D EVELOPING L EADERSHIP I N Y OUR O RGANIZATION

1. DEVELOPING LEADERSHIPIN YOUR ORGANIZATION Timothy J. Bartz, CPA CEO, ANDERSON ZURMUEHLEN DIRECTOR, UPSTREAM ACADEMY

2. PRESENTATION ROADMAP • Observations regarding the need for leadership development • The vital leadership skills • Vital keys regarding leadership development

3. What do these two quotes mean to you? "The greatest obstacle to discovery is not ignorance, but the illusion of knowledge." Daniel Boorstin "It is what we think we know already that often prevents us from learning." Claude Bernard

4. Can a skewed perspective be dangerous? I-280 Story

5.  OBSERVATIONS REGARDING THE NEED FOR LEADERSHIP DEVELOPMENT

6. OBSERVATION #1 Succession planning is a key issue for every organization. Succession planning includes much more than identifying who the next CEO or managing partner will be. We need to identify and prepare the next generation of leaders for every key position within our organization.

7. OBSERVATION #2 As change continues to occur at a rapid pace and opportunities for growth and expansion continue to present themselves, perhaps the area of greatest risk to our organization’s future is maintaining our culture (i.e., work habits, norms, values, etc.).

8. “I firmly believe that any organization, in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions. Next, I believe the most important single factor in corporate success is faithful adherence to those beliefs.” Thomas Watson, Jr.

9. What are the things you do within your organization to reinforce your culture? How do you continue to send the message to everyone that your vision and values are important? How often are vision and values discussed within your organization?

10. OBSERVATION #3 The new generation of people coming into the workforce want responsibility and leadership opportunities much sooner than did their predecessors. Are we prepared to help them find what they really want?

11. OBSERVATION #4 One of the fundamental goals of every organization should be to retain its best and brightest people. One of the best ways to earn loyalty is to help our people make the most of their career.

12. OBSERVATION #5 There are a number of different methods we can employ to develop leaders in our organizations.  Coaching/mentoring  Scheduling and supervision  Team/task force assignments  Career development plan  Formal and informal training  Job assignments

13. OBSERVATION #6 Most organizations focus far more on the vehicle for leadership development than they do the skills that need to be taught. With careful thought, planning and execution, each of these methods can prove effective in developing leaders.

14. NOTE: The primary focus of this presentation will be to discuss the vital skills that are needed to help our people become effective leaders.

15. While we generally do a good job of providing technical training within our organizations, we often do a poor job of training our people in the skills that will have a significant impact on their personal success. Few companies have a process for training their people in the vital leadership skills.

16. “Most firms are pretty good at training their people in the technical core of their profession, but few work actively at developing some of the critical skills that determine the professional’s success.” David H. Maister True Professionalism, p. 112

17.  WHAT ARE THE VITAL LEADERSHIP SKILLS NEEDED?

18. Vital leadership skills are those skills that allow us to maintain strong relationships with clients, co-workers, and others with whom we come in contact. They include the skills necessary to help us project a professional image and to advance in our careers.

19. As we set out to identify the vital leader skills that we needed to teach our people we came to understand that our everyday interactions with each other and with our clients provided the solution regarding the leader skills that needed to be taught.

20. Our professional lives are full of surprises, events and circumstances that cannot be anticipated and for which no real preparation may be possible. However, many situations are foreseeable, giving us the opportunity to prepare ourselves. These situations give us insight into the vital skills training that our people need to receive.

21. Think of the types of foreseeable events that might occur in the following areas of your business: - Providing services to customers - Marketing services to current and prospective customers - Managing the organization - Improving personal skills - Supervising and developing people

22. We brainstormed a list of leadership skills in each of these five areas and then reduced the overall list to the top 14 ideas in each area.

28. From this list, we prioritized each set of skills and then begin developing leadership training lessons. [Review sample training lesson]

29.  VITAL KEYS REGARDING LEADERSHIP DEVELOPMENT

30. One key to an effective leadership development program within an organization is that the training is continuous, meaning that it is ongoing and not just delivered in large doses one or two times a year. Think of your development program as more of a skills conditioning program. What can you do to increase the skills of your people on a monthly basis?

31. IDEASFOR EFFECTIVELEADERSHIPDEVELOPMENT • Establish continuous learning as one of your organization’s core values • Make training part of every meeting • Use training as a vehicle to reinforce the organization’s vision and values • Avoid afternoon hours for training sessions • Take advantage of lunch hour learning opportunities

32. IDEASFOR EFFECTIVELEADERSHIPDEVELOPMENT • Take the time to properly prepare the learner and the learning environment • Develop an atmosphere of openness • Establish training standards • Give different leaders the opportunity to conduct training • Keep the organization’s leaders connected to the training

33. “The best firms, in my view, share a philosophy of having most of their training conducted by their own professionals – often senior partners. In consequence, the training is real, practical, and believable (which outsiders often aren’t), and has a meaningful impact.” David H. MaisterTrue Professionalism, p. 111

34. Closing thought . . .

35. “Any organization that can outperform its competition in building and creating skills will gain a significant competitive advantage. Competitive advantage does not come from an ability to hire better people than your competitors do, but from a superior ability to develop them.” David H. MaisterTrue Professionalism

36. Thank You!sallred@azworld.com