Leadership Consulting

1. Leadership Consulting Aric Hall

2. Background • 13 College Degrees • Overcoming difficult circumstances • Familiarity with variety of organizational settings and leadership settings: • Universities • Corporations • Cadet Programs • Criminal Justice

3. Background, cont. • Corporate Whistleblower • Independent and Unique Research • My own work/involvement with building relationships, both one-on-one and in organizations • Unique and in depth leadership hypotheses and research ideas, to be addressed later

4. Leadership Philosophy • Understand the Leadership Context, first • Leaders and Leadership vary per the context: • Battlefield (your life is in the hands of the guy next to you, and the stakes are highest) • Boardroom (power & politics, vie for control) • Coaching / Mentoring Relationships (one-on-one) • Congressional Committee (competition within a team) • Athletic Sports (competition between teams) • Leading a Parade (follow-the leader) • Lead Surgeon (high task competence, with specialists) • Politicians (pure politics, high level of PR) • Correctional Officer (where followers must obey) • Coordinator of Volunteers (obedience is optional)

5. Leadership Philosophy, cont. • Focus on the relationship (The Interpersonal Level) • Trust • Respect • Dignity • Confidence/Confidentiality • Accept “Win-Lose” Solutions (The Organizational Level) • Focus on the Goal & Mission • Win-Win is contrary to the mission & purpose • Do Not Focus on making everyone happy

6. Leadership Philosophy, cont. • Leadership & Consulting are Team efforts • Not to be confused with Team Management • Organization of Professionals • Team of Specialists, each with unique talent • Leadership is a role • Leadership may move around as needed • Not a power play; each person supports others • Not a position • Leadership is a process

7. Leadership Philosophy, cont. • Leadership Requires Technical/Task/Job Competence • To be effective, a leader must have know-how for the job, task, and organization at hand • Leadership must be engrained in Culture • Organizational Culture shows where the commitments and true leadership beliefs are • Organizational Culture reflects the real leadership values of those in charge

8. Leadership Philosophy, cont. • Ethical Leadership • Positive or desirable leadership requires ethics • Hitler was an effective leader, but not a desirable or positive one • Ethical leadership depends upon: honor, character, integrity, and principles • Leaders do the right thing, not what is popular

9. It is: Persistent Devoted Uncompromising Unwavering Unapologetic Commitment It is not: entered into half-cocked merely a fair-weather activity Leadership Philosophy, cont. Leadership is Passionate

10. Leadership Theory • Personal Leadership Theory can be derived from my own beliefs and philosophy, and it includes material articulated by others: • Transformational Leadership • Leaders and Followers leading, changing, and growing together, for the benefit of each other and the organization

11. Leadership Theory, cont. • Servant Leadership (from Greenleaf and the Bible) • Leaders lead best by serving, supporting, and providing for others, helping them do their job • Take care of your people, and they will take care of you and the company… not the other way around • Servant leaders are not power-hungry. • Rather than trampling others to get to the top, servant leaders take people to the top with them or assist others in getting there

12. Leadership Theory, cont. • Risk Leadership (Brungardt and Crawford) • Leadership may not reflect the majority view • Leadership is often a minority interest • Leadership can be from the bottom-up, from those with the best information, those who do the work, and those who want to make change • Risk Leadership reflects the upside-down organizational chart • Risk Leadership reflects the shadow organization or informal organization • Risk Leadership is manifested by self-empowerment

13. Leadership Theory, cont. • Twice-Born Leaders (Zaleznik and Bennis) • Twice-born leaders have a feeling of profound separateness, working in organizations but not belonging to them • Twice-borns have overcome trials, adversities, or trauma (disease, child abuse, house fires, poverty, etc) • Rather than developing into sadistic killers, they overcame and developed a predisposition to leadership greatness • They develop a persistence and determination, not giving up easily, not quitting when the paycheck quits, and showing a resolve to outlast everyone else • Twice-borns are affected and developed by their environmental context, but they are self-invented

14. Leadership Theory, cont. • Leadership is not the domain of Executives • Every executive has published a book, babbling about leadership. The assumption is that he must be a leader, since he made it to the top. But, he could have gotten their through politics or corruption. • A corporate webpage that has a button labeled “Our Leadership” links you to the executives. Says who that they are leaders?

15. Leadership Theory, cont. • Leadership on the Inter-personal level • Leadership research must be done on the inter-personal level • Leadership is one-on-one • Leadership is at the bottom of the organizational chart • Leadership is a Relationship • Followers are not just submissive subordinates • They are part of the leadership relationship • “Follow Your Leader” is a cop-out for self-appointed, wanna-be “leaders”

16. Leadership Theory, cont. • Leadership crosses Organizational Boundaries • There is no one right way to lead. • The best leadership varies from one setting to another. • However, leadership principles and the foundation for leadership is like unto the Rock of Gibraltar. The foundation does not shift or vary. • My experience, education, training, and knowledge of multiple organizational settings provides greater breadth and insight into leadership

17. Other Leadership Research • Male Psychology & Org. Leadership • This is not to suggest that only men lead • It is potentially an immense area of study, taking male psychology from other settings and applying it to the corporate environment • Combat, Competitive Sports, Fraternity Hazing, Torture, Dominance, Power-Wielding or Controlling behavior by managers, Cutthroat Competition, etc. • The idea is to understand behavior, good or bad, and apply it to organizations and to channel that energy in a productive manner • This is the parallel to “women’s studies”, but here, men’s studies is applied to organizations

18. Leadership: Parting Thoughts • Leaders Lead Alone: • “Leaders are like eagles, they do not flock, you find them one at a time” ~ H. Ross Perot • Leaders are Focused and Determined: • Compromise serves to build consensus, and “consensus is the absence of leadership” ~ Margaret Thatcher • Leaders Do Not have to Identify Themselves • “Having to tell someone you are a leader is like having to tell them you are a woman; If you have to tell them, you probably aren’t one” ~ Margaret Thatcher

19. Leadership: Parting Thoughts, cont. • Leaders seek “Win-Lose” Solutions: • “It’s not a matter of whether you win or lose, It’s a matter of whether you win” ~ Donald Trump • Leaders are entrepreneurs, focused on the end goal of winning: • “There is no substitute for victory” ~ Gen. Douglas MacArthur