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Presented by Richard Meyers

Presented by Richard Meyers. Presented by Richard Meyers & Associates, Inc. What I s the face of leadership Look like?. What is your Philosophy of leadership?. Here is one example……. INVICTUS. “ YOU MUST BE INSPIRED IN ORDER TO INSPIRE OTHERS ” …

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Presented by Richard Meyers

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  1. Presented by Richard Meyers Presented by Richard Meyers & Associates, Inc.

  2. What Is the face of leadership Look like?

  3. What is your Philosophy of leadership? Here is one example……..

  4. INVICTUS • “YOU MUST BE INSPIRED IN ORDER TO INSPIRE OTHERS”… • Mandela had three perspectives that he lived by: • Kindness • Forgiveness • Humility

  5. Leading vs. Managing • What managers and management teams do: • Create order out of complexity • Plan, organize, harmonize, manage risks • Managers focus on WHAT needs to be done—execution, both quality and speed • What leaders and leadership teams do: • Create change • Strategy is insufficient! • Focus on RESHAPING culture to better enable execution of the strategy • They have a firm grasp of reality and create the vision of how to achieve success • Leaders make emotional connections! • Success requires both strong leadership and great management • Most companies are over-managed and under-led, and many fail to manage the most important things well

  6. When Leading vs. Managing When Leading…. • Influencing change with a bold vision and firm grasp of reality—communicating a compelling story—with conviction • Taking personal risks • Challenging assumptions--thinking out of the box • Creating disruption/discomfort with the status quo • Redefining standards of excellence • Making emotional connections--inspiring the best from others • Engaging conflicting points of view—building trust-based relationships When Managing…. • Managing to results • Measuring performance • Harmonizing/optimizing processes • Holding others accountable for deliverables • Managing risks • Following guidelines—thinking in context • Stabilizing Every role requires both leadership and management, but few executives have talent sets or profiles that are equally balanced (From, Leading Change, John Kotter, Harvard Business School)

  7. How Role Complexity Requires a Different “MINDSET” • 3. Creates Change • Influencing • Vision • Strategy • Org. Development • Relating Risk Analyst VP Head of Risk Director/Risk Manager • 2. Gets Things • Done thru Others • Execution • Relating • Influencing M I N D S E T / C O M P L E X I T Y • 1. Gets Things • Done • Execution • Relating Levels of Professional Complexity

  8. Leadership vs. Management Teams Leadership Teams • Proactivelyshape culture to market leadership strategy • Have collective team goals • Hold one another mutually accountable • Interdependent-leverage talents and experiences • Focus on realizing their purpose, vision, BHAG Management Teams • Unconsciouslyshape culture • Have functional goals • Are accountable to the leader • Independent • Share information • Review numbers • Negotiate resource allocations

  9. Authentic Leadership* • The values derived from your beliefs and convictions • These become truly tested when you are under pressure • Leadership principles are values translated into action • Self-awareness is the most important capability for successful leaders • This is why knowing what is most important to you is critical *Adapted from; Discovering Your Authentic Leadership, George, Sims, McLean, Mayer, Harvard Business review, 2007

  10. How to Become an “Authentic” Leader • Ask yourself the following questions: • Which people or experiences in your early life had the greatest impact on you? • What tools do you use to become self-aware? • What are your most deeply held values? • What motivates you extrinsically? • What kind of support team do you have? • Is your life integrated? • What does being authentic mean in your life? • What steps can you take tomorrow to become a more authentic leader?

  11. Developing Your Leadership Point-of-View • Your Leadership POV is your philosophy of leadership: the beliefs that explain your goals and drive your values, style, behaviors, priorities and/or decisions • These are not “ideals” or platitudes • The underlying principle is that your behaviors reflect what’s important to you (your values), and what’s important to you is based on underlying beliefs, some of which you may not be readily conscious of • Think about 1-2 key people or experiences that most impacted who you are as a leader • Identify the 5 principle beliefs that best define who you are as a leader

  12. THE 3 KEYS TO LEADERSHIP

  13. THE THREE KEYS WHY? Are you doing that… WHAT? We do… HOW? We make it…

  14. QUESTIONS

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