Leadership & Leadership & Motivation by Motivation by

ExampleExampleVictoria WorsVictoria Wors

July 24July 24thth & 31 & 31stst, 2008, 2008St. Louis Community CollegeSt. Louis Community College

Meramec CampusMeramec Campus6:00 PM -9:00 PM6:00 PM -9:00 PM

Supporting TextsSupporting Texts► The Manager’s Book of DecenciesThe Manager’s Book of Decencies by Steve Harrison by Steve Harrison

copyright 2007copyright 2007► The Heart of a Leader, Insights on the Art of The Heart of a Leader, Insights on the Art of

Influence,Influence, by Ken Blanchard copyright 1999 and by Ken Blanchard copyright 1999 and 20072007

► The Speed of Trust, The One Thing That Changes The Speed of Trust, The One Thing That Changes EverythingEverything, by Stephen M.R. Covey, copyright 2006, by Stephen M.R. Covey, copyright 2006

► Love’em or Lose’em, Getting Good People to Stay,Love’em or Lose’em, Getting Good People to Stay, Beverly Kaye and Sharon Jordan-Evans, copyright Beverly Kaye and Sharon Jordan-Evans, copyright 20082008

► Servant Leadership, Ken Blanchard, copyright 2003Servant Leadership, Ken Blanchard, copyright 2003

What do we mean when we What do we mean when we say “Leadership & Motivation say “Leadership & Motivation

by Example”?by Example”?

Leadership by Example Leadership by Example DefinedDefined

►Showing the wayShowing the way►Displaying IntegrityDisplaying Integrity►StewardshipStewardship►Being accountableBeing accountable►Has credibilityHas credibility►Energizes othersEnergizes others►Galvanizes diverse talentGalvanizes diverse talent

So what is Leadership & So what is Leadership & Motivation by Example?Motivation by Example?

►Leadership is active; Motivation is activeLeadership is active; Motivation is active►Leadership is NOT something you do TO Leadership is NOT something you do TO

people nor is Motivationpeople nor is Motivation►Leadership is something you DO WITH Leadership is something you DO WITH

people; you Motivate TOGETHERpeople; you Motivate TOGETHER►Thus Leadership & Motivation by Example Thus Leadership & Motivation by Example

is actively displaying traits that inspire, is actively displaying traits that inspire, energize and support people and businessenergize and support people and business

What are some types of What are some types of leadership?leadership?

► In Ken Blanchard’s book, In Ken Blanchard’s book, Servant Servant LeaderLeader, Robert Greenleaf defines two , Robert Greenleaf defines two kinds of leaders:kinds of leaders: Strong Natural LeadersStrong Natural Leaders Strong Servant LeadersStrong Servant Leaders

Strong Natural LeadersStrong Natural Leaders

Are described as those who try to Are described as those who try to take control, make decisions and take control, make decisions and

give orders in any situationgive orders in any situation

Exercise #1Exercise #1

Exercise #1Exercise #1► Break into groups Break into groups ► Each member will present a brief description Each member will present a brief description

of a situation where their immediate of a situation where their immediate supervisor would be considered a Strong supervisor would be considered a Strong Natural LeaderNatural Leader

► After each group member has presented their After each group member has presented their situation, the group will select the most situation, the group will select the most representative of the situations to present to representative of the situations to present to the classthe class

► Provide reasons for the selectionProvide reasons for the selection► Time allotted for discussion: 30 minutesTime allotted for discussion: 30 minutes

Strong Servant LeadersStrong Servant Leaders

Are described as those who will Are described as those who will assume leadership only if they are assume leadership only if they are

given a chance to servegiven a chance to serve

Exercise #2Exercise #2

Exercise #2Exercise #2► Break into groups Break into groups ► Each member will present a brief description Each member will present a brief description

of a situation where an immediate supervisor of a situation where an immediate supervisor would be considered a Strong Servant Leaderwould be considered a Strong Servant Leader

► After each group member has presented their After each group member has presented their situation, the group will select a situation, the group will select a representative of the situations, but this time representative of the situations, but this time compare with the situation selected in compare with the situation selected in Exercise #1Exercise #1

► Present the comparisons to the classPresent the comparisons to the class► Time allotted for discussion: 30 minutesTime allotted for discussion: 30 minutes

Ask yourself, “Am I a servant Ask yourself, “Am I a servant leader or a self serving leader or a self serving

leader”?leader”?►You can tell the difference between a You can tell the difference between a

servant leaderservant leader and a and a self serving self serving leaderleader by the way they respond to by the way they respond to “feedback”“feedback”

►A A Self Serving LeaderSelf Serving Leader is afraid of losing is afraid of losing position and spends most of their time position and spends most of their time protecting “status”protecting “status”

Consider this statement:Consider this statement:

►What you think you do is not really What you think you do is not really what you are doing…what you are doing…

Have you ever thought you were doing something right only to see a video of your

actions which reveals how wrong your thoughts actually were?

The One Thing That Changes The One Thing That Changes EverythingEverything

► It is common to every individual, It is common to every individual, relationship, team, family, organization, relationship, team, family, organization, nation, economy, and civilization nation, economy, and civilization throughout the world…throughout the world…

► If removed it can destroy governments, If removed it can destroy governments, businesses, thriving economies, businesses, thriving economies, influential leadership, the greatest influential leadership, the greatest friendship, the strongest character, the friendship, the strongest character, the deepest love…deepest love…

BreakBreak►Let’s take 5 – 10 minutes for a breakLet’s take 5 – 10 minutes for a break►Return prepared to discuss “The One Return prepared to discuss “The One

Thing That Changes Everything”Thing That Changes Everything”

What is this miraculous What is this miraculous thing????thing????

TRUSTTRUST

Thoughts on TRUSTThoughts on TRUST► The moment there is suspicion about a The moment there is suspicion about a

person’s motives everything he does becomes person’s motives everything he does becomes taintedtainted..Mahatma GandhiMahatma Gandhi

► Whether you're on a sports team, in an office Whether you're on a sports team, in an office or a member of a family, if you can’t trust one or a member of a family, if you can’t trust one another there’s going to be troubleanother there’s going to be troubleJoe Paterno, Head FootballJoe Paterno, Head FootballCoach, Penn State UniversityCoach, Penn State University

The Economics of TrustThe Economics of Trust

Trust = Speed Trust = Speed CostCost

Trust = Speed Trust = Speed CostCost

Trust mythsTrust myths► MythMyth

Trust is softTrust is soft

Trust is slowTrust is slow

You either have trust or you You either have trust or you don’tdon’t

Once lost trust can not be Once lost trust can not be restoredrestored

► RealityRealityTrust is hard, real and Trust is hard, real and quantifiable, it measurably quantifiable, it measurably affects both speed and costaffects both speed and cost

Nothing is as fast as the Nothing is as fast as the speed of trustspeed of trust

Trust can be both created Trust can be both created and destroyedand destroyed

Though difficult, lost trust Though difficult, lost trust and be restoredand be restored

Trust Myths cont’d.Trust Myths cont’d.► MythMyth

You can’t teach trustYou can’t teach trust

Trusting people is too riskyTrusting people is too risky

Trust is established one Trust is established one person at a timeperson at a time

► RealityReality Trust can be effectively Trust can be effectively taught and learned, and it taught and learned, and it can become a leverageable, can become a leverageable, strategic advantagestrategic advantage

Not trusting people is a Not trusting people is a greater riskgreater risk

Establishing trust with the Establishing trust with the one establishes trust with one establishes trust with the manythe many

What Constitutes Self Trust?What Constitutes Self Trust?►Credibility is the creation of integrity, Credibility is the creation of integrity,

intent, capability and resultsintent, capability and resultsAsk yourself these two questions:Ask yourself these two questions:Do I trust myself?Do I trust myself?Am I someone others can trust?Am I someone others can trust?

How credible are you?How credible are you?

(Questionnaire)(Questionnaire)

4 Cores of Credibility4 Cores of Credibility

Core 3: CapabilitiesCore 3: Capabilities

These are the abilities we have that inspire confidence –These are the abilities we have that inspire confidence –our talents, skills, attitudes, knowledge and style. Theyour talents, skills, attitudes, knowledge and style. Theyare the means we use to produce results. Capabilitiesare the means we use to produce results. Capabilitieslso deal with our ability to establish, grow extend andlso deal with our ability to establish, grow extend andrestore trust.restore trust.

Core 4: ResultsCore 4: ResultsThese are our track records, our performance, ourThese are our track records, our performance, ourgetting the right things done. If we don’tgetting the right things done. If we don’taccomplish hat we expected to do this diminishesaccomplish hat we expected to do this diminishesour credibility. On the other hand, when we achieveour credibility. On the other hand, when we achievethe results we promised, we establish a positivethe results we promised, we establish a positiverecord of performing, of being a producer…and ourrecord of performing, of being a producer…and ourReputation precedes us. Both capabilities andReputation precedes us. Both capabilities andresults are matters of competence.results are matters of competence.

Core 1: IntegrityMost people think of “honesty” when talking of “integrity”, but it also includes “walking your talk”, having the courage to act in accordance with your values and beliefs. Most massive violations of “trust” are violations of “integrity”

Core 2: IntentThis is our motives, our agendas, and our resulting behaviors. Trust grows when our motives are straight forward and based on mutual benefit -- in other words when we genuinely care not only for ourselves, but for the other people we interact with, lead or serve. Both integrity and intent are matters of character.

Relationship TrustRelationship Trust►The 13 BehaviorsThe 13 Behaviors

‘‘You can’t talk yourself out of a problem You can’t talk yourself out of a problem you’ve behaved yourself into”.you’ve behaved yourself into”.

--Stephen R. Covey--Stephen R. Covey““No, but you can No, but you can behavebehave yourself out of a yourself out of a

problem you behaved yourself into…and problem you behaved yourself into…and often faster than you think”.often faster than you think”.

--Stephen M.R. Covey--Stephen M.R. CoveyFor automatic scoring: www.speedoftrust.comFor automatic scoring: www.speedoftrust.com

Next WeekNext Week►Discussion of the 13 Behaviors of Discussion of the 13 Behaviors of

Relationship TrustRelationship Trust►Creating an Action PlanCreating an Action Plan►Being a Mentor and being MentoredBeing a Mentor and being Mentored►Value ChoicesValue Choices

Recap of Session #1Recap of Session #1►What do we mean by “Leadership & What do we mean by “Leadership &

Motivation by Example”?Motivation by Example”?►What are two types of Leadership?What are two types of Leadership?►What is “The One Thing That Changes What is “The One Thing That Changes

Everything”?Everything”?►What are the 4 Cores of Credibility?What are the 4 Cores of Credibility?

Behavior #1 Talk StraightBehavior #1 Talk Straight► Be honest. Be honest. ► Tell the truth. Tell the truth. ► Let people know where you stand. Let people know where you stand. ► Use simple language. Use simple language. ► Call things what they are. Call things what they are. ► Demonstrate integrity. Demonstrate integrity. ► Don’t manipulate people or distort facts. Don’t manipulate people or distort facts. ► Don’t “spin” the truth. Don’t “spin” the truth. ► Don’t leave false impressions.Don’t leave false impressions.

Behavior #2 Demonstrate Behavior #2 Demonstrate RespectRespect

► Genuinely care for others. Genuinely care for others. ► Show you care.Show you care.► Respect the dignity of every person and ofRespect the dignity of every person and ofvery role. very role. ► Treat everyone with respectTreat everyone with respectespecially those who can’t do anything forespecially those who can’t do anything foryou. you. ► Show kindness in the little things.Show kindness in the little things.► Don’t fake caring. Don’t fake caring. ► Don’t attempt to be “efficient” with people, (example Don’t attempt to be “efficient” with people, (example

handhandwritten notes vs. e-mails)written notes vs. e-mails)

Behavior #3 Create Behavior #3 Create TransparencyTransparency

►Tell the truth in a way people can verify. Tell the truth in a way people can verify. ►Get real and genuine. Get real and genuine. ►Be open and authentic. Be open and authentic. ►Err on the side of disclosure. Err on the side of disclosure. ►Operate on the premise of, “what you Operate on the premise of, “what you

see is what you get.” see is what you get.” ►Don’t have hidden agendas. Don’t have hidden agendas. ►Don’t hide information.Don’t hide information.

Behavior #4 Right WrongsBehavior #4 Right Wrongs►Make things right when you are wrong. Make things right when you are wrong. ► Apologize quickly. Apologize quickly. ►Make restitution where possible. Make restitution where possible. ►Practice “service recoveries”. Practice “service recoveries”. ►Demonstrate personal humility. Demonstrate personal humility. ►Don’t cover things up. Don’t cover things up. ►Don’t let pride get in the way of doing Don’t let pride get in the way of doing

the right thing.the right thing.

Behavior #5 Show LoyaltyBehavior #5 Show Loyalty►Give credit freely. Give credit freely. ►Acknowledge the contributions of others. Acknowledge the contributions of others. ► Speak about people as if they were present. Speak about people as if they were present. ►Represent others who aren’t there to speak Represent others who aren’t there to speak

for themselves. for themselves. ►Don’t bad-mouth others behind their backs. Don’t bad-mouth others behind their backs. ►Don’t disclose other’s private information.Don’t disclose other’s private information.

Behavior #6 Deliver ResultsBehavior #6 Deliver Results►Establish a track record of results. Establish a track record of results. ►Get the right things done. Get the right things done. ►Make things happen. Make things happen. ►Accomplish what you're hired to do. Accomplish what you're hired to do. ►Be on time and within budget. Be on time and within budget. ►Don’t overpromise and under deliver. Don’t overpromise and under deliver. ►Don’t make excuses for not delivering.Don’t make excuses for not delivering.

Behavior #7 Get BetterBehavior #7 Get Better► Continuously improve. Continuously improve. ► Increase your Capabilities. Increase your Capabilities. ► Be a constant learner. Be a constant learner. ► Develop feedback systems –both formal and Develop feedback systems –both formal and

informal. informal. ► Act on the feedback you receive. Act on the feedback you receive. ► Thank people for feedback. Thank people for feedback. ► Don’t consider yourself above feedback. Don’t consider yourself above feedback. ► Don’t assume today’s knowledge and skills Don’t assume today’s knowledge and skills

will be sufficient for tomorrow’s challenges.will be sufficient for tomorrow’s challenges.

Behavior #8 Confront Behavior #8 Confront RealityReality

►Take issues “ head-on”, even the Take issues “ head-on”, even the “undiscussables”. “undiscussables”.

►Address the tough stuff directly. Address the tough stuff directly. Acknowledge the unsaid. Acknowledge the unsaid.

►Lead out courageously in conversation.Lead out courageously in conversation.►Remove “the sword from their hands”. Remove “the sword from their hands”. ►Don’t skirt the real issues. Don’t skirt the real issues. ►Don’t bury your head in the sand.Don’t bury your head in the sand.

Behavior #9 Clarify Behavior #9 Clarify ExpectationsExpectations

►Disclose and reveal expectations. Disclose and reveal expectations. ►Discuss them. Discuss them. ►Validate them. Validate them. ►Renegotiate them if needed and Renegotiate them if needed and

possible. possible. ►Don’t violate expectations. Don’t violate expectations. ►Don’t assume that expectations are Don’t assume that expectations are

clear and shared.clear and shared.

Behavior #10 Practice Behavior #10 Practice AccountabilityAccountability

►Hold yourself accountable. Hold yourself accountable. ►Hold others accountable. Hold others accountable. ►Take responsibility for results. Take responsibility for results. ►Be clear on how you’ll communicate how Be clear on how you’ll communicate how

you're doing – and how others are doing.you're doing – and how others are doing.►Don’t avoid or shirk responsibility. Don’t avoid or shirk responsibility. ►Don’t blame others or point fingers Don’t blame others or point fingers

when things go wrong.when things go wrong.

Behavior #11 Listen FirstBehavior #11 Listen First► Listen before you speak. Listen before you speak. ► Understand. Understand. ► Diagnose. Diagnose. ► Listen with your ears – and your eyes and heart. Listen with your ears – and your eyes and heart. ► Find out what the most important behaviors are Find out what the most important behaviors are

to the people you’re working with. to the people you’re working with. ► Don’t assume you know what matters most to Don’t assume you know what matters most to

others. others. ► Don’t presume you have all of the answers – or Don’t presume you have all of the answers – or

all of the questions.all of the questions.

Behavior #12 Keep Behavior #12 Keep CommitmentsCommitments

►Say what you are going to do, then do Say what you are going to do, then do what you say you’re going to do. what you say you’re going to do.

►Make commitments carefully and keep Make commitments carefully and keep them. them.

►Make keeping commitments the Make keeping commitments the symbol of your “honor”. symbol of your “honor”.

►Don’t break confidences. Don’t break confidences. ►Don’t attempt to “PR” your way out of Don’t attempt to “PR” your way out of

a commitment you’ve broken.a commitment you’ve broken.

Behavior #13 Extend TrustBehavior #13 Extend Trust► Demonstrate a propensity to trust. Demonstrate a propensity to trust. ► Extend trust abundantly to those who have Extend trust abundantly to those who have

earned your trust. earned your trust. ► Extend trust “conditionally” to those who Extend trust “conditionally” to those who

are earning your trust. are earning your trust. ► Learn how to appropriately extend thrust to Learn how to appropriately extend thrust to

others based on the situation, risk and others based on the situation, risk and credibility (character and competence) of credibility (character and competence) of the people involved. the people involved.

► Don’t withhold trust because there is a risk Don’t withhold trust because there is a risk involved.involved.

Creating an Action PlanCreating an Action Plan► One at a time, consider the relationships One at a time, consider the relationships

you have with those with whom you work, you have with those with whom you work, (you can do this with family or other (you can do this with family or other relationships as well). Pick one to review.relationships as well). Pick one to review.

► Go over the 13 behaviors and mark on the Go over the 13 behaviors and mark on the chart provided where you are now with each chart provided where you are now with each one and then go back and circle two or one and then go back and circle two or three that would make greatest positive three that would make greatest positive difference.difference.

► Identify one or two steps for each circled Identify one or two steps for each circled behavior to create change.behavior to create change.

See ChartSee Chart

Be a MentorBe a Mentor► MModel odel what you want your employees to do. Help what you want your employees to do. Help

them find other good role models as well.them find other good role models as well.► EEncourage support and encourage your people ncourage support and encourage your people

during the food times and badduring the food times and bad► NNurture Get to know your people’s unique skills and urture Get to know your people’s unique skills and

capabilities. Nurture their ideas, relationships, and capabilities. Nurture their ideas, relationships, and them!them!

► TTeach Tell it like it iseach Tell it like it is► OOrganizational minefields, help them avoidrganizational minefields, help them avoid► RReality that the organizational minefields are NOT in eality that the organizational minefields are NOT in

any policy manual.any policy manual.

Mentor in ReverseMentor in Reverse►Let your people mentor you. Let your people mentor you. ►Let them tell you what they know.Let them tell you what they know.►Let them coach you about how you can Let them coach you about how you can

be more effectivebe more effective►Managers who are open to their team Managers who are open to their team

members not only learn new skills but members not only learn new skills but also gain valuable insight as to what goes also gain valuable insight as to what goes on at a different level in the organizationon at a different level in the organization

Value ChoicesValue Choices►Establish a work place which reflects Establish a work place which reflects

the values that enhance and support the values that enhance and support effective communication, respect and effective communication, respect and openness.openness.

Value ListValue List

What We Have LearnedWhat We Have Learned

Victoria WorsVictoria WorsContact informationContact information

www.worsconsulting.comwww.worsconsulting.com

victoriawors@worsconsulting.comvictoriawors@worsconsulting.com