is to give yourself to
others. You become a servant to others. You become a servant to
others. We must learn to accept others. We must learn to accept
that.” that.”
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Know your job description thoroughlyKnow your job description thoroughly
Be a team playerBe a team player
Accept responsibility (be accountable all the time)Accept responsibility (be accountable all the time)
Do your job with consistent excellence (passion)Do your job with consistent excellence (passion)
Do more than expectedDo more than expected
Offer creative ideas for change and improvementOffer creative ideas for change and improvement
Be a good listenerBe a good listener
Possess a genuine love for peoplePossess a genuine love for people
Make those who work with you more successfulMake those who work with you more successful
Prepare relentlessly (Get a first hand view)Prepare relentlessly (Get a first hand view)
The best indicators not only measure performance, but The best indicators not only measure performance, but
instead enhance performanceinstead enhance performance
Always error on the Side of Over Communicating (research Always error on the Side of Over Communicating (research
reveals that an individual must hear something reveals that an individual must hear something sevenseven
times, before s/he learns it)times, before s/he learns it)
Know your job description thoroughlyKnow your job description thoroughly
Be a team playerBe a team player
Accept responsibility (be accountable all the time)Accept responsibility (be accountable all the time)
Do your job with consistent excellence (passion)Do your job with consistent excellence (passion)
Do more than expectedDo more than expected
Offer creative ideas for change and improvementOffer creative ideas for change and improvement
Be a good listenerBe a good listener
Possess a genuine love for peoplePossess a genuine love for people
Make those who work with you more successfulMake those who work with you more successful
Prepare relentlessly (Get a first hand view)Prepare relentlessly (Get a first hand view)
The best indicators not only measure performance, but The best indicators not only measure performance, but
instead enhance performanceinstead enhance performance
Always error on the Side of Over Communicating (research Always error on the Side of Over Communicating (research
reveals that an individual must hear something reveals that an individual must hear something sevenseven
times, before s/he learns it)times, before s/he learns it)
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
See through other people’s eyesSee through other people’s eyes
Love people more than proceduresLove people more than procedures
Do “win-win” or don’t do itDo “win-win” or don’t do it
Include others in your journeyInclude others in your journey
““Deal wisely with difficult people”Deal wisely with difficult people”
Initiate and accept responsibility for Initiate and accept responsibility for
growthgrowth
Develop and follow a statement of purposeDevelop and follow a statement of purpose
Develop a system of accountability for Develop a system of accountability for
results, beginning with yourselfresults, beginning with yourself
Know and do the things that give a high Know and do the things that give a high
returnreturn
See through other people’s eyesSee through other people’s eyes
Love people more than proceduresLove people more than procedures
Do “win-win” or don’t do itDo “win-win” or don’t do it
Include others in your journeyInclude others in your journey
““Deal wisely with difficult people”Deal wisely with difficult people”
Initiate and accept responsibility for Initiate and accept responsibility for
growthgrowth
Develop and follow a statement of purposeDevelop and follow a statement of purpose
Develop a system of accountability for Develop a system of accountability for
results, beginning with yourselfresults, beginning with yourself
Know and do the things that give a high Know and do the things that give a high
returnreturn
LEADERS and LEADERSHIPLEADERS and LEADERSHIP
Communicate the strategy and vision of Communicate the strategy and vision of
the organizationthe organization
Make the difficult decisions that will make Make the difficult decisions that will make
a differencea difference
Become a change-agent and understand Become a change-agent and understand
timingtiming
Realize that people are your most valuable Realize that people are your most valuable
assetasset
Place a priority on developing peoplePlace a priority on developing people
Be a model for others to followBe a model for others to follow
““Your greatest joy comes from watching Your greatest joy comes from watching
others grow and develop.”others grow and develop.”
Communicate the strategy and vision of Communicate the strategy and vision of
the organizationthe organization
Make the difficult decisions that will make Make the difficult decisions that will make
a differencea difference
Become a change-agent and understand Become a change-agent and understand
timingtiming
Realize that people are your most valuable Realize that people are your most valuable
assetasset
Place a priority on developing peoplePlace a priority on developing people
Be a model for others to followBe a model for others to follow
““Your greatest joy comes from watching Your greatest joy comes from watching
others grow and develop.”others grow and develop.”
LEADERSHIP:APPLYING THE PRINCIPLESLEADERSHIP:APPLYING THE PRINCIPLES
On a Personal Level – What You Can Do To On a Personal Level – What You Can Do To
Become a Better LeaderBecome a Better Leader
Understand that you must literally Understand that you must literally battle battle
and discipline yourselfand discipline yourself to become a better to become a better
leader. The most powerful tool at your leader. The most powerful tool at your
disposal – modeling.disposal – modeling.
Taking the Path of Most Resistance – Taking the Path of Most Resistance –
developing conscious competence through developing conscious competence through
self-mastery and discipline. “You cannot self-mastery and discipline. “You cannot
change human nature, but you can change change human nature, but you can change
human action.” [Lincoln]human action.” [Lincoln]
On a Personal Level – What You Can Do To On a Personal Level – What You Can Do To
Become a Better LeaderBecome a Better Leader
Understand that you must literally Understand that you must literally battle battle
and discipline yourselfand discipline yourself to become a better to become a better
leader. The most powerful tool at your leader. The most powerful tool at your
disposal – modeling.disposal – modeling.
Taking the Path of Most Resistance – Taking the Path of Most Resistance –
developing conscious competence through developing conscious competence through
self-mastery and discipline. “You cannot self-mastery and discipline. “You cannot
change human nature, but you can change change human nature, but you can change
human action.” [Lincoln]human action.” [Lincoln]
LEADERSHIP:APPLYING THE PRINCIPLESLEADERSHIP:APPLYING THE PRINCIPLES
Seeking Corrective Vision – seeking Seeking Corrective Vision – seeking
feedback and accountability from others.feedback and accountability from others.
Taking Thoughts Captive – developing Taking Thoughts Captive – developing
structure to follow through on good structure to follow through on good
thoughts.thoughts.
Invade the culture by understanding and Invade the culture by understanding and
utilizing the principle of “utilizing the principle of “emotional bank emotional bank
accounts.”accounts.”
Invasion Strategies – Management by Invasion Strategies – Management by
Walking Around (MBWA)Walking Around (MBWA)
Encouragement StrategiesEncouragement Strategies
Confrontation StrategiesConfrontation Strategies
Seeking Corrective Vision – seeking Seeking Corrective Vision – seeking
feedback and accountability from others.feedback and accountability from others.
Taking Thoughts Captive – developing Taking Thoughts Captive – developing
structure to follow through on good structure to follow through on good
thoughts.thoughts.
Invade the culture by understanding and Invade the culture by understanding and
utilizing the principle of “utilizing the principle of “emotional bank emotional bank
accounts.”accounts.”
Invasion Strategies – Management by Invasion Strategies – Management by
Walking Around (MBWA)Walking Around (MBWA)
Encouragement StrategiesEncouragement Strategies
Confrontation StrategiesConfrontation Strategies
LEADERSHIP:APPLYING THE PRINCIPLESLEADERSHIP:APPLYING THE PRINCIPLES
On an Agency Level – Creating a System On an Agency Level – Creating a System
That Reinforces LeadershipThat Reinforces Leadership
Rethinking Rethinking Training Training Paradigms: in-service Paradigms: in-service
training and/or skills based trainingtraining and/or skills based training
Rethinking Rethinking AccountabilityAccountability Paradigms: Paradigms:
encourage/reinforce good leadership, encourage/reinforce good leadership,
confront marginal managers, confront marginal managers,
confront/discipline/remove evil managers confront/discipline/remove evil managers
(to NOT confront is to confirm), don’t (to NOT confront is to confirm), don’t
select supervisors and managers who do select supervisors and managers who do
not have the raw material – that are self-not have the raw material – that are self-
centered, evil, etc.centered, evil, etc.
On an Agency Level – Creating a System On an Agency Level – Creating a System
That Reinforces LeadershipThat Reinforces Leadership
Rethinking Rethinking Training Training Paradigms: in-service Paradigms: in-service
training and/or skills based trainingtraining and/or skills based training
Rethinking Rethinking AccountabilityAccountability Paradigms: Paradigms:
encourage/reinforce good leadership, encourage/reinforce good leadership,
confront marginal managers, confront marginal managers,
confront/discipline/remove evil managers confront/discipline/remove evil managers
(to NOT confront is to confirm), don’t (to NOT confront is to confirm), don’t
select supervisors and managers who do select supervisors and managers who do
not have the raw material – that are self-not have the raw material – that are self-
centered, evil, etc.centered, evil, etc.
LEADERSHIP: APPLYING THE PRINCIPLESLEADERSHIP: APPLYING THE PRINCIPLES
Rethinking Rethinking Communications Communications Paradigms:Paradigms:
Leaders must aggressively and Leaders must aggressively and
continuously maintain an environment of continuously maintain an environment of
open open communicationcommunication to combat fear of the to combat fear of the
unknown. We should attend to those unknown. We should attend to those
around us around us in wordin word—good thoughts are —good thoughts are
worthless.worthless.
1. MBWA – watch those bank accounts1. MBWA – watch those bank accounts
2. Diffuse the power of the problem 2. Diffuse the power of the problem
employeeemployee
3. Feedback-Feedback-Feedback3. Feedback-Feedback-Feedback
4. Deal with misunderstandings4. Deal with misunderstandings
5. Fight rumors – talk with people5. Fight rumors – talk with people
Rethinking Rethinking Communications Communications Paradigms:Paradigms:
Leaders must aggressively and Leaders must aggressively and
continuously maintain an environment of continuously maintain an environment of
open open communicationcommunication to combat fear of the to combat fear of the
unknown. We should attend to those unknown. We should attend to those
around us around us in wordin word—good thoughts are —good thoughts are
worthless.worthless.
1. MBWA – watch those bank accounts1. MBWA – watch those bank accounts
2. Diffuse the power of the problem 2. Diffuse the power of the problem
employeeemployee
3. Feedback-Feedback-Feedback3. Feedback-Feedback-Feedback
4. Deal with misunderstandings4. Deal with misunderstandings
5. Fight rumors – talk with people5. Fight rumors – talk with people
LEADERSHIP: APPLYING THE PRINCIPLESLEADERSHIP: APPLYING THE PRINCIPLES
Rethinking Rethinking Motivations Motivations Paradigms – an Paradigms – an
agency has a agency has a spiritspirit! Leaders cultivate an ! Leaders cultivate an
environment of recognition and motivation environment of recognition and motivation
which makes the spirit alive and healthy. which makes the spirit alive and healthy.
Leaders attend to those around them in Leaders attend to those around them in
deedsdeeds-they back up their words with -they back up their words with
action. Leaders leave a action. Leaders leave a legacylegacy..
1. Eliminate fear1. Eliminate fear
2. Remember the geese (Gung Ho!)2. Remember the geese (Gung Ho!)
3. The power of positive reinforcement3. The power of positive reinforcement
4. Valuing differences-building a team4. Valuing differences-building a team
5. Caring for the wounded5. Caring for the wounded
Rethinking Rethinking Motivations Motivations Paradigms – an Paradigms – an
agency has a agency has a spiritspirit! Leaders cultivate an ! Leaders cultivate an
environment of recognition and motivation environment of recognition and motivation
which makes the spirit alive and healthy. which makes the spirit alive and healthy.
Leaders attend to those around them in Leaders attend to those around them in
deedsdeeds-they back up their words with -they back up their words with
action. Leaders leave a action. Leaders leave a legacylegacy..
1. Eliminate fear1. Eliminate fear
2. Remember the geese (Gung Ho!)2. Remember the geese (Gung Ho!)
3. The power of positive reinforcement3. The power of positive reinforcement
4. Valuing differences-building a team4. Valuing differences-building a team
5. Caring for the wounded5. Caring for the wounded
LEADERSHIP: APPLYING THE PRINCIPLESLEADERSHIP: APPLYING THE PRINCIPLES
Leadership as an abnormal or normal Leadership as an abnormal or normal
human behavior – Poor supervisory skills human behavior – Poor supervisory skills
(being selfish, showing favoritism, not (being selfish, showing favoritism, not
dealing with issues) are dealing with issues) are normalnormal human human
behavior. behavior.
Effective leadership skills (a servant Effective leadership skills (a servant
perspective, mentoring, patience, etc.) are perspective, mentoring, patience, etc.) are
abnormalabnormal behavior and contrary to basic behavior and contrary to basic
human behavior. We see this affirmed in human behavior. We see this affirmed in
our agency experience and by the our agency experience and by the
organizational response to leadership and organizational response to leadership and
to ineffective/destructive management.to ineffective/destructive management.
Leadership as an abnormal or normal Leadership as an abnormal or normal
human behavior – Poor supervisory skills human behavior – Poor supervisory skills
(being selfish, showing favoritism, not (being selfish, showing favoritism, not
dealing with issues) are dealing with issues) are normalnormal human human
behavior. behavior.
Effective leadership skills (a servant Effective leadership skills (a servant
perspective, mentoring, patience, etc.) are perspective, mentoring, patience, etc.) are
abnormalabnormal behavior and contrary to basic behavior and contrary to basic
human behavior. We see this affirmed in human behavior. We see this affirmed in
our agency experience and by the our agency experience and by the
organizational response to leadership and organizational response to leadership and
to ineffective/destructive management.to ineffective/destructive management.
LEADERSHIP: ETHICAL BEHAVIORLEADERSHIP: ETHICAL BEHAVIOR
The Three C’s of Leadership:The Three C’s of Leadership:
Character – Doing right versus wrong Character – Doing right versus wrong
is obvious.is obvious.
Competence – Crucial to building the Competence – Crucial to building the
trust on all levels within an trust on all levels within an
organization. Effective leaders organization. Effective leaders
continuously develop new skills while continuously develop new skills while
honing old ones.honing old ones.
Commitment – To the mission and to Commitment – To the mission and to
the people (Mission first, people the people (Mission first, people
always!).always!).
The Three C’s of Leadership:The Three C’s of Leadership:
Character – Doing right versus wrong Character – Doing right versus wrong
is obvious.is obvious.
Competence – Crucial to building the Competence – Crucial to building the
trust on all levels within an trust on all levels within an
organization. Effective leaders organization. Effective leaders
continuously develop new skills while continuously develop new skills while
honing old ones.honing old ones.
Commitment – To the mission and to Commitment – To the mission and to
the people (Mission first, people the people (Mission first, people
always!).always!).
LEADERSHIP: ETHICAL BEHAVIORLEADERSHIP: ETHICAL BEHAVIOR
Power and LeadershipPower and Leadership
Power is a more potent commodity than Power is a more potent commodity than
money. It can be earned, bestowed, taken money. It can be earned, bestowed, taken
by force, stolen, purchased, and bartered.by force, stolen, purchased, and bartered.
Power can be inspiring and corrupting.Power can be inspiring and corrupting.
Power, if not corrupt, must be linked to Power, if not corrupt, must be linked to
positive values and ethics.positive values and ethics.
We acquire and surrender power every day.We acquire and surrender power every day.
It is hazardous to assume people with It is hazardous to assume people with
power are smarter.power are smarter.
Power and LeadershipPower and Leadership
Power is a more potent commodity than Power is a more potent commodity than
money. It can be earned, bestowed, taken money. It can be earned, bestowed, taken
by force, stolen, purchased, and bartered.by force, stolen, purchased, and bartered.
Power can be inspiring and corrupting.Power can be inspiring and corrupting.
Power, if not corrupt, must be linked to Power, if not corrupt, must be linked to
positive values and ethics.positive values and ethics.
We acquire and surrender power every day.We acquire and surrender power every day.
It is hazardous to assume people with It is hazardous to assume people with
power are smarter.power are smarter.
LEADERSHIP: ETHICAL BEHAVIORLEADERSHIP: ETHICAL BEHAVIOR
People with power over others People with power over others should should
strive to deserve itstrive to deserve it..
The misuse of power leads to the misuse The misuse of power leads to the misuse
of empowerment.of empowerment.
With empowerment comes upward and With empowerment comes upward and
downward responsibility and downward responsibility and
accountability.accountability.
Empowerment creates instant Empowerment creates instant
partnerships.partnerships.
Power and empowerment are tools of Power and empowerment are tools of
leadership, and, like colors on a palette, leadership, and, like colors on a palette,
they can be used to create a positive or they can be used to create a positive or
negative image.negative image.
People with power over others People with power over others should should
strive to deserve itstrive to deserve it..
The misuse of power leads to the misuse The misuse of power leads to the misuse
of empowerment.of empowerment.
With empowerment comes upward and With empowerment comes upward and
downward responsibility and downward responsibility and
accountability.accountability.
Empowerment creates instant Empowerment creates instant
partnerships.partnerships.
Power and empowerment are tools of Power and empowerment are tools of
leadership, and, like colors on a palette, leadership, and, like colors on a palette,
they can be used to create a positive or they can be used to create a positive or
negative image.negative image.
LEADERSHIP: ETHICAL BEHAVIORLEADERSHIP: ETHICAL BEHAVIOR
Readily recognize an ethical problem or Readily recognize an ethical problem or
dilemma (Document as necessary)dilemma (Document as necessary)
Identify various options to address the Identify various options to address the
particular issue involved (talk about particular issue involved (talk about
ethical dilemmas!)ethical dilemmas!)
Make a rational and ethically sound choice Make a rational and ethically sound choice
of which option to choose (set an example of which option to choose (set an example
by your own conduct)by your own conduct)
Let people know where you stand, how Let people know where you stand, how
you will deal with you will deal with unethical conductunethical conduct..
Readily recognize an ethical problem or Readily recognize an ethical problem or
dilemma (Document as necessary)dilemma (Document as necessary)
Identify various options to address the Identify various options to address the
particular issue involved (talk about particular issue involved (talk about
ethical dilemmas!)ethical dilemmas!)
Make a rational and ethically sound choice Make a rational and ethically sound choice
of which option to choose (set an example of which option to choose (set an example
by your own conduct)by your own conduct)
Let people know where you stand, how Let people know where you stand, how
you will deal with you will deal with unethical conductunethical conduct..
LEADERSHIP: ETHICAL BEHAVIORLEADERSHIP: ETHICAL BEHAVIOR
Take prompt action based upon that Take prompt action based upon that
choice (back up your words—take choice (back up your words—take
corrective, disciplinary action).corrective, disciplinary action).
Enroll informal leaders.Enroll informal leaders.
Accept responsibility for the outcome.Accept responsibility for the outcome.
Learn from and share your experiences.Learn from and share your experiences.
Remember: Safeguard your INTEGRITY, it Remember: Safeguard your INTEGRITY, it
is the only thing you have!is the only thing you have!
Take prompt action based upon that Take prompt action based upon that
choice (back up your words—take choice (back up your words—take
corrective, disciplinary action).corrective, disciplinary action).
Enroll informal leaders.Enroll informal leaders.
Accept responsibility for the outcome.Accept responsibility for the outcome.
Learn from and share your experiences.Learn from and share your experiences.
Remember: Safeguard your INTEGRITY, it Remember: Safeguard your INTEGRITY, it
is the only thing you have!is the only thing you have!
LEADERSHIP: ETHICAL BEHAVIORLEADERSHIP: ETHICAL BEHAVIOR
Questions for Ethical Dilemmas:Questions for Ethical Dilemmas:
1. What alternatives do I have?1. What alternatives do I have?
2. What are the consequences of 2. What are the consequences of
these alternatives?these alternatives?
3. What solution would do the most 3. What solution would do the most
good/least harm?good/least harm?
4. Is the solution legal?4. Is the solution legal?
5. What is the 5. What is the “right”“right” thing to do? thing to do?
Questions for Ethical Dilemmas:Questions for Ethical Dilemmas:
1. What alternatives do I have?1. What alternatives do I have?
2. What are the consequences of 2. What are the consequences of
these alternatives?these alternatives?
3. What solution would do the most 3. What solution would do the most
good/least harm?good/least harm?
4. Is the solution legal?4. Is the solution legal?
5. What is the 5. What is the “right”“right” thing to do? thing to do?
LEADERSHIP: SOME HELPFUL QUOTESLEADERSHIP: SOME HELPFUL QUOTES
““The price of excellence is always discipline.”The price of excellence is always discipline.”
““The price of mediocrity is always The price of mediocrity is always
disappointment.”disappointment.”
““If you always do what you’ve always done, If you always do what you’ve always done,
you’ll always get what you’ve always got.”you’ll always get what you’ve always got.”
““Ability without integrity has no value.”Ability without integrity has no value.”
A wise man once said, “If it is predictable…it A wise man once said, “If it is predictable…it
is preventable.”is preventable.”
““The price of excellence is always discipline.”The price of excellence is always discipline.”
““The price of mediocrity is always The price of mediocrity is always
disappointment.”disappointment.”
““If you always do what you’ve always done, If you always do what you’ve always done,
you’ll always get what you’ve always got.”you’ll always get what you’ve always got.”
““Ability without integrity has no value.”Ability without integrity has no value.”
A wise man once said, “If it is predictable…it A wise man once said, “If it is predictable…it
is preventable.”is preventable.”
LEADERSHIP: SOME HELPFUL QUOTESLEADERSHIP: SOME HELPFUL QUOTES
““Then shall thou enquire, and make search, Then shall thou enquire, and make search,
and ask diligently. [Deuteronomy 13:14]and ask diligently. [Deuteronomy 13:14]
““They eat before you eat, they sleep before They eat before you eat, they sleep before
you sleep.”you sleep.”
““Greater love hath no man than this, that a Greater love hath no man than this, that a
man lay down his life for his friends. [John man lay down his life for his friends. [John
15:13]15:13]
““If you want to manage somebody, manage If you want to manage somebody, manage
yourself. Do that well, and you will be ready yourself. Do that well, and you will be ready
to stop managing and start leading.”to stop managing and start leading.”
““Then shall thou enquire, and make search, Then shall thou enquire, and make search,
and ask diligently. [Deuteronomy 13:14]and ask diligently. [Deuteronomy 13:14]
““They eat before you eat, they sleep before They eat before you eat, they sleep before
you sleep.”you sleep.”
““Greater love hath no man than this, that a Greater love hath no man than this, that a
man lay down his life for his friends. [John man lay down his life for his friends. [John
15:13]15:13]
““If you want to manage somebody, manage If you want to manage somebody, manage
yourself. Do that well, and you will be ready yourself. Do that well, and you will be ready
to stop managing and start leading.”to stop managing and start leading.”
Leadership: Some Helpful QuotesLeadership: Some Helpful Quotes
Everything rises and falls on leadership. It really Everything rises and falls on leadership. It really
does. If you don’t believe it, just put together a group does. If you don’t believe it, just put together a group
of people without a leader, and watch them.of people without a leader, and watch them.
Without a Leader, Vision is LostWithout a Leader, Vision is Lost
Without a Leader, Decisions are DelayedWithout a Leader, Decisions are Delayed
Without a Leader, Agendas are MultipliedWithout a Leader, Agendas are Multiplied
Without a Leader, Conflicts are ExtendedWithout a Leader, Conflicts are Extended
Without a Leader, Morale is LowWithout a Leader, Morale is Low
Without a Leader, Production is ReducedWithout a Leader, Production is Reduced
Without a Leader, Success is DifficultWithout a Leader, Success is Difficult
[The 360 Leader, John C. Maxwell][The 360 Leader, John C. Maxwell]
Everything rises and falls on leadership. It really Everything rises and falls on leadership. It really
does. If you don’t believe it, just put together a group does. If you don’t believe it, just put together a group
of people without a leader, and watch them.of people without a leader, and watch them.
Without a Leader, Vision is LostWithout a Leader, Vision is Lost
Without a Leader, Decisions are DelayedWithout a Leader, Decisions are Delayed
Without a Leader, Agendas are MultipliedWithout a Leader, Agendas are Multiplied
Without a Leader, Conflicts are ExtendedWithout a Leader, Conflicts are Extended
Without a Leader, Morale is LowWithout a Leader, Morale is Low
Without a Leader, Production is ReducedWithout a Leader, Production is Reduced
Without a Leader, Success is DifficultWithout a Leader, Success is Difficult
[The 360 Leader, John C. Maxwell][The 360 Leader, John C. Maxwell]
LEADERSHIP: SOME HELPFUL QUOTESLEADERSHIP: SOME HELPFUL QUOTES
““I do not know what your future I do not know what your future
holds. Some of you will, perhaps, holds. Some of you will, perhaps,
occupy some remarkable positions. occupy some remarkable positions.
But I do know this: the only ones But I do know this: the only ones
among you who will really be happy, among you who will really be happy,
are those of you who have sought, are those of you who have sought,
and found, how to serve.” [Albert and found, how to serve.” [Albert
Schweitzer]Schweitzer]
““I do not know what your future I do not know what your future
holds. Some of you will, perhaps, holds. Some of you will, perhaps,
occupy some remarkable positions. occupy some remarkable positions.
But I do know this: the only ones But I do know this: the only ones
among you who will really be happy, among you who will really be happy,
are those of you who have sought, are those of you who have sought,
and found, how to serve.” [Albert and found, how to serve.” [Albert
Schweitzer]Schweitzer]
LEADERS AND LEADERSHIPLEADERS AND LEADERSHIP
THANK YOU!!THANK YOU!!
THANK YOU!!THANK YOU!!
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