Presented by Kelvin J. Cochran

1. Presented by Kelvin J. Cochran Developing Authentic Leadership

2. Study of Great Leaders 50 years and 1000 leadership studies Determine definitive styles Determine characteristics Determine personality traits Determine core values Still no clear profile of the ideal leader After over fifty years and over one thousand studies on leadership and great leaders an exact model of the perfect or ideal leader still has not emerged. Great work has been produced on leadership styles. Situational leadership suggests certain leadership styles are appropriate on a given situation, and that the leader must choose between directing, coaching, supporting and delegating based on the development level of subordinates. Situational leadership also suggests that the leader must be flexible, able to fluctuate from one style to the next and must be capable of communicating effectively within the chosen style. Likewise, leadership characteristics and personality traits are often studied to determine those closely correlated to successful leaders. There is still no clear profile of the ideal leader. The profile changes based on organizational vision, mission, and values, also based on a leaders commitment to those virtues. If the leaders personal values align with the organizations virtues and the needs and motives of the leader can be met by the organization over time, the leadership profile will evolve.After over fifty years and over one thousand studies on leadership and great leaders an exact model of the perfect or ideal leader still has not emerged. Great work has been produced on leadership styles. Situational leadership suggests certain leadership styles are appropriate on a given situation, and that the leader must choose between directing, coaching, supporting and delegating based on the development level of subordinates. Situational leadership also suggests that the leader must be flexible, able to fluctuate from one style to the next and must be capable of communicating effectively within the chosen style. Likewise, leadership characteristics and personality traits are often studied to determine those closely correlated to successful leaders. There is still no clear profile of the ideal leader. The profile changes based on organizational vision, mission, and values, also based on a leaders commitment to those virtues. If the leaders personal values align with the organizations virtues and the needs and motives of the leader can be met by the organization over time, the leadership profile will evolve.

3. Discovering Authentic Leadership �All of us were born originals, some of us will die as copies� No one can be authentic by being a copy People trust a genuine leader �Leadership has many faces. Being who we are and cultivating our purpose is more important than emulating someone else.� Cloning successful leaders from history or even cloning successful fire chiefs of the past and present will not assure successful fire service leaders in the future. If we were able to take the best of all character and personality traits of the best of fire chiefs and inject them into each aspiring chief officer, we would set that chief officer up for failure.Cloning successful leaders from history or even cloning successful fire chiefs of the past and present will not assure successful fire service leaders in the future. If we were able to take the best of all character and personality traits of the best of fire chiefs and inject them into each aspiring chief officer, we would set that chief officer up for failure.

4. Authentic Leadership Cloning successful leaders from history and the present will not assure successful leaders in the future.

5. Authentic Leadership If we were able to take the best of all character and personality traits of the best of successful leaders and inject them into each aspiring subordinate, we would set them up for failure.

6. Authentic Defined: Conforming to facts and therefore worthy of trust, reliance or belief Authentic leaders are always in the process of conforming We are all a work in progress

7. Authentic Leaders Demonstrate a passion for their purpose Practice their values consistently Lead with their hearts and heads Establish long-term meaningful relationships Have self-discipline to get results Authentic leaders know who they are. It�s got to be real: what you think, what you know, what you feel has got to be real! It�s got to be real: what you think, what you know, what you feel has got to be real!

8. Authentic Leaders To Become an Authentic Leader You: ______________________________ Do not have to be born with specific character and personality traits Do not have to wait for approval Do not have to be at the top Must discover your potential and fulfill your leadership destiny Most of us did not grow up with leadership on the forefront of our minds. When we decided we wanted to become firefighters most of us did not set an immediate goal to become a fire chief. As our career advanced and our involvement and passion for certain causes grew; or when we experienced the injustices of the early days of fire service integration, or experienced three and four successions of fire chiefs, somewhere along the way we felt compelled to become fire chiefs. You do not need to wait for your department to develop a succession plan. Take responsibility for developing yourself.Most of us did not grow up with leadership on the forefront of our minds. When we decided we wanted to become firefighters most of us did not set an immediate goal to become a fire chief. As our career advanced and our involvement and passion for certain causes grew; or when we experienced the injustices of the early days of fire service integration, or experienced three and four successions of fire chiefs, somewhere along the way we felt compelled to become fire chiefs. You do not need to wait for your department to develop a succession plan. Take responsibility for developing yourself.

9. Authentic Leaders Five areas of focus for Authentic Leadership ______________________________ Life stories Practicing your values and principles Balanced motivations Building a strong support team Living an integrated, grounded life

10. I. Your Life Story Learning From Your Life Story ___________________________ Your life narrative is a recording playing in your head Keeps your experiences in context with your vision Inspires our dreams and destiny Your resume is not who you are Novelist John` Barth: �The story of your life is not your life. It is your story.� In other words, it�s your personal narrative that matters, not the facts of your life. Your life narrative is like a permanent recording playing in your head. Over and over, you replay the events and personal interactions that are important to your life, attempting to make sense of them to find your place in the world.Novelist John` Barth: �The story of your life is not your life. It is your story.� In other words, it�s your personal narrative that matters, not the facts of your life. Your life narrative is like a permanent recording playing in your head. Over and over, you replay the events and personal interactions that are important to your life, attempting to make sense of them to find your place in the world.

11. I. Your Life Story The Full Spectrum of Experiences ___________________________ Impact of parents Athletic coaches Teachers Mentors Growing up with one or both parents; Being raised by grandparents; the impact of athletic coaches and teachers; the number and caliber of mentors encountered in your life.Growing up with one or both parents; Being raised by grandparents; the impact of athletic coaches and teachers; the number and caliber of mentors encountered in your life.

12. Your Life Story Transforming Effects of Crucibles ______________________________ Poverty Loss of a job Personal illness Death of a relative or friend Being excluded Discriminated against Rejected by peers Rather than seeing themselves as victims, authentic leaders used these formative experiences to give meaning to their lives. They reframed these crucibles to rise above their challenges and to discover their passion to lead.Rather than seeing themselves as victims, authentic leaders used these formative experiences to give meaning to their lives. They reframed these crucibles to rise above their challenges and to discover their passion to lead.

13. Knowing Yourself Self-awareness--the most important capability for leaders to develop Most common tendencies: Strive to achieve success: money, fame, power, status Achieves unsustainable success Knowing our authentic selves requires courage and honesty to openly examine our experiences How am I coming across to others? How am I perceived by others? Do I have ways and habits that may be offensive or annoying to others? Am I too passive, too aggressive, too assertive? How am I coming across to others? How am I perceived by others? Do I have ways and habits that may be offensive or annoying to others? Am I too passive, too aggressive, too assertive?

14. The Value of Feedback Two things I should stop doing Two things I should start doing Two things I should continue doing Denial can be the greatest hurdle that leaders face in becoming self-aware. Learn to take criticism without offence. Learn to tolerate personal failures and disappointments. Learn to forgive yourself. Learn to stretch yourself. Learn to reinvent yourself by developing new knowledge and new skills.Denial can be the greatest hurdle that leaders face in becoming self-aware. Learn to take criticism without offence. Learn to tolerate personal failures and disappointments. Learn to forgive yourself. Learn to stretch yourself. Learn to reinvent yourself by developing new knowledge and new skills.

15. II. Practicing Values and Principles �The values that form authentic leadership are derived from beliefs and convictions, but you will not know what your true values are until they are tested under pressure.� It is easy to list your values and live by them when things are going well. When your success, your career or even your life hangs in the balance, you discover what�s important, what you are prepared to sacrifice and what compromises you are willing to make. Leadership principles are values translated into action.It is easy to list your values and live by them when things are going well. When your success, your career or even your life hangs in the balance, you discover what�s important, what you are prepared to sacrifice and what compromises you are willing to make. Leadership principles are values translated into action.

16. Practicing Values and Principles It is easy to list your values and live by them when things are going well. When your success, your career or even your life hangs in the balance, you discover what�s important, what you are prepared to sacrifice and what compromises you are willing to make. Leadership principles are values translated into action.

17. IAFC Board Values Member-Driven Leadership Integrity Professionalism Dedication

18. IAFC Board Values Confidentiality Respect Continuous Learning and Improvement Collaboration and Teamwork Open Communications

19. III. Balancing Motives Because authentic leaders need to sustain high levels of motivation and keep their lives in balance, it is critically important for them to understand what drives them to do what they do.

20. Balancing Motives Extrinsic Motives ______________ Recognition Social Status Promotions Financial rewards Peers, Parental Expectations Intrinsic Motives ______________ Personal growth Helping others Social causes Making a difference Because authentic fire chiefs need to sustain high levels of motivation and keep their lives in balance, it is critically important for them to understand what drives them to do what they do. Intrinsic motivations are congruent with your values and are more fulfilling than extrinsic motivations.Because authentic fire chiefs need to sustain high levels of motivation and keep their lives in balance, it is critically important for them to understand what drives them to do what they do. Intrinsic motivations are congruent with your values and are more fulfilling than extrinsic motivations.

21. IV. Building Your Support Team Authentic leaders build their networks over time, as their experiences, shared histories, and openness with people close to them create the trust and confidence they need in time of trial and uncertainty. Leaders must give as much to their supporters as they get from them so that mutually beneficial relationships can develop.

22. Building Your Support Team Authentic Leaders Build Support Teams ________________________ Counsel during uncertainty Help in times of difficulty Celebrate in times of success Leaders cannot succeed on their own; even the most outwardly confident executives need support and advice. Without strong relationships to provide perspective, it is very easy to lose your way. During their hardest days, leaders find comfort in being with people on whom they can rely on so they can be open and vulnerable. During low points, they cherish the friends who appreciate them for who they are, not what they are. Authentic leaders find that their support teams provide affirmation, advice, perspective, and calls for course corrections when needed.Leaders cannot succeed on their own; even the most outwardly confident executives need support and advice. Without strong relationships to provide perspective, it is very easy to lose your way. During their hardest days, leaders find comfort in being with people on whom they can rely on so they can be open and vulnerable. During low points, they cherish the friends who appreciate them for who they are, not what they are. Authentic leaders find that their support teams provide affirmation, advice, perspective, and calls for course corrections when needed.

23. Multifaceted Support Structure Spouses/Significant others Families Mentors Close Friends Colleagues Authentic leaders build their networks over time, as the experiences, shared histories, and openness with people close to them create the trust and confidence they need in time of trial and uncertainty. Leaders must give as much to their supporters as they get from them so that mutually beneficial relationships can develop.Authentic leaders build their networks over time, as the experiences, shared histories, and openness with people close to them create the trust and confidence they need in time of trial and uncertainty. Leaders must give as much to their supporters as they get from them so that mutually beneficial relationships can develop.

24. Personal and Professional Support Groups Professional Professional associations Conferences Personal Community service organizations Civic groups Golfing buddies Small group meetings

25. V. Integrated Life: Staying Grounded To lead a balanced life, leaders need to bring together all of its constituent elements�work, family, community, and friends�so that you can be the same person in each environment. Think of your life as a house, with a bedroom for your personal life, a study for your professional life, a family room for your family and a living room to share with your friends. Can you knock down the walls between these rooms and be the same person in each of them?Think of your life as a house, with a bedroom for your personal life, a study for your professional life, a family room for your family and a living room to share with your friends. Can you knock down the walls between these rooms and be the same person in each of them?

26. Integrated Life: Staying Grounded Think of your life as a house, with a bedroom for your personal life, a study for your professional life, a family room for your family and a living room to share with your friends. Can you knock down the walls between these rooms and be the same person in each of them?

27. Integrated Life: Staying Grounded Steady and confident presence No zero-sum game personal and professional Resonates in high stress conditions Model a fitness culture Spiritually connected Community service oriented Cherishes humble beginnings A leader will not reach their full potential without spouse and children.A leader will not reach their full potential without spouse and children.

28. Empowering Others There is no success without a successor Develop leaders at every level Empower others to step up and lead A reputation for building relationships Attracts talented people

29. Rewards of Authentic Leadership Pleasure of group achievement Crossing the finish line together Satisfaction of empowering others Making the world a better place

30. Personal Change One person can not change another person. Arthur�s engagement dinner Most people need to look at the way they look at change. �I sure hope things will change.� The only way things will change for me is when I change.

31. Personal Change �I don�t know why I am this way.� You are the way you are because that�s the way you want to be. �We can not become what we need to be by remaining what we are.� -Dupree When you make the right personal change, other things begin to turn out right

32. Personal Change We�ve got to align ourselves with purposes greater that ourselves�. Needs Motives Goals

33. Personal Change Stop Seeking Achievement Where You Are the Primary Beneficiary You get the credit You get the benefit �What have you done for someone else lately?�

34. Personal Change Change K,S,A�s Increase � you still don�t know everything College Conferences Professional Associations

35. Change Motives �Make A Difference Everyday� Community Department Divisions Groups Individuals Stakeholders

36. Change Brokers Effective Fire Chiefs are �change brokers� Leadership that changes things to make things better for others�.

37. Six Steps To Successful Personal Changes I. When you change your thinking, you change your beliefs. II. When you change your beliefs, you change your expectations. When you change your expectations, you change your attitude. When you change your attitude, you change your behavior. When you change your behavior, you change your performance. When you change your performance, you change your life.

38. I. When you change your thinking, you change your beliefs. Everything begins with a thought. What we think determines who we are. Who we are determines what we do. Our thoughts determine our destiny. Our destiny determines our legacy. People who go to the top think differently than others. We can change the way we think.

39. II. When you change your beliefs, you change your expectations. Beliefs That Help You Change Change is personal Change is possible Change is profitable Basic Beliefs That Motivate You Have a plan for your life. Know the plan for your life Want to be successful Be continually obedient and change oriented to be successful When you grow and change, you add value to self and others

40. III. When you change your expectations, you change your attitude. Positive Expectations Produce Excitement Conviction Desire Confidence Commitment Energy

41. IV. When you change your attitude, you change your behavior The Choice Within You Choice #1 � Evaluate your present attitude Choice #2 � Is your faith stronger than fear. Choice #3 � Write a statement of purpose Choice #4 � Determine if you have a desire to change

42. IV. When you change your attitude, you change your behavior The Choice Within You Choice #5 � Live one day at a time Choice #6 � Change your thought pattern Choice #7 � Develop good habits Choice #8 � Continually choose the right attitude.

43. V. When you change your behavior, you change your performance. Two Mistakes that We Make We wait for others to change our circumstances We wait for our circumstances to change our behavior

44. VI. When you change your performance you change your life. Changing your performance in professional and personal relationships will enhance your entire life!

45. Six Steps To Successful Personal Changes I When you change your Thinking, you change your Beliefs. II. When you change your Beliefs, you change your Expectations. When you change your Expectations, you change your Attitude. When you change your Attitude, you change your Behavior. When you change your Behavior, you change your Performance. When you change your Performance, you change your Life.

46. References The Fire Chief of the Future Chief Fire Officer�s Desk Reference Chapter 25, by Kelvin J. Cochran Discovering Your Authentic Leadership Harvard Business Review, February 2007 Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value Bill George, 2003

47. Thank You!