“IT’S AN INSIDE THING!”Leadership & Engagement…

The greatest challenge in life is to change.

To continue to grow and evolve as individuals. We are all born ‘learners’. We learn to walk, to talk, to drive a car. But at some point, some of us become ‘knowers’. We no longer feel the need to grow or learn. The question is, are you still a

learner? Can YOU continue to change and evolve?

CHANGE IS AN INSIDE THING

ARE YOU UP TO THE CHALLENGE?

Our greatest challenge:

The Leaders challenge in Life

IF YOU CAN’T CHANGE - YOU’RE NOT GROWING AND IF YOU ARE NOT GROWING, YOU ARE

DYING.

All healthy things grow…

Plants People Teams Companies

Unhealthy things do not grow…Period!

Not Plants Not People Not Teams Not Companies

Levels of Initiative

HIGH

LOW

LEVELof

INITIATIVE

LOW HIGHTRUSTWORTHINESS

Just do the minimum (if forced)

Do it and report routinely

Do it and report immediately

Recommend, AND volunteer

Point out what should be done (but never volunteer)

Just Do it!

Where are you?Where is your team?Where is your organization?

Levels of Engagement

Rebel or Quit

Heartfelt commitment

Cheerful cooperation

Willing compliance

Malicious compliance

Creative excitement

Where are you?Where is your team?Where is your organization?

IQ – outside in EI– inside out

Level of

Eng

ag

em

ent

EI VS IQ

IQ – Intelligence Quotient

Ability to learn / process informationCognitive AbilityInnate Intelligence

EI– Emotional Intelligence

Ability to understand and manage ones own emotions, AND to be able to understand, consider and empathize with the feelings and emotions of others.

EI VS IQ

“Our emotional intelligence determines our potential for learning the practical skills that are based on its five elements: self-awareness, motivation, self-regulation, empathy, and adeptness in relationships. Our emotional competence shows how much of that potential we have translated into on-the-job capabilities".

- Daniel Goleman

EI VS IQ

Keys to Successful Change

% of senior executives in 259 Fortune 500 companies in an American Management Association survey identifying what is

important.

1 Leadership (EI) 92%

2 Corporate Values (EI) 84%3 Communication (EI) 75%

4 Teambuilding (EI)69%5 Education & Training (IQ)64%

Performance Coaching Areas(Note: These are mostly soft skills – EI)

Ability to inspire trust & motivation (EI) 75% Visioning & conceptual thinking (EI) 65%Ability, willingness & self discipline to listen (EI) 58%Strategic Thinking (IQ&EI) 55%Interpersonal communication skills (EI) 50%Entrepreneurial skills (EI) 44%Confidence & self-knowledge (EI) 41%Analytical & problem solving skills (IQ) 30%

Leadership Skills Rated as Important

Scale 1: 100expressed as a percentage

Source:Van Eupen & RajanPeople Management pp29 Vol. 3 No 21

Four Levels of Leadership

Personal Trustworthin

ess1

Interpersonal - Trust

2

Managerial - Empowerment

3

Organizational - Assignment

4

“Innovation distinguishes between a leader and a follower.”

- Steve Jobs

What is Leadership?

“The primary role of a leader is to: Inspire, Challenge and Empower those around you to achieve the maximum of their potential; and secondly, to grow and develop new leaders.”

- Rob Nielsen

What is Leadership?

“Leadership is hard. It’s more than saying the right things when everything is going well. It’s about the strength to do the right things when the world is going to hell around you. That’s why there are so few real leaders.”

- Rob Nielsen

What is Leadership?

"

Accountability?

“Hold YOURSELF accountable; hold others ABLE”

- Susan Scott

Build the trust that will inspire commitment, and those around you will hold themselves accountable through your example.

Leadership is 3 Directional

DOWN - Subordinates

UP - Bosses

ACCROSS - PeersACCROSS - Peers

Question:

Who

would you follow

in your organization?

Write down the first three names that come into your mind……

The Competence Curve(aka the learning curve)

Immobilization

Denial

Frustration

Acceptance

Development

ApplicationCompetence

Decision to Change

This is a standard human development model. We are meant to continually grow and develop, and not fear change as painful. But most people do. This fear blocks us, and this is why real change in adults is so difficult. Yet - the only constant is change – so embrace it, make this your competitive advantage! What is the alternative!!!?

Real, lasting change, takes

time!

Immobilization – We seem to do nothing, to withdraw, Our competence drops as the change takes effect. This is because we are, in fact, at the tiny baby stage of needing other people to take care of our needs. Managers need to give us time and reassure us that our reactions are normal.

Denial – We pretend it hasn’t happened and go on as we use to. Competence appears to rise as we repeat old patterns. However, others will see that what we do is no longer appropriate. This relates to the exploring stage of small children; we need time to notice what is around us and how it now functions. Managers need to be patient.

The Competence Curve

Frustration – We know we need to change, but don’t now how. Competence drops quite a bit as we are forced to abandon irrelevant old skills. We need time for thinking about what is happening and to come to our own conclusions, just like two year olds.

Acceptance – We start behaving in ways that are appropriate to the new situation. Competence is still low, but can at last begin to rise. We are now taking on a new identity to suit the changed circumstances, just as we did as six year olds. We could really use encouragement at this phase.

The Competence Curve

Development – We develop our new skills and knowledge in order to become competent performers. Competence rises as we actively acquire new skills. This is the equivalent of the skills stage, when we are ready to learn what to do. Now we can be given training and coaching.

Application – This relates to the integration phase that we went through between the ages of twelve and eighteen. We rework the earlier stages as we apply the skills we have learned. Eventually, we will have completed the transition and will no longer be consciously aware of the change. We will then be operating at higher levels of competence than before the change began.

The Competence Curve

One final word of warning. We mentioned above that change takes time. Yet many organizations do not wait – they get employees through the frustration stage – and then they re-organize again.

No wonder people come to dread change. People need enough time to complete the various phases if they are to reach a feeling of satisfaction and completion.

Each of us, as Leaders, have a responsibility to inspire those around us, so that they can continue to grow and develop.

The Competence Curve

Four key performance areas to review for yourself and your team on a regular basis:

Performance to Expectation: Are you meeting the numbers, the activities, and the RESULTS that are expected, and have been committed to?

Leadership and Mentorship: Everyone wants to be challenged, respected, and inspired by the people they work for and with.

Collaboration: Are you sharing your best work, your best ideas both internally and externally?

Innovation: What are you doing to challenge convention? To change the rules? To make things MUCH better?

What are YOUR Measures?

The reason we rarely ‘see’ what is in front of us is that our brain wants to make us

safe and thus won’t risk something new or showing

our true selves!

What do you see?

HAPPINESSISNOWHERE

What is the first thing you read?

What is the second thing you read?

Our brains are conditioned to first see the negative. It is truly the enlightened person that can start with the positive statement first.

Emotional Gravity

The natural human tendency is to create

stories in our minds to explain the world that we

encounter. People, Experiences, Ideas.

And over time we have evolved to make those stories negative as a

means of protection or self-preservation.

Emotional Gravity

Do you have the personal strength and energy to reverse this

downward pull?

“The leader’s abiding challenge is to make people’s strengths effective, and their weaknesses irrelevant.”

- Peter Drucker

1 Don’t focus on the solution, first understand the problem

2 Don’t get so far ahead of your troops (team) that you start to look like the enemy

3 See the future as a picture puzzle

4 Success is in the preparation, strive for consistent excellence

5 Never lose focus on the score of the game

5 Thoughts for the future

 

RESPONSIBLE

Response-able

The ability to be ‘able’ to ‘respond’.

The leaders role is to enable everyone to have that ability – to be ‘able to respond’ in any

situation – honestly, openly, caringly authentically.

“From the Latin ‘Emotere’ meaning ‘To Move’……

No emotion = no movementNo movement = no changeNo change = Death

EMOTION

"

Leadership AND Accountability

A Culture that combines Leadership and

Accountability makes a GOOD company GREAT, and a GREAT

company UNSTOPPABLE!

Courage and Leadership have never been more important, or more needed in our lifetimes than now, today. When the economy is down, business is changing…the need for these rare qualities are going up, RAPIDLY!

They are the lifeblood that will sustain your business through turbulent times, and

create a brighter legacy for our children.

Why?

Individuals who are able to bring these qualities to the workplace will be more productive, take risks, innovate, and make their voices heard. They will inspire change, they will push innovation, they will be the voices of calm in a sea of panic. As the strength and courage of these newfound leaders rise, so will the value of the companies they work for, also rise.

Why?

To create something genuinely new and better, we must re-imagine the workplace and our role in it. We must proceed with deliberate intent and disconnect with all bias from the past. We must let go of the old standards and techniques that defined the last century, and truly embrace the values that increasingly will define the future.

Why?

Without this complete commitment to the future and to each other, the best we can hope for is incremental change. Little tweaks that don’t separate us from the pack, but rather, permanently bind us to our competition. The same old environment where no one really stands out, we just keep jostling and elbowing like school children in a constant struggle to be first in the recess line.

Why?

Why not create a new line, define our own game, and make those that cannot escape from the past…

simply irrelevant.

Why?

Through your commitment to change, to grow, you will be more, we will accomplish more, and together, we will open up an infinite world of possibility.

Why?

“...Leadership lives and works within any organization, and that organization is a human community bound together by the bond that is second only in strength to the bond of family – the work bond.”

- Peter Drucker

What choice are YOU going to make?

You’ve invested the time to read this, now take that extra step and make a difference…

… in your life, and the lives of those around you.

Rob NielsenLGL Leadership, Inc.rnielsen@lglleadership.comwww.lglleadership.com