Fail Safe Leadership Presentation Linkedin

1Copyright © 2011 Inspired Performance Solutions, Inc. ALL RIGHTS RESERVED.

Fail-Safe LeadershipFail-Safe LeadershipFail-Safe LeadershipFail-Safe LeadershipStraight Talk About Correcting Straight Talk About Correcting

the Leadership Challenges inthe Leadership Challenges in Your OrganizationYour Organization

Dave GregoryDave GregoryChief Learning OfficerChief Learning Officer

Inspired Performance Solutions, Inc.Inspired Performance Solutions, Inc.


Fail-Safe LeadershipFail-Safe Leadership

Three Important Points about the Book:Three Important Points about the Book:

1.1. Principle of ParsimonyPrinciple of Parsimony

2.2. Effective answers designed to enhance your Effective answers designed to enhance your leadership knowledge and awareness, and as a result, leadership knowledge and awareness, and as a result, help you create an action plan.help you create an action plan.

3.3. The purpose of leadership is to accomplish a task. The purpose of leadership is to accomplish a task. This book focuses on what leadership “DOES” more This book focuses on what leadership “DOES” more than what leadership “IS.”than what leadership “IS.”

“Develop a Fail-Safe System of Leadership which helps us lead our organization to unprecedented levels of success and achievement.”

“Develop a Fail-Safe System of Leadership which helps us lead our organization to unprecedented levels of success and achievement.”


Questions to ConsiderQuestions to Consider

1.1. In your opinion what role does leadership In your opinion what role does leadership play in the success of your organization?play in the success of your organization?

2.2. On a scale of 1 to 10 (10 being highest), how On a scale of 1 to 10 (10 being highest), how would you rate the overall effectiveness of would you rate the overall effectiveness of leadership in your company today?leadership in your company today?

3.3. What would it mean to your organization if What would it mean to your organization if your rating were to rise 1 point? 2 points?your rating were to rise 1 point? 2 points?

4.4. What is the risk if you answered anything What is the risk if you answered anything lower than 10?lower than 10?



Fail-Safe LeadershipFail-Safe Leadership Excessive MeetingsExcessive Meetings Lack of personal Lack of personal

accountabilityaccountability Time consuming and/or Time consuming and/or

meaningless performance meaningless performance evaluationsevaluations

Difficulty terminating poor Difficulty terminating poor performersperformers

Misalignment/lack of Misalignment/lack of coordinated effortcoordinated effort

Personality conflicts Personality conflicts and/or power strugglesand/or power struggles

Difficulty keeping Difficulty keeping employees motivated employees motivated

Unacceptable ResultsUnacceptable Results

Time Management Time Management ProblemsProblems

Reactive rather than Reactive rather than proactive thinkingproactive thinking

Micro-managementMicro-management Can’t-do attitudesCan’t-do attitudes Chronically sagging salesChronically sagging sales Unproductive teams and/or Unproductive teams and/or

ineffective teamworkineffective teamwork Duplication of effortDuplication of effort High Staff TurnoverHigh Staff Turnover Failure to achieve Quality Failure to achieve Quality

standardsstandards Fear of making decisionsFear of making decisions

Checklist of Leadership ChallengesChecklist of Leadership Challenges


Think of someone who you consider to Think of someone who you consider to be an effective leader.be an effective leader.

Write down the name of the person.Write down the name of the person.

Now, think of three qualities about thatNow, think of three qualities about thatperson which cause him or her to be selectedperson which cause him or her to be selectedas a strong leader. Write down the threeas a strong leader. Write down the threequalities.qualities.



What makes your person similar to What makes your person similar to the people others identified?the people others identified?


Ability to set goals and achieve resultsAbility to set goals and achieve results


What makes any person a What makes any person a leader leader

is his or her ability to set is his or her ability to set goals goals

ANDAND

ACHIEVE DESIRED ACHIEVE DESIRED RESULTSRESULTS

Fail-Safe Leadership Fail-Safe Leadership


““Promoting from within” also known Promoting from within” also known as as

the “Super Worker” Modelthe “Super Worker” Model

(Sound familiar?)(Sound familiar?)

++

Competency or Competency or

Attribute Based LeadershipAttribute Based Leadership




Then

Grow Leadership Grow Leadership QualitiesQualitiesIn PeopleIn People

Get Get ResultsResults

Competency-Based Model AssumptionCompetency-Based Model Assumption



Then

Grow Leadership Grow Leadership QualitiesQualitiesIn PeopleIn People

““Hope”Hope”for for

ResultsResults

Competency-Based Model AssumptionCompetency-Based Model Assumption


““Results-Based” Leadership ModelResults-Based” Leadership Model

What makes any person a leader What makes any person a leader is his or her ability to set goals is his or her ability to set goals

AND AND ACHIEVE DESIRED RESULTSACHIEVE DESIRED RESULTS

Nothing more, nothing less.Nothing more, nothing less.




Then

Define the Define the Desired Desired ResultsResults

Grow People Grow People & Processes & Processes to Ensure to Ensure

those Resultsthose Results

Results-Based ModelResults-Based Model


Fail-Safe Leadership Fail-Safe Leadership Competency Based Model Results-Based Model

Traditional Approach

Focuses on Personal Characteristics

Training Oriented(Emphasis is on imparting new Leadership Skills or Qualities)

Attributes to be imparted are Generalized, Subjective, and Tend to Make Leaders more and more alike

Leading Edge Approach

Focuses on Results

Development Oriented (Optimizes Utilization of Intrinsic and Existing leadership Characteristics)

Attributes to be developed are Results-Specific, Objective, and Maximize the Qualities Unique to each Leader



Difficult to Link to Operating Systems

Difficult to Identify Emerging Leaders

Process of Developing Leaders is Relatively Slow and Inefficient

Assumes Effective Leaders have approximately the same Personal Leadership Characteristics

Links Directly to Operating Systems

Emerging Leaders are easily Identified based upon Ability to Achieve Results

Process of Developing Leaders is relatively Fast and Efficient

Assumes Effective Leaders Vary Considerably with Regard to Personal Leadership Characteristics



No Direct Alignment to Company’s Vision and Strategic Plan

Difficult to Measure Against Results

Confusion Deepens Between What Is Expected of Leaders and the Desired Company Results

Link to Company’s Bottom Line is Negligible

Aligns Directly to Company’s Vision and Strategic Plan

Easily Measured Against Results

Desired Company Results = What is Expected of Leaders

Links Directly to the Company’s Bottom Line


Leadership is no longer about Leadership is no longer about possessing certain personal possessing certain personal characteristics, but rather characteristics, but rather

about the ability to set goals about the ability to set goals and achieve desired results.and achieve desired results.

Leadership is about doing those Leadership is about doing those things that things that leadlead to getting to getting

results.results.



Every Good Leader Every Good Leader

MUSTMUST be be

a Good Followera Good Follower



Successful people are those Successful people are those

who are effective at who are effective at

achieving desired outcomes achieving desired outcomes

because they follow because they follow

a predetermined set of a predetermined set of processes processes

that that LEADLEAD to those outcomes. to those outcomes.



Results-Based Leadership Results-Based Leadership ModelModel

Is not about following a person, Is not about following a person, it is about following a prescribed it is about following a prescribed set of proven processes that lead set of proven processes that lead to clearly defined results.to clearly defined results.


What makes this model What makes this model powerful?powerful?


Everyone must follow Everyone must follow processes processes

that are specifically designed that are specifically designed

to lead to prescribed to lead to prescribed outcomes. outcomes.

When EVERYONE does this, When EVERYONE does this,

EVERYONE is a leader!EVERYONE is a leader!



LEADERSHIPLEADERSHIP is about is about

following the processesfollowing the processes

that that LEADLEAD to to

the desired outcomes.the desired outcomes.



The processes required to link a The processes required to link a company’s operating model with its company’s operating model with its strategic business plan is Leadership strategic business plan is Leadership Development Processes.Development Processes.

One of the single biggest reasons One of the single biggest reasons why leaders fail to lead is the why leaders fail to lead is the absence of effective leadership absence of effective leadership development processes that development processes that ALLOWALLOW them to them to LEADLEAD..



AlignmentAlignment


Strategic VisionStrategic Vision

OperationsOperations


Alignment – Level IAlignment – Level IFail-Safe LeadershipFail-Safe Leadership

• An Announcement in the newsletter that the company has a new vision

• Tent cards placed generously throughout the building reminding employees of the vision

• A wallet-sized plastic card for all employees to carry on their person with the vision statement written on it

• Posters around the building displaying the vision

• A plaque placed on the lobby wall that houses the vision statement


““Research indicates that Research indicates that approximately 60% to 70% of approximately 60% to 70% of employees asked don’t even employees asked don’t even know know their company’s vision, let alone their company’s vision, let alone how to align their work efforts to how to align their work efforts to it!”it!”



Alignment – Level IIAlignment – Level IIFail-Safe Leadership Fail-Safe Leadership

Everyone is working toward the vision of the company, but their

efforts are not aligned and therefore sometimes the efforts are

working counter to one another.


Vision – “To be number one in our industry in Vision – “To be number one in our industry in terms of customer and employee satisfaction.”terms of customer and employee satisfaction.”

VP HR – develops state of the art training VP HR – develops state of the art training programs for employees and customersprograms for employees and customers

VP Operations – upgrades equipment and VP Operations – upgrades equipment and replaces 50% of equipment with new modelsreplaces 50% of equipment with new models

VP Customer Service – creates a new and more VP Customer Service – creates a new and more frequent delivery schedulefrequent delivery schedule

VP Finance – reduce budget for training and VP Finance – reduce budget for training and equipment in preparation to purchase a new equipment in preparation to purchase a new facilityfacility

Fail-Safe Leadership Fail-Safe Leadership Alignment – Level IIAlignment – Level II


Step 1 – Vision StatementStep 1 – Vision Statement

Clearly sets direction towards something the Clearly sets direction towards something the company isn’t today, yet fully intends to company isn’t today, yet fully intends to becomebecome

Step 2 – Mission StatementStep 2 – Mission Statement

What must the company do in the next year to What must the company do in the next year to take a significant step toward achieving the take a significant step toward achieving the vision statement vision statement

Fail-Safe Leadership Fail-Safe Leadership Alignment – Level IIIAlignment – Level III


Step 3 – Critical Success FactorsStep 3 – Critical Success FactorsThose things which are both necessary and sufficient Those things which are both necessary and sufficient to achieve the mission. Usually at least 4 items and to achieve the mission. Usually at least 4 items and not more than 8 items should be identified as critical not more than 8 items should be identified as critical success factors.success factors.

Step 4 – GoalsStep 4 – GoalsMore specific than the critical success factors, goals More specific than the critical success factors, goals are those items which are necessary and sufficient to are those items which are necessary and sufficient to reach critical success factors.reach critical success factors.



Step 5 – Action Steps: Who does what by Step 5 – Action Steps: Who does what by when?when?

Very specific action oriented plans naming the Very specific action oriented plans naming the responsible parties, due dates, and ALL responsible parties, due dates, and ALL expectations necessary to achieve the goal.expectations necessary to achieve the goal.



ResultsResults


Action Action StepsSteps

VisionVision

MissionMission

Critical SuccessCritical SuccessFactorsFactors

GoalsGoals

ALIGNMENTALIGNMENTLEVEL IIILEVEL III


Creating Positive AttitudesCreating Positive Attitudes

Negativity consumes time when Negativity consumes time when time is at an absolute premium!time is at an absolute premium!

Create a process designed to Create a process designed to sustain positive attitudes in the sustain positive attitudes in the face of rapid changeface of rapid change

Implement a goal setting AND Implement a goal setting AND goal achievement processgoal achievement process



Goal SettingGoal Setting

SSpecificpecific

MMeasurableeasurable

AAttainablettainable

RRealistically highealistically high

TTarget Datearget Date



Goal Setting ProcessGoal Setting Process

1.1. Identify a GoalIdentify a Goal2.2. Spell out the rewards or benefits for Spell out the rewards or benefits for

achieving the goal as well as the achieving the goal as well as the negative consequences for failing to negative consequences for failing to reach the goal.reach the goal.

3.3. List every possible obstacle that might List every possible obstacle that might stand in the way of achieving the goalstand in the way of achieving the goal

4.4. List the possible solutionsList the possible solutions5.5. Determine your action plan – WHO Determine your action plan – WHO

does WHAT by WHENdoes WHAT by WHEN



Action Plan ProcessAction Plan Process

1.1. Determine each and every “WHAT” Determine each and every “WHAT” (This is each action step and was (This is each action step and was probably identified in the possible probably identified in the possible solutions process)solutions process)

2.2. Assign “WHO” will complete each and Assign “WHO” will complete each and every “WHAT”every “WHAT”

3.3. Assign dates for “WHEN” each action Assign dates for “WHEN” each action must be completedmust be completed



ResultsResults

Fail-Safe Leadership Fail-Safe Leadership GOALSGOALSREWARDSREWARDS

CONSEQUENCESCONSEQUENCESOBSTACLESOBSTACLES

POSSIBLE SOLUTIONSPOSSIBLE SOLUTIONS

Action StepsAction StepsWHOWHODOESDOES

WHATWHATBYBY

WHENWHEN



Daily Daily Goal Goal

SettingSetting

++ActionAction

PlanningPlanning == ResultsResults

LEADERSHIP ENGINE LEADERSHIP ENGINE LEADERSHIP DEVELOPMENT PROCESSLEADERSHIP DEVELOPMENT PROCESS

CREATING POSITIVITY IN RAPIDLY CHANGING ENVIRONMENTS

IS A PROCESS


If you believe your team needs to develop more If you believe your team needs to develop more leaders or your team needs to achieve improved leaders or your team needs to achieve improved results, then contact us and let’s talk: results, then contact us and let’s talk:

Dave GregoryDave Gregory Lee Lee PembertonPemberton

402 707-4868402 707-4868 816 674-816 674-81128112

[email protected]

[email protected]



Fail-Safe Leadership Fail-Safe Leadership Straight Talk About Correcting the Straight Talk About Correcting the

Leadership Challenges in Your Leadership Challenges in Your OrganizationOrganization

www.inspiredperformancesolutions.com

Fail Safe Leadership Presentation Linkedin

Business

Transcript of Fail Safe Leadership Presentation Linkedin