1 / 37

Developing Your Leadership Brand Lessons from Bootstrap Leadership

Developing Your Leadership Brand Lessons from Bootstrap Leadership. Best Practices Institute August, 2011. Our Agenda. Explore 3 critical questions for all leaders Provide ideas and tips for developing your leadership brand Inspire you to think differently about your own development. 1.

sswift
Download Presentation

Developing Your Leadership Brand Lessons from Bootstrap Leadership

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

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

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

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

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

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

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

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

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

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

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

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

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

  13. Leadership Journey Career Path In This Role I Learned… • Being the boss is different; people will test you • Actions speak louder than words; you must set high performance standards • Delegate and empower the team – it’s the only way to get a lot of work done • People need a reason to believe; sometimes you • have to take risks • Hold your temper and know your facts • Stay humble; never stop learning • 1992-1995: Johnson & Sons – Supervisor • 1995-1998; Acme Company – Manager • 1998-2001; ABLE Co – Director, Marketing • 2001-2005: Horizon – VP, Sales • 2005-2007: NTS – SVP, New Products • 2007-Present: NTS, EVP, New Products 12 Chapter 1

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

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

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

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

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

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

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

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

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

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

  24. Develop the Vision, Mission & Strategy • Vision – the reason your company or team exists • “The Why” - describes your long-term intentions; should beinspiringandmotivating • Mission – the main objective; what your company or team is focused on • “The What”- describes what you’re doing right now; should be connected to the vision and be challenging and worthwhile • Strategy – the specific plan for accomplishing the mission • “The How”- describes the actions taken to meet the objective; • should be specific and measurable 23 Chapter 10

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

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

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

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

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

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

  31. Set Priorities for Your Time • Time is your most precious resource – are you using it wisely? • Identify and document your top 3 priorities • What do you need to be most focused on over the next 30 days? • Limit the list to 3 priorities • Next, think of how you spent your time last week • How many hours did you spend (out of 50) on your top 3 priorities? • What else do you spend time on? • Take a close look at the margins of your day (early, lunch, late) and brainstorm ways to make those times more productive • How can you focus this time on your top priorities? 30 Chapter 45

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

  33. Document Your Development Plan Jane Doe – Leadership Development Plan Overall Purpose: To become a respected people leader; one who develops great talent for the organization 32 Chapter 12

  34. My Leadership Development Plan ___________________ - Leadership Development Plan Overall Purpose: __________________________________________________________________________ 33 Chapter 12

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

  36. Ask Four Questions Every Day On Your Way Home… • How did I show upas a leader today? • What did I communicatetoday? • Who did I developtoday? • Who did I thanktoday? 35 Chapter 47

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

More Related