Leadership top tenleadershipmistakes-jack smalley-express 2010

Practical Solutions for Today’s

Managers and Leaders

Leading Organizational Excellence By Avoiding The Top Ten Leadership Mistakes

for

Friends and Clients

of Express Employment Professionals

2010

Presented by: Jack Smalley, SPHR

Director – HR Learning and Development

[email protected]

3/26/09

Advisory Consideration

This booklet and presentation are designed to provide a general discussion of the subject matter. Neither the presenter nor Express Services, Inc. is engaged in rendering legal, financial, or other professional service. Because each situation described herein may have additional unknown factors that must be considered in order to render accurate advice, strictly applying this information may not yield intended or satisfactory results. Consequently, if legal advice or other expert assistance is required, the services of a competent professional should be sought.

HRCI Credits

"This program has been approved for [number of recertification credit hours awarded above] recertification credit hours toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI). For more information about certification or recertification, please visit the HRCI homepage at www.hrci.org.” Express will provide a certificate documenting your completion of this seminar. “The use of this seal is not an endorsement of HRCI of the quality of the program. It means that this program has met HRCI’s criteria to be pre-approved for recertification credit.”

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LEADING ORGANIZATIONAL LEADING ORGANIZATIONAL EXCELLENCE BY AVOIDING EXCELLENCE BY AVOIDING

THE TOP TENTHE TOP TENLEADERSHIP MISTAKESLEADERSHIP MISTAKES

Live Learn Lead Live Learn Lead The Evolution of a Leader The Evolution of a Leader

Presented byPresented byJack Smalley, SPHRJack Smalley, SPHR

Director, HR Learning and Development Director, HR Learning and Development

22

INTRODUCTIONINTRODUCTION

33

Group ExercisesGroup Exercises

1.1. List traits of Great Leaders List traits of Great Leaders 2.2. List Leaders who have lost integrityList Leaders who have lost integrity3.3. List mentors in your personal or List mentors in your personal or

business life who have made an business life who have made an impact on youimpact on you

•• Describe what they taught youDescribe what they taught you

Introduction

44

IntroductionIntroduction

Leadership is spelledINFLUENCE

One who influences others to go where they have never been

More than 350 definitions of Leadership

Like Love, many knew it existed

But few have experienced

55

Great Leadership can move Men, Great Leadership can move Men, Women, and MountainsWomen, and Mountains

BUTBUT

Do irreparable damage to our Do irreparable damage to our followers from our mistakesfollowers from our mistakes

The higher level we achieve The higher level we achieve the further we can fallthe further we can fall

Our employees choose to Our employees choose to allow us to succeed or failallow us to succeed or fail

can also:

Introduction

66

With the pressure of Global With the pressure of Global Hyper Competition we must:Hyper Competition we must:

Become better leaders then anyone has Become better leaders then anyone has ever lead usever lead us

ItIt’’s simply called Survivals simply called SurvivalExiting the recessionExiting the recessionMassive turnoverMassive turnover

Introduction

77

Where did your Leadership Where did your Leadership Career Begin?Career Begin?

44thth Grade physical fitness programGrade physical fitness program•• Exercise LeaderExercise LeaderHigh School Football QBHigh School Football QB•• Too SmallToo Small•• Weak ArmWeak Arm•• DeterminationDetermination•• Leadership Leadership College FraternityCollege Fraternity

Introduction

Group Exercise #1Group Exercise #1

List Traits of Great LeadersList Traits of Great Leaders

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Traits of Great LeadersTraits of Great LeadersVisionVisionHonestyHonestyCompetentCompetentForward thinkingForward thinkingInspiringInspiringIntelligentIntelligentCourageousCourageousStraight forwardStraight forwardImaginativeImaginativeJudgmentJudgmentInitiativeInitiativeDecisivenessDecisivenessTactTactIntegrityIntegrityEnthusiasmEnthusiasmUnselfishnessUnselfishness

KnowledgeKnowledgeLoyaltyLoyaltyEthicalEthicalTrustTrustConfidenceConfidenceMaturityMaturityAssertivenessAssertivenessCandorCandorSense of humorSense of humorCompetenceCompetenceCommitmentCommitmentCreativityCreativityHumilityHumilityFlexibilityFlexibilityEmpathyEmpathyCompassionCompassionInfluence Influence

Rate your Leaders

Rate yourself

1010

Some of the Greatest Leaders Some of the Greatest Leaders Have Made the Largest MistakesHave Made the Largest Mistakes

Gen. Patton Gen. Patton –– RussiaRussiaPres. Reagan Pres. Reagan –– Iran ContraIran ContraPres. Clinton Pres. Clinton –– LewinskiLewinski

* If the mistake involves lack of integrity, you seldom get it back

Introduction

Group Exercise #2Group Exercise #2

List Leaders Who Have List Leaders Who Have Lost IntegrityLost Integrity

1212

The Greatest Lessons IThe Greatest Lessons I’’ve ve Learned about Leadership were Learned about Leadership were

from My Mistakesfrom My Mistakes•• Poor Hiring DecisionsPoor Hiring Decisions•• Social Similarity Social Similarity •• Holding nonHolding non--performers accountableperformers accountable

Wrong message to best employeesWrong message to best employees•• Defining True DiversityDefining True Diversity•• Lapses in IntegrityLapses in Integrity•• Lost in Management LandLost in Management Land•• Allowing Subordinates to Feed the EgoAllowing Subordinates to Feed the Ego

Introduction

1313

Reluctant LeadersReluctant Leaders

Those thrown into position without Those thrown into position without training or desiretraining or desireMost failMost failLeaders should embrace roleLeaders should embrace role

*To become an excellent leader you should love your role and have a passion for people

Introduction

1414

Leadership MythsLeadership Myths

Myth: Myth: Leadership is a rare skillLeadership is a rare skill•• While great Leaders may be rareWhile great Leaders may be rare•• Most have opportunity to succeedMost have opportunity to succeed•• Many successful Leaders come from Many successful Leaders come from

ordinary livesordinary livesPTA PresidentPTA PresidentChurch LeadersChurch LeadersNational Guard OfficersNational Guard OfficersCity MayorsCity Mayors

Introduction

1515

Leadership Myths conLeadership Myths con’’t.t.

Myth: Myth: Leadership exists only at the top Leadership exists only at the top of an organizationof an organization•• Some of the best leaders are in middle Some of the best leaders are in middle

managementmanagement•• Larger organizations have layers of great Larger organizations have layers of great

leadersleadersSuccession PlanningSuccession Planning

•• Enterprise Rental CarsEnterprise Rental Cars•• Military Military JMOJMO’’ss

Introduction

1616

Leadership Myths conLeadership Myths con’’t.t.Myth: Myth: Leaders control, direct, and Leaders control, direct, and manipulatemanipulate•• Leaders empower othersLeaders empower others•• Translate intentions into reality by aligning Translate intentions into reality by aligning

energiesenergies•• Reward progressReward progress•• Are excellent at specific recognitionAre excellent at specific recognition•• According to Towers PerrinAccording to Towers Perrin’’s Quarterly s Quarterly

Workplace Watch 12/15/09Workplace Watch 12/15/09The impact to employees from the lengthy The impact to employees from the lengthy recession has put leaders in a negative lightrecession has put leaders in a negative light

Introduction

1717

Putting Projects Before PeoplePutting Projects Before People

#10 Leadership Mistake#10 Leadership Mistake

1818

#10 Putting Projects Before #10 Putting Projects Before PeoplePeople

PersonPerson--ToTo--Person contact is essential Person contact is essential to Leadership successto Leadership successLeaders tend to be either task oriented Leaders tend to be either task oriented or people orientedor people orientedLeadership is a people businessLeadership is a people business

1919

#10 Putting Projects Before #10 Putting Projects Before PeoplePeopleEmployees are Employees are

OpportunitiesOpportunities NOT NOT InterruptionsInterruptionsNormally a result of Normally a result of Type Type ““AA”” personalitypersonalitySigns of a Type Signs of a Type ““AA””Paper PusherPaper Pusher•• ““People are interruptionsPeople are interruptions””•• ““I prefer to be alone to get I prefer to be alone to get

my work donemy work done””•• ““This job would be great This job would be great

except for the peopleexcept for the people””•• ““II’’m impatientm impatient””

2020


Signs of a Type Signs of a Type ““AA”” Paper Pusher Paper Pusher concon’’tt..•• ““My wife thinks IMy wife thinks I’’m escaping from herm escaping from her””•• ““I speed up my wifeI speed up my wife’’s story tellings story telling””•• On Saturdays you make a list of weekend On Saturdays you make a list of weekend

projectsprojects•• You cannot relaxYou cannot relax•• Subordinates know they have 5 minutes to Subordinates know they have 5 minutes to

get their point acrossget their point across

2121


Bill Clinton PresidencyBill Clinton Presidency•• Aids kept him focused on Aids kept him focused on

economyeconomy•• Campaign HQ signCampaign HQ sign•• ““ItIt’’s the economy stupids the economy stupid””

Great Leaders signGreat Leaders sign•• ““ItIt’’s the people stupids the people stupid””

Our employees decide Our employees decide our futureour future•• Success/FailureSuccess/Failure

“It’s the people stupid”

2222

Assuming Your Best Employees Assuming Your Best Employees Require Little RecognitionRequire Little Recognition


2323

#9 Assuming Your Best Employees #9 Assuming Your Best Employees Require Little RecognitionRequire Little Recognition

Who is the most important person in Who is the most important person in your life?your life?•• Your spouseYour spouse•• Have you ever heard, Have you ever heard, ““You never tell me You never tell me

you love me anymoreyou love me anymore””•• And we say? And we say? •• Who are the most important people in Who are the most important people in

your work?your work?

** I rest my caseI rest my case

2424


Drop the thought, Drop the thought, ““If I am If I am NOTNOT talking to you, talking to you, all is OKall is OK””Employees (especially your best) need Employees (especially your best) need affirmation of good performanceaffirmation of good performance•• Affirmation does not last and needs to be Affirmation does not last and needs to be

repeatedrepeatedSpecificsSpecificsOftenOften

Best practice is not an annual performance Best practice is not an annual performance appraisal but specific, regular feedbackappraisal but specific, regular feedback

2525


Raises and promotions do not appeal to Raises and promotions do not appeal to everyone.everyone.•• Baby boomers winding down their careerBaby boomers winding down their careerEmployees want leaders who excel in:Employees want leaders who excel in:•• Giving respectGiving respect•• Providing learning opportunitiesProviding learning opportunities•• Creating enjoyable work experiencesCreating enjoyable work experiences

L. Ferree/SHRM Conference rewardL. Ferree/SHRM Conference reward

2626


Practice Patrick LencioniPractice Patrick Lencioni’’ssThe Three Signs of a Miserable JobThe Three Signs of a Miserable Job

By AvoidingBy Avoiding

1. Anonymity

2. Irrelevance

3. Immeasurement

2727


Affirmation of good performance motivatesAffirmation of good performance motivates•• Often better than financial incentivesOften better than financial incentives•• Employees thrive on praiseEmployees thrive on praise

Especially your bestEspecially your best

Catch your best off guardCatch your best off guard•• If employee says If employee says ““Is something wrong?Is something wrong?”” We say We say

““No, INo, I’’m calling because something is rightm calling because something is right””•• In front of senior managementIn front of senior management•• Mobil Oil CEO Mobil Oil CEO ““whatwhat’’s rights right”” callcall

2828


Recognition during economically Recognition during economically uncertain timesuncertain times

When $$ and promotions are not When $$ and promotions are not available for high potentialsavailable for high potentials•• Assign temporary projects/assignmentsAssign temporary projects/assignments•• Challenging with visibility to senior Challenging with visibility to senior

leadershipleadership•• OneOne--onon--One time with Executives on One time with Executives on

special projectsspecial projects

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Common Leadership MistakeCommon Leadership MistakeOther leaders compliment you for specific Other leaders compliment you for specific event but event but ……If your leader ignores the opportunity, the If your leader ignores the opportunity, the accomplishment has lost the impactaccomplishment has lost the impact

The VPThe VP’’s note to your bosss note to your bossEmployees need most encouragement in Employees need most encouragement in early stages of new jobearly stages of new job

Positive feedback tied to specific detailsPositive feedback tied to specific details

3030


Different Strokes for Different FolksDifferent Strokes for Different FolksDesperados

Desperate for feedbackRequire praise oftenWarm and fuzzyLittle confidenceFragile

Up & DownersGo through mixed emotionsExtremes

3131


Different Strokes for Different Folks Different Strokes for Different Folks concon’’tt..

Auto-PilotsTough as nailsLeave me aloneEnergizer bunniesPraise can be a peskyannoyanceView praise with suspicionSelf-reliant

3232


Bottom Line on PraiseBottom Line on Praise

Do it for Do it for all deservingall deserving especially your bestespecially your bestMean itMean itBe specificBe specificMake a big deal of itMake a big deal of itDo it oftenDo it often

3333

Accepting Mediocre Accepting Mediocre PerformancePerformance


Report Card

C-

3434

#8 Accepting Mediocre #8 Accepting Mediocre PerformancePerformance

Goal SettingGoal Setting

Great leaders set goals and involve their people throughout the process

Communication of business results

Progress

Celebration of results

Hold non-performers accountable

3535


Classifying Your PerformersClassifying Your Performers•• ““A PerformersA Performers”” are the reason we are are the reason we are

successfulsuccessful•• ““B PerformersB Performers”” are productive but may are productive but may

lack broad lack broad promotabilitypromotability•• ““C PerformersC Performers”” meet minimal expectations meet minimal expectations

and do not move the organization forwardand do not move the organization forward

A

B

C

3636

#8 Accepting Mediocre Performance#8 Accepting Mediocre PerformanceChoices for mediocre performance Choices for mediocre performance

““C PerformersC Performers””•• Coach to improve performanceCoach to improve performance•• Counsel out of organizationCounsel out of organization•• Remain as status quo is unacceptableRemain as status quo is unacceptable

Many companies regularly prune out the Many companies regularly prune out the ““CC PerformersPerformers””•• Jack Welch, GEJack Welch, GE

But most lower their standards to But most lower their standards to accommodateaccommodate•• Message to Message to ““A PerformersA Performers””

Leaders and managers should be held Leaders and managers should be held accountable for accountable for ““C PerformersC Performers””•• Only 1 Only 1 ““C appraisalC appraisal””

3737


Lowering bar to accommodate nonLowering bar to accommodate non--performersperformersAsking best employees to do moreAsking best employees to do moreBest employees quit due to not holding non Best employees quit due to not holding non performers accountableperformers accountableNot getting truthful exit interviewsNot getting truthful exit interviews•• ““I quit for better opportunityI quit for better opportunity””

No secrets who are nonNo secrets who are non-- performersperformersEveryone is watchingEveryone is watchingLeader is last to identify even if they think Leader is last to identify even if they think they are the firstthey are the first

3838


Managing Managing ““C PerformersC Performers””Establish Clear AccountabilityEstablish Clear Accountability•• Performance objectivesPerformance objectives•• Performance contractPerformance contract•• ShortShort--term objectivesterm objectives•• Establish competenciesEstablish competencies•• Avoid the bad attitude/good worker mentalityAvoid the bad attitude/good worker mentality

Can you have a Can you have a ““bad attitudebad attitude”” employee who employee who is a good worker?is a good worker?Hold Leaders accountableHold Leaders accountableEven great Leaders struggle with thisEven great Leaders struggle with this

3939

Failure To Build Relationships Failure To Build Relationships And TrustAnd Trust


4040

#7 Failure to Build Relationships #7 Failure to Build Relationships and Trustand Trust

Do relationships impact success?Do relationships impact success?

1.1. RelationshipsRelationships lead tolead to2.2. TrustTrust leads toleads to3.3. InformationInformation leads toleads to4.4. SuccessSuccessYour employees must trust you in order to Your employees must trust you in order to

share informationshare information

4141

#7 Failure to Build Relationships #7 Failure to Build Relationships and Trust in HRand Trust in HR

1.1. Relationship with your Leader/subordinatesRelationship with your Leader/subordinates•• My first day/month with ExpressMy first day/month with Express

2.2. Multiple relationships with peersMultiple relationships with peers•• Begin at Day 1Begin at Day 1•• Building for the futureBuilding for the future•• Target former incumbentTarget former incumbent’’s adversariess adversaries

3.3. Relationship with other departmentsRelationship with other departments4.4. Relationships within the communityRelationships within the community

•• BoardsBoards•• VolunteerVolunteer•• Business connectionsBusiness connections•• Candidate sourcesCandidate sources

Hierarchy of Relationships (4)

4242


* * Assign score 1 (poor) to 10 (outstanding)Assign score 1 (poor) to 10 (outstanding)For each of four relationship typesFor each of four relationship types

Leader/subordinatesLeader/subordinates PeersPeersOther Departments Other Departments CommunityCommunity

Do same for yourselfDo same for yourselfIdentify your groupIdentify your group’’s relationship s relationship strengths/weaknessesstrengths/weaknessesCreate an improvement plan if neededCreate an improvement plan if needed

Employee Relationships Audit

4343


Building relationships has always been my strengthBuilding relationships has always been my strengthBecame low priority as I drifted apart from coBecame low priority as I drifted apart from co--workersworkersDepartment employee opinion surveyDepartment employee opinion surveyDepartment scored low on trustDepartment scored low on trustWeekly department meeting on Weekly department meeting on ““The Speed of TrustThe Speed of Trust””•• Stephen CoveyStephen Covey

Online trust exercise confirmed major trust issuesOnline trust exercise confirmed major trust issuesOpened my eyesOpened my eyesBack to basics to rebuild relationships within Back to basics to rebuild relationships within departmentdepartment

(A Personal Story on Relationships)

4444


Leaders cannot succeed from behind closed Leaders cannot succeed from behind closed doorsdoors•• Keep people closeKeep people close•• Communicate regularlyCommunicate regularly•• Communicate in personCommunicate in person

There is no such thing as an effective There is no such thing as an effective absentee Leaderabsentee Leader

4545


The capacity to The capacity to sustainsustain trust is one of trust is one of the most effective ingredients of the most effective ingredients of LeadershipLeadership•• The greatest vision can not be The greatest vision can not be

accomplished without trustaccomplished without trustGreat LeadersGreat Leaders’’ glass is never half full glass is never half full it is it is overflowingoverflowing•• President Ronald ReaganPresident Ronald Reagan

1982 1982 –– 32% approval rating32% approval ratingChief of Staff in a panicChief of Staff in a panic““DonDon’’t worry, I will just go out and get shot t worry, I will just go out and get shot againagain””

Trust

4646


Four Cores of Establishing Credibility:Four Cores of Establishing Credibility:

Your IntegrityYour IntegrityYour IntentYour IntentYour CapabilitiesYour CapabilitiesYour ResultsYour Results

4747


1.1. Your IntegrityYour Integrity•• HonestyHonesty•• Walking your talkWalking your talk•• Courage to remain with your values and beliefsCourage to remain with your values and beliefs•• Most violations of trust are violations of integrityMost violations of trust are violations of integrity

2.2. Your IntentYour Intent•• Your motivesYour motives•• Your agendasYour agendas•• BehaviorBehavior•• Caring as much for others as ourselvesCaring as much for others as ourselves•• No hidden agendasNo hidden agendas

Four Cores of Establishing Credibility

4848


3.3. Your CapabilitiesYour Capabilities•• Ability to InspireAbility to Inspire

ConfidenceConfidence ▪▪ KnowledgeKnowledgeAttitudesAttitudes ▪▪ StyleStyleSkillsSkills ▪▪ Restore trustRestore trust

4.4. Your ResultsYour Results•• Track recordTrack record•• PerformancePerformance•• Right things doneRight things done•• Achieving results as promisedAchieving results as promised•• Creating a reputationCreating a reputation

Four Cores of Establishing Credibility

4949


* * The fine line separating The fine line separating Success/Failure may be Success/Failure may be CredibilityCredibility

•• Witnesses at trialsWitnesses at trials•• Ex Enron ExecsEx Enron Execs

5050


RespectRespect•• Supporting professional Supporting professional

developmentdevelopment•• Diverse thinkersDiverse thinkers•• Collaboration with employees on Collaboration with employees on

relevant decisionsrelevant decisionsMost fail at this Most fail at this

FairnessFairness•• Equity treatment for Equity treatment for

performance/rewardsperformance/rewards•• Superstars vs. falling starsSuperstars vs. falling stars

Competencies That Impact Trust

5151


PridePride•• In individual performanceIn individual performance•• In work produced by teamIn work produced by team•• In organizationIn organization’’s products/services products/service

CamaraderieCamaraderie•• Ability to be yourselfAbility to be yourself•• Socially friendlySocially friendly•• Embracing family valuesEmbracing family values

** 2002 Great place to work institute2002 Great place to work institute

Trust Competencies con’t.

5252

#7 Failure to Build Relationships and #7 Failure to Build Relationships and TrustTrust

Wall Street BankersWall Street Bankers•• Tax payers bailoutTax payers bailout•• Big bonusesBig bonuses

““ItIt’’s all about the Team until s all about the Team until ItIt’’s all about mes all about me””

Failing at Trust

Self-Centered Leadership

5353


Some who failed in trustSome who failed in trust•• EnronEnron•• TycoTyco•• Wall StreetWall Street•• Big banksBig banks•• Auto industryAuto industry•• Arthur AndersonArthur Anderson

Gallup Survey on TrustGallup Survey on Trust•• Trust in people who run your companyTrust in people who run your company 86%86%•• Top executives do right for customersTop executives do right for customers 90%90%•• Top executives do right for employeesTop executives do right for employees 72%72%

* * How would you rate your leader/company in trust?How would you rate your leader/company in trust?

5454


Leaders who ignore employee conflict Leaders who ignore employee conflict •• Destroy trustDestroy trust•• Lose credibilityLose credibility•• Endanger integrityEndanger integrity•• Damage organizationDamage organization’’s successs success

5555


All leaders make mistakes, great leaders admit their All leaders make mistakes, great leaders admit their mistakesmistakes•• Increases trust and loyaltyIncreases trust and loyalty•• Subordinates see Leader as humanSubordinates see Leader as human•• Send message of honesty, openness, and accountabilitySend message of honesty, openness, and accountability

How does a Leader rate by admitting mistakesHow does a Leader rate by admitting mistakesvs.vs.

Covering up with smoke & mirrors with a bag ofCovering up with smoke & mirrors with a bag ofexcuses and blameexcuses and blame

5656


1.1. Take responsibilityTake responsibility•• Blame yourself vs. othersBlame yourself vs. others•• Get out of blame game to solution gameGet out of blame game to solution game•• ““I made a mistakeI made a mistake””

2.2. Communicate your solutionCommunicate your solution•• Reestablish your credibilityReestablish your credibility

This is what I didThis is what I didThis is what IThis is what I’’ll doll do

3.3. Ask for adviceAsk for advice•• Swallow your prideSwallow your pride•• From above, peers and especially subordinatesFrom above, peers and especially subordinates

Three ways to “Rebuild” Trust after Mistakes

5757

Failing At Organizational ChangeFailing At Organizational Change


5858

#6 Failing At Organizational #6 Failing At Organizational ChangeChange

Organizational change is the Organizational change is the most soughtmost soughtafter competencyafter competency for Leadership talentfor Leadership talentProgressive organizations align Progressive organizations align organizational change to embrace organizational change to embrace company company culturecultureEmployees who resist organizational change Employees who resist organizational change may be a may be a reflection of their leadershipreflection of their leadershipCompanies will continue to implement Companies will continue to implement constant organizational change for constant organizational change for survival survival in a global economyin a global economy

5959


A leader who fails to adapt or change A leader who fails to adapt or change becomes out of touch and obsoletebecomes out of touch and obsolete•• End up outside inner circle of decision makersEnd up outside inner circle of decision makers•• No longer involved in strategy sessionsNo longer involved in strategy sessions•• Outside progressive thinkers bypass and go Outside progressive thinkers bypass and go

directly to their subordinatesdirectly to their subordinates•• Organization is in overOrganization is in over--drive and you are outside drive and you are outside

looking inlooking inFailing to endorse organizational change is Failing to endorse organizational change is becoming stuck in the presentbecoming stuck in the present

6060


Failure to communicateFailure to communicateFailure to involve your top performersFailure to involve your top performersHaving a good message but inadequate Having a good message but inadequate messengersmessengersPut the Leaders with the most integrity Put the Leaders with the most integrity in front of your employees in front of your employees

6161

#6 Failing at Organizational #6 Failing at Organizational ChangeChange

Leaders responsible for creatingLeaders responsible for creatingnew leaders new leaders –– leader of leadersleader of leaders

Leadership responsibility forLeadership responsibility forcreating good managerscreating good managers

Information shared with allInformation shared with allInformation held by a fewInformation held by a few decision decision makersmakers

Empowering people thru teamworkEmpowering people thru teamworkDirecting/supervising individualsDirecting/supervising individuals

Anticipating future/creatingAnticipating future/creating changechangeReactive/adaptive to changeReactive/adaptive to change

Creating organizations of Creating organizations of uniquenessuniqueness--rewarding rewarding competenciescompetencies

Downsizing for low cost/high Downsizing for low cost/high qualityquality

Leaders at every level/few Leaders at every level/few managersmanagers

Few leaders/many managersFew leaders/many managers

TOTOFROMFROM

6262

Dictatorship Decision MakingDictatorship Decision MakingBy Stifling Maverick ThinkersBy Stifling Maverick Thinkers


6363

#5 Dictatorship Decision Making#5 Dictatorship Decision Making

““He that He that thinkeththinketh he he leadethleadeth and hath noand hath noone following him only one following him only takethtaketh a walka walk””

Dr John MaxwellDr John Maxwell

“Top down management command and control became extinct with the 40 lb. cell phone”

Jack Smalley

6464


Collaborate (as long as you agree)Collaborate (as long as you agree)Resist new ideasResist new ideas•• Boomers vs. XerBoomers vs. Xer’’ss

My 2My 2ndnd BossBoss•• IntroductionIntroduction•• Borrowed lunch $$Borrowed lunch $$•• Lectured on who was bossLectured on who was boss

#1 insecurity of ineffective leaders#1 insecurity of ineffective leadersView talented subordinates as View talented subordinates as threatening thus restricting diverse thinkersthreatening thus restricting diverse thinkers

6565


Knowledge in an organization Knowledge in an organization = Power= Power

Dictatorship decisionDictatorship decision--makers makers restrict subordinates by keeping restrict subordinates by keeping in darkin dark•• Racism in South 1940sRacism in South 1940s--1960s1960s•• Gov. G. Wallace Gov. G. Wallace –– University of University of

AlabamaAlabama•• My wifeMy wife’’s cos co--worker worker ---- Beaumont, TXBeaumont, TX•• Ignorance rulesIgnorance rules

Knowledge

KEEP OUT

6666


Disguising TopDisguising Top--Down attitude as Down attitude as Servant LeadershipServant Leadership

TopTop--down attitude comes naturally to mostdown attitude comes naturally to mostMilitary style managementMilitary style management•• Successful in 60sSuccessful in 60s--70s 70s

May be greatest leadership sin in todayMay be greatest leadership sin in today’’s s environment of generational balanceenvironment of generational balance#1 cause of turnover with X#1 cause of turnover with X’’s & Ys & Y’’ss

6767


TurnTurn--OffOff’’ssHearing about the past Hearing about the past –– especially yoursespecially yoursInflexible work/life balanceInflexible work/life balanceWorkaholismWorkaholismMicroMicro--managersmanagersFeeling pressure for traditional behaviorFeeling pressure for traditional behaviorFeeling disrespectedFeeling disrespected

Why Dictatorship Decision Making Will NOTWork With Gen Xer’s & Y’s

6868


TurnTurn--OnOn’’ssRecognition/PraiseRecognition/PraiseTime with LeadersTime with LeadersTying work to organizational successTying work to organizational successOpportunities to learn new thingsOpportunities to learn new thingsFun work while building relationshipsFun work while building relationshipsSmall unexpected rewardsSmall unexpected rewards

Why Dictatorship Decision Making Will NOTWork With Gen Xer’s & Y’s

6969


Prevents you from Surrounding Prevents you from Surrounding Yourself with Diverse ThinkersYourself with Diverse Thinkers

7070


1.1. The job description says 10 years experience not 7The job description says 10 years experience not 72.2. We donWe don’’t do it that wayt do it that way3.3. We tried that once and it didnWe tried that once and it didn’’t workt work4.4. I wish it were I wish it were ““that easythat easy””5.5. ItIt’’s against policys against policy6.6. When youWhen you’’ve been around longer youve been around longer you’’ll understandll understand7.7. Who authorized you to change the rulesWho authorized you to change the rules8.8. How dare you suggest we are wrongHow dare you suggest we are wrong9.9. You donYou don’’t have the experience to do thist have the experience to do this10.10. That is too radical a change for usThat is too radical a change for us

How Poor Leaders Silence Diverse Thinkers

7171


1.1. Henry FordHenry Ford2.2. Sam WaltonSam Walton3.3. Herb KelleherHerb Kelleher4.4. The Wright BrothersThe Wright Brothers5.5. Thomas EdisonThomas Edison6.6. Rosa ParksRosa Parks7.7. Bill GatesBill Gates8.8. Dr. Martin Luther King, Jr.Dr. Martin Luther King, Jr.9.9. Robert A. FunkRobert A. Funk10.10. OthersOthers

* * List the Maverick Diverse List the Maverick Diverse Thinkers who influenced youThinkers who influenced you

Great Leaders Embrace Maverick Diverse Thinkers

7272


A Peacock In The Land Of PenguinsA Peacock In The Land Of PenguinsRecognizing talent within diversityRecognizing talent within diversityThose from a different mold can teach usThose from a different mold can teach usStory of Kim GriffinStory of Kim Griffin

Little HR experienceLittle HR experienceNonNon--degreeddegreedExceptional work ethicExceptional work ethicDiligent learnerDiligent learnerRefused to give upRefused to give upOutstanding HR professionalOutstanding HR professional

Large organizations can silence diverse thinking Large organizations can silence diverse thinking from hidden culturesfrom hidden cultures

Must Read

7373

#5 Dictatorship Decision Making#5 Dictatorship Decision MakingHow poor Leaders stifle Diverse ThinkersHow poor Leaders stifle Diverse Thinkers

Create too many layers of management for decision Create too many layers of management for decision makingmakingConstantly looking over their shoulderConstantly looking over their shoulderMake your policy manual 18 volumes single spacedMake your policy manual 18 volumes single spacedSend everything to a committeeSend everything to a committeeMake them waitMake them wait

Great Leaders seek out Diverse ThinkersGreat Leaders seek out Diverse ThinkersRecruit themRecruit themNurture themNurture themMentor themMentor them

For they are the futureFor they are the future

7474

Too Much Talking;Too Much Talking;Not Enough WalkingNot Enough Walking


Employees

Managers

Leader

#4 Too Much Talking; Not Enough WalkingServant Leadership

• A Great Concept

• Difficult to Implement

• Servant Leadership is Leaders serving their Employees

Most companies don’t have the Leadership integrity or employee maturity level to sustain servant leadership

• Often employees want leaders to take charge

• To make difficult decisions

• To lead organization thru turbulent times

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#4 Too Much Talking; Not #4 Too Much Talking; Not Enough WalkingEnough Walking

Eight relocations 20 yearsEight relocations 20 years10 employers10 employersNo retirement vestingNo retirement vestingLimited succession planningLimited succession planningSacrificed own career to followSacrificed own career to followNever spends $$ on selfNever spends $$ on selfFamily always firstFamily always first

Pam SmalleyPam SmalleyNow, it is her turnNow, it is her turn

Servant Leadership is about caring for othersServant Leadership is about caring for others’’successes more than your ownsuccesses more than your own

The Perfect Servant Leader

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True Servant Leaders roll up their True Servant Leaders roll up their sleevessleeves•• Do everything anyone else doesDo everything anyone else does•• Remain close to their peopleRemain close to their people•• Communicate everythingCommunicate everything•• Are available 24/7Are available 24/7

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A King promises a huge reward for who A King promises a huge reward for who contributes most to the cathedralcontributes most to the cathedral•• ArchitectArchitect•• ContractorContractor•• WoodcutterWoodcutter•• Artist skilled in gold, iron, brass, and glassArtist skilled in gold, iron, brass, and glass•• CarpenterCarpenter

* * Little old lady who, everyday, carried hay Little old lady who, everyday, carried hay over for Ox that pulled cart of marbleover for Ox that pulled cart of marble

Quiet Servant Leadership“The Magnificent Cathedral”

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Some Leaders fail at including Some Leaders fail at including employees in goal settingemployees in goal setting•• Employees will buyEmployees will buy--in what they are part ofin what they are part of

Why do Leaders excel at buyWhy do Leaders excel at buy--in to their in to their bossbossButBut

Fail at employee buyFail at employee buy--inin

Unclear Goals

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#4 Too Much Talking; Not Enough #4 Too Much Talking; Not Enough WalkingWalking

Some are more concerned Some are more concerned with who said vs. what was with who said vs. what was saidsaidItIt’’s comical observing s comical observing ineffective leaders ineffective leaders Kissing Kissing UpUp•• Talk like a lionTalk like a lion•• Walk like an infantWalk like an infant

Why? Because ineffective Leaders excel at

““Kissing UpKissing Up””But fail atBut fail at

““Kissing DownKissing Down””

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““To BrownTo Brown--Nose or Not to BrownNose or Not to Brown--NoseNose””•• The complimentary LeaderThe complimentary Leader•• The absent LeaderThe absent Leader•• The Leader who can change style on a dimeThe Leader who can change style on a dime

A KissA Kiss--Up Leader is easy to spot and will Up Leader is easy to spot and will lose integrity permanentlylose integrity permanentlyRememberRemember

Our employees Our employees ““ChooseChoose””To allow success or failureTo allow success or failure

USA Today 11-18-09

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Getting Lost In Management Getting Lost In Management LandLand


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#3 Getting Lost in Management #3 Getting Lost in Management LandLand

Lose touch with employeesLose touch with employeesFocus 100% above and little belowFocus 100% above and little belowCommunicate at minimal levelCommunicate at minimal levelLittle issues become major crisisLittle issues become major crisisSimply out of touchSimply out of touch•• ““Out of OfficeOut of Office””

Develop Develop Apathy CaveApathy Cave symptomssymptoms

Why after we reach a certain level we become someone else

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#3 Getting Lost in Management Land#3 Getting Lost in Management Land

SymptomsNonNon--caring negative attitudecaring negative attitudeProblems areProblems are

•• IgnoredIgnored•• Covered upCovered up•• Blame othersBlame others

Leaders become afraid to make decisionsLeaders become afraid to make decisions•• 22ndnd guessedguessed•• Former Chicago LeaderFormer Chicago Leader

Culture dominated byCulture dominated by•• BlameBlame•• Excuses Excuses

Employee absenteeism, tardiness, lack of position Employee absenteeism, tardiness, lack of position ownershipownership

•• The absent employee and the out of touch leaderThe absent employee and the out of touch leader•• WifeWife’’s counsels counsel

Apathy Cave

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#3 Getting Lost in Management Land#3 Getting Lost in Management Land

SolutionsCreate a positive cultureCreate a positive cultureConstant communicationConstant communicationStay connected to your peopleStay connected to your peopleIdentify employee strengthsIdentify employee strengths

•• Focus on strengthsFocus on strengths•• MentorMentor•• SupportSupport•• Marcus BuckinghamMarcus Buckingham

““Discover your strengthsDiscover your strengths””Create a climate of ownershipCreate a climate of ownershipEmpowerEmpowerReward positive performanceReward positive performance

Apathy Cave

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SymptomsSymptomsBecome comfortableBecome comfortable

•• Avoid risks at all costsAvoid risks at all costsFrustrating for high achieversFrustrating for high achieversAccept mediocre effortsAccept mediocre effortsNo vision for futureNo vision for futureNewer challenge status quoNewer challenge status quo

Avoiding the Valley of Comfort

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SolutionsCreate a climate of measured risk takingCreate a climate of measured risk taking

•• Reward successesReward successes•• Canadian union strategyCanadian union strategy

Encourage new ideasEncourage new ideas•• Employees have solutionsEmployees have solutions

$100k book savings$100k book savings

Reward mavericksReward mavericks•• Arkansas union contractArkansas union contract

Valley of Comfort:

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Large egosLarge egosPower hungryPower hungryIndividual Accomplishments vs. Team Individual Accomplishments vs. Team SuccessesSuccessesLeading by fearLeading by fear

•• Focusing on mistakesFocusing on mistakesRisking integrityRisking integrityBase all decisions on protecting integrityBase all decisions on protecting integrity

A View into Management Land

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Poor CommunicationPoor Communication

““The Leadership Death PenaltyThe Leadership Death Penalty””


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#2 Poor Communication#2 Poor CommunicationTop 10 Leadership Communication MistakesTop 10 Leadership Communication Mistakes

10. Communication Mistake10. Communication Mistake•• ““This will be off the recordThis will be off the record””

•• There is no such thingThere is no such thing•• State clearly whyState clearly why

9. Communication Mistake9. Communication Mistake•• Assuming your employees know what is Assuming your employees know what is

going ongoing on•• Assume they know nothingAssume they know nothing•• Some know allSome know all•• Others know littleOthers know little

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#2 Poor Communication#2 Poor CommunicationTop 10 Leadership Communication MistakesTop 10 Leadership Communication Mistakes

8. Communication Mistake8. Communication Mistake•• Spinning the messageSpinning the message

Avoiding the truthAvoiding the truthBad newsBad newsLose integrityLose integrityHonesty rulesHonesty rules

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#2 Poor Communication#2 Poor Communication7. Communication Mistake7. Communication Mistake•• Failure to listenFailure to listen

•• EgoEgo•• InsensitiveInsensitive•• ArrogantArrogant

•• According to Ken Blanchard 81% of According to Ken Blanchard 81% of Executives know leaders who failed from Executives know leaders who failed from NOT listeningNOT listening

•• Poor communicatorsPoor communicators•• Not allowing time to listenNot allowing time to listen

•• Develop Develop ““Ivory Tower SyndromeIvory Tower Syndrome””•• Leaders who fail to listen are not listened toLeaders who fail to listen are not listened to•• Failing at listening is failing at integrityFailing at listening is failing at integrity•• Listening and embracing ideas of employees is Listening and embracing ideas of employees is

valuing your peoplevaluing your people

•• Power hungryPower hungry•• Short attention spanShort attention span

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#2 Poor Communication#2 Poor Communication6. Communication Mistake6. Communication Mistake•• Failure to Manage ConflictFailure to Manage Conflict

•• 42% of Leaders time42% of Leaders time•• Why some Leaders hide from conflictWhy some Leaders hide from conflict•• DonDon’’t take sidest take sides•• Address immediatelyAddress immediately•• Avoiding the extremesAvoiding the extremes

5. Communication Mistake5. Communication Mistake•• Criticizing employeesCriticizing employees

•• Focusing on Past vs. PresentFocusing on Past vs. Present•• Come across as bullyCome across as bully•• IntegrityIntegrity

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#2 Poor Communication#2 Poor Communication

4. Communication Mistake4. Communication Mistake•• Talking Too MuchTalking Too Much

•• The one who loves to hear themselvesThe one who loves to hear themselves•• Walking thesaurusWalking thesaurus•• Only goal is to impressOnly goal is to impress•• Hog the clockHog the clock•• Talk over othersTalk over others•• Constantly interruptingConstantly interrupting

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#2 Poor Communication#2 Poor Communication

3. Communication Mistake3. Communication Mistake•• Unsolicited AdviceUnsolicited Advice

•• Ready, Shoot, AimReady, Shoot, Aim•• Responses not thought outResponses not thought out•• Professional knowProfessional know--itit--allall•• Expert on everythingExpert on everything•• Fixing the spouse Fixing the spouse ““Golf SwingGolf Swing””•• Ask permission to respondAsk permission to respond

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#2 Poor Communication#2 Poor Communication2. Communication Mistake2. Communication Mistake•• Admitting YouAdmitting You’’re Wrongre Wrong

•• Disagreement becomes emotionalDisagreement becomes emotional•• Leader crushes subordinateLeader crushes subordinate•• Lose objective thinkingLose objective thinking

1. Communication Mistake1. Communication Mistake•• Lying (The Leadership Lying (The Leadership ““DeathDeath”” Penalty)Penalty)

•• Partial truthsPartial truths•• Breaking confidentialityBreaking confidentiality•• Lose trust foreverLose trust forever•• Instead say Instead say ““II’’m not free to commentm not free to comment””•• Silence rules over liesSilence rules over lies

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Failure To MentorFailure To Mentor


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#1 Failure to Mentor#1 Failure to Mentor

List mentors in your personal or List mentors in your personal or business life who have made an impact business life who have made an impact

on youon you

Describe what they taught youDescribe what they taught you

Group Exercise #3

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#1 Failure to Mentor#1 Failure to MentorOrigin of Origin of ““MentorMentor””

•• Greek mythologyGreek mythology•• OdysseyOdyssey•• Ulysses chose Mentor to look after familyUlysses chose Mentor to look after family

MentorsMentors•• Ordinary people achieving extraordinary success Ordinary people achieving extraordinary success

helping othershelping others•• Best mentoring is Best mentoring is ““unofficialunofficial””•• Larger corporations support formal programsLarger corporations support formal programs

Mentors help employees:Mentors help employees:•• Formal mentoring programs increase retention in Formal mentoring programs increase retention in

77% of companies 77% of companies –– J DavisJ Davis•• Exec support is essential for successExec support is essential for success•• Hold Leaders Hold Leaders accountableaccountable

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Baby Boomer exitBaby Boomer exitCradleCradle--ToTo--Grave employment no longer existGrave employment no longer existPrograms needed to retain talented Programs needed to retain talented millennialsmillennials while embracing organizations while embracing organizations culturecultureMentoring must expand beyond Mentoring must expand beyond boss/subordinate relationshipsboss/subordinate relationshipsCompanies must focus on female mentoring Companies must focus on female mentoring opportunitiesopportunities•• MaleMale--ToTo--MaleMale

Mentoring Is At A Critical Crossroads

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Committing necessary timeCommitting necessary timeViewing mentoring as an opportunity vs. an Viewing mentoring as an opportunity vs. an assignmentassignmentSensitive to culturally diverse backgroundsSensitive to culturally diverse backgroundsCapable of encouraging motivating and Capable of encouraging motivating and leading othersleading othersWilling to share constructive criticism and Willing to share constructive criticism and feedback in a supportive sensitive and feedback in a supportive sensitive and patient mannerpatient manner

Characteristics Of An Effective Workplace Mentor

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#1 Failure to Mentor#1 Failure to MentorMentor ShadowingMentor Shadowing

•• Observing actions without participatingObserving actions without participatingConference callConference callSales meetingSales meetingObserving presentationObserving presentationObserving what your good atObserving what your good atObserving how you learn from your mistakesObserving how you learn from your mistakesObserving your successObserving your success

Mentoring extends beyond teachingMentoring extends beyond teaching•• LongLong--term relationshipsterm relationships•• Sharing mutual respectSharing mutual respect•• Shares Shares knowledge/wisdomknowledge/wisdom

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Knowing when and Knowing when and how to say themhow to say them ––when to keep them to when to keep them to yourselfyourself

Having the right wordsHaving the right words

Must be acquiredMust be acquiredCan be learnedCan be learned

WisdomWisdomKnowledgeKnowledge

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#1 Failure to Mentor#1 Failure to Mentor““Never tell people how to do things. Tell Never tell people how to do things. Tell

them what to do and they will surprise them what to do and they will surprise you with their ingenuity.you with their ingenuity.””

-- General George C. PattonGeneral George C. Patton

““The greatest lesson in mentoring The greatest lesson in mentoring leadership is building selfleadership is building self--confidence confidence in someone else.in someone else.””

-- Jack F. SmalleyJack F. Smalley

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Earn more $$Earn more $$Better socialized organizationBetter socialized organizationMore productiveMore productiveExperience less stressExperience less stressGet promoted earlierGet promoted earlier•• According to T. According to T. ScanduraScandura, University of Miami, University of Miami

Employees Mentored

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Henry Porter, GrandfatherHenry Porter, Grandfather•• Be myselfBe myself•• Utilize my strengthsUtilize my strengths•• Church leaderChurch leader

Jack Smalley, Sr., FatherJack Smalley, Sr., Father•• Became my best friendBecame my best friend•• Never ask anything you arenNever ask anything you aren’’t willing to givet willing to give•• Fire chiefFire chief

Sam Sam DuggerDugger•• QB 1960QB 1960•• Worked with me on my dreamWorked with me on my dream•• Saturday morningsSaturday mornings

Mentoring begins at parenting and continues throughout life

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Jim SmithJim Smith•• 11stst HR mentorHR mentor•• Took risk on meTook risk on me•• Created my styleCreated my style

Ron SybertRon Sybert•• Mobil Oil mentorMobil Oil mentor•• Guided my careerGuided my career•• Kept me out of management Kept me out of management

landlandLarry FerreeLarry Ferree•• Mentored me at 52Mentored me at 52•• Leader/FriendLeader/Friend•• Took risk on hiring meTook risk on hiring me

Pam SmalleyPam Smalley•• Family LeadershipFamily Leadership•• Servant LeadershipServant Leadership

•• Relationships firstRelationships first•• Learn the business for Learn the business for

credibilitycredibility

•• Surround yourself with people Surround yourself with people better than yourselfbetter than yourself

•• Resist being HR copResist being HR cop•• Win over adversariesWin over adversaries

•• Best at avoiding anonymityBest at avoiding anonymity•• Protect integrityProtect integrity

•• Family firstFamily first

Mentoring begins at parenting and continues throughout life con’t.

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Develop succession planningDevelop succession planningRecognize your future LeadersRecognize your future Leaders•• Hire your replacementHire your replacement

Think outside the boxThink outside the box•• H. Sweet, TrainerH. Sweet, Trainer

VP, MFGVP, MFG•• F. Moran, HR ManagerF. Moran, HR Manager

RIF listRIF listVisionaryVisionaryVP HRVP HR

•• M. Powell, US NavyM. Powell, US NavyManagement trainee, MfgManagement trainee, MfgRecognized HR talentRecognized HR talentVP, HR, Wells FargoVP, HR, Wells Fargo

There is No Success Without Successors

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•• K. GriffinK. GriffinLimited HR experienceLimited HR experienceNonNon-- degreeddegreedTop work ethicTop work ethicPassion for successPassion for successA mentors dreamA mentors dream

•• K. WaltersK. Walters•• G. G. GongoraGongora

Both written off as Both written off as ““C PerformersC Performers””Never take predecessorNever take predecessor’’s advice on performances advice on performanceDiscover your strengthsDiscover your strengths

A mentor’s greatest achievement is recognizinghidden talent

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Strong subordinates mentor upStrong subordinates mentor upLet subordinates know when they inspire usLet subordinates know when they inspire usB. B. NaclerioNaclerioK. K. KusomotoKusomotoB. GannonB. GannonK. GriffinK. GriffinEach would ground me back to realityEach would ground me back to reality

Great Leaders Welcome Mentoring from Subordinates

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#1 Failure to Mentor#1 Failure to MentorDocument your real lifeDocument your real life’’s experiencess experiences•• Refer back oftenRefer back often•• Create a Create a ““Personal Hero WallPersonal Hero Wall””•• Direct contact has the greatest impact on our lifeDirect contact has the greatest impact on our life

Baby BoomersBaby Boomers•• Last generation of great mentorsLast generation of great mentors•• 60mm leaving workforce60mm leaving workforce•• Put a mentoring plan in actionPut a mentoring plan in action•• If not, we will be mentoring from nursing homesIf not, we will be mentoring from nursing homes

Continue to learnContinue to learn

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ConclusionConclusion

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JackJack’’s Recipe for Leaderships Recipe for Leadership3 cups 3 cups FollowerFollower•• To become a great leader we To become a great leader we

must first be a great followermust first be a great follower3 cups 3 cups ResponsibilityResponsibility•• Take full responsibility for each Take full responsibility for each

failed action failed action •• Admit mistakes earlyAdmit mistakes early3 cups 3 cups PraisePraise•• Share the praise for all Share the praise for all

successes successes

Follower

Responsibility

Praise

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JackJack’’s Recipe for Leadership s Recipe for Leadership concon’’tt..

3 cups 3 cups ListeningListening•• Listen to your people and be assessable Listen to your people and be assessable

5 quarts 5 quarts IntegrityIntegrity•• Make decisions based on protecting itMake decisions based on protecting itMIX WELL, MIX WELL, Nurture and MentorNurture and Mentor

Note: Note: ““IntegrityIntegrity”” is mentioned in thisis mentioned in thispresentation 21 times presentation 21 times

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ReviewReview

10.10. Putting projects before peoplePutting projects before people9.9. Assuming your best employees require little Assuming your best employees require little

recognitionrecognition8.8. Accepting mediocre performanceAccepting mediocre performance7.7. Failure building relationships and trustFailure building relationships and trust6. 6. Failing at organizational changeFailing at organizational change5.5. Dictatorship decision making by stifling maverick Dictatorship decision making by stifling maverick

thinkersthinkers4.4. Too much talking; not enough walkingToo much talking; not enough walking3.3. Getting lost in management landGetting lost in management land2.2. Poor communicationPoor communication1.1. Failure to mentorFailure to mentor

Top 10 Leadership Mistakes

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Suggested ReadingSuggested ReadingAhlrichsAhlrichs, Nancy S. , Nancy S. Manager of Choice 5 Competencies for Cultivating Top Manager of Choice 5 Competencies for Cultivating Top

TalentTalent. Palo Alto, . Palo Alto, CalifCalif: Davies: Davies--Black Pub., 2003. Print. Black Pub., 2003. Print. BennisBennis, Warren G. , Warren G. Leaders Strategies For Taking ChargeLeaders Strategies For Taking Charge. New York: . New York:

HarperBusinessHarperBusiness, 1997. Print. , 1997. Print. CascioCascio, Wayne F., and John W. Boudreau. , Wayne F., and John W. Boudreau. Investing in People Financial Investing in People Financial

Impact of Human Resource InitiativesImpact of Human Resource Initiatives. New York: FT, 2008. Print. . New York: FT, 2008. Print. Cottrell, David. Cottrell, David. Leadership Energy: A HighLeadership Energy: A High--Velocity Formula to Energize Velocity Formula to Energize

Your Team, Customers and ProfitsYour Team, Customers and Profits. Dallas: . Dallas: CornerStoneCornerStone Leadership Leadership Institute, TX. Print. Institute, TX. Print.

Cottrell, David. Cottrell, David. Monday Morning Leadership: 8 Mentoring Sessions You Can't Monday Morning Leadership: 8 Mentoring Sessions You Can't Afford to MissAfford to Miss. Dallas: . Dallas: CornerStoneCornerStone Leadership Institute, TX. Print. Leadership Institute, TX. Print.

Cottrell, David. Cottrell, David. Monday Morning Mentoring 10 Life Lessons to Guide You Up Monday Morning Mentoring 10 Life Lessons to Guide You Up the Ladderthe Ladder. New York: Collins, 2006. Print. . New York: Collins, 2006. Print.

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Suggested Reading Suggested Reading ConCon’’tt..Covey, Stephen M.R., and Rebecca R. Merrill. Covey, Stephen M.R., and Rebecca R. Merrill. The Speed of Trust: The One The Speed of Trust: The One

Thing That Changes EverythingThing That Changes Everything. New York: Free, NY. Print. . New York: Free, NY. Print. FeinerFeiner, Michael. , Michael. The The FeinerFeiner Points of Leadership The 50 Basic Laws That Will Points of Leadership The 50 Basic Laws That Will

Make People Want to Perform Better for YouMake People Want to Perform Better for You. Boston: Business Plus, 2004. . Boston: Business Plus, 2004. Print. Print.

FinzelFinzel, Hans. , Hans. The Top Ten Mistakes Leaders MakeThe Top Ten Mistakes Leaders Make. San Diego: David C. Cook . San Diego: David C. Cook Distribution, 2007. Print. Distribution, 2007. Print.

Lencioni, Patrick M. Lencioni, Patrick M. The Three Signs of a Miserable Job A Fable for The Three Signs of a Miserable Job A Fable for Managers (And Their Employees)Managers (And Their Employees). San Francisco: . San Francisco: JosseyJossey--Bass, 2007. Print. Bass, 2007. Print.

Maxwell, John C. Maxwell, John C. 21 Indispensable Qualities of a Leader Becoming the 21 Indispensable Qualities of a Leader Becoming the Person that People Will Want to FollowPerson that People Will Want to Follow. Nashville, TN: T. Nelson, 1999. . Nashville, TN: T. Nelson, 1999. Print. Print.

Maxwell, John C. Maxwell, John C. 21 Most Powerful Minutes in a Leader's Day Revitalize 21 Most Powerful Minutes in a Leader's Day Revitalize Your Spirit and Empower Your LeadershipYour Spirit and Empower Your Leadership. Nashville, . Nashville, TennTenn: Thomas : Thomas Nelson, 2000. Print. Nelson, 2000. Print.

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Suggested Reading Suggested Reading ConCon’’tt..McClain, Gary R., and Deborah S. Romaine. McClain, Gary R., and Deborah S. Romaine. The Everything Managing The Everything Managing

People Book Quick and Easy Ways to Build, Motivate, and Nurture People Book Quick and Easy Ways to Build, Motivate, and Nurture a Firsta First--Rate Team (Everything Series)Rate Team (Everything Series). New York: Adams Media Corporation, . New York: Adams Media Corporation, 2002. Print. 2002. Print.

McCollMcColl, Peggy. , Peggy. The 8 Proven Secrets to Smart SuccessThe 8 Proven Secrets to Smart Success. Nepean: Destinies, . Nepean: Destinies, ON. Print. ON. Print.

Oakley, Ed. Oakley, Ed. Leadership Made Simple (New and Condensed Version)Leadership Made Simple (New and Condensed Version). . Annapolis: Annapolis: CornerStoneCornerStone Leadership Institute, 2007. Print. Leadership Institute, 2007. Print.

Press, Harvard Business School. Press, Harvard Business School. Manager's Toolkit The 13 Skills Managers Manager's Toolkit The 13 Skills Managers Need to Succeed (Harvard Business Essentials)Need to Succeed (Harvard Business Essentials). New York: Harvard . New York: Harvard Business School, 2004. Print. Business School, 2004. Print.

Robbins, Harvey, and Michael Finley. Robbins, Harvey, and Michael Finley. The Accidental Leader What to Do The Accidental Leader What to Do When You're Suddenly in ChargeWhen You're Suddenly in Charge. San Francisco: . San Francisco: JosseyJossey--Bass, 2003. Print. Bass, 2003. Print.

SartainSartain, Libby, and Martha I. Finney. , Libby, and Martha I. Finney. HR from the Heart Inspiring Stories and HR from the Heart Inspiring Stories and Strategies for Building the People Side of Great BusinessStrategies for Building the People Side of Great Business. New York: . New York: AMACOM/American Management Association, 2003. Print. AMACOM/American Management Association, 2003. Print.

Stone, Florence M., and Randi T. Sachs. Stone, Florence M., and Randi T. Sachs. The HighThe High--Value Manager: Value Manager: Developing The Core Competencies Your Organization DemandsDeveloping The Core Competencies Your Organization Demands. New . New York: AMACOM, NY. Print. York: AMACOM, NY. Print.

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Express Employment Express Employment Professionals Wishes Professionals Wishes You the Greatest of You the Greatest of Leadership SuccessLeadership Success

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