Developing and Building Leadership Know-how

How to manage and encourage Leadership
1. The 21st century is different from other times
a. Transparency- one can’t hide their performance from either outside or inside activists
b. They demand performance

2. Many people became or were promoted into leadership positions
 a. What are the personality traits?
    i. Courage
    ii. Vision
    iii. Cognitive bandwidth
    iv. Fearless moves
    v. Bold thinking
 b. These traits are important, similar to an athlete
 c. Most practice those talents into cultivating skills
    i. If not done in today’s environment, it will increase the failure rate
    ii. The leaders of tomorrow will not survive

3. There is incredible global growth and new opportunities
 a. More demand for leaders than supply
 b. At the same time, the environment for evaluation is harsh
 c. This is why corporations who learn and are aware of the skills of new leaders, help train and   culture those people
    i. Which areas to polish
    ii. Much like training an athlete

Skill until practiced, does not become part of your DNA, and not unit your unconscious. It needs to be part of your sub-conscious, your know-how. A skill must be repeatedly practiced.

Must be practiced in real situations

1. Leader who does not produce other leaders is NOT a great leader. Going forward, people in companies will have less chance of being promoted if they don’t produce other leaders. This will continue in the future
2. Leaders must identify early, the potential high performing leaders and they to make them self-aware of what their God’s gift really is, how to polish it, how to train them, how to give feedback, coaching, and how to put them in the right jobs
3. Getting them in the right job is the essence of leadership.
    i. It is not the money, but rather emotional energy
    ii. Channeling the individuals talent, not ticket punching but rather real experience, rigorous evaluations, and constant feedback
4. How to coach the new potential leaders?
 a. Define a leader
    i. A high performing person does the work themselves
    ii. A high performing leader has others do the work
 b. They will show signs early in their career
    i. They can command respect without authority
    ii. They think externally first, not rear-view mirror
 c. Seize opportunities
    i. They talk and dream

Eight areas of Leader Know-Hows
1. Positioning and Repositioning
Finding a central idea for business that keeps meeting customers’ demands and that makes money

2. Pinpointing External Changes
Directing threats as industries and customer behavior shift in order to keep the business on the offense

3. Leading the Social System
Getting the right people together with the right behaviors and the right information to make better, faster decisions and achieve results.

4. Judging People
Assessing people based on their actions, decisions and behaviors and matching them to the demands of the job.

5. Molding a Team
Getting highly competent, high-ego leaders to work together.

6. Setting Goals
Determining desired outcomes that balance what the business can become with what is realistic.

7. Setting Laser-Sharp Priorities
Defining the path and aligning resources, actions and energy to accomplish the goals.

8. Dealing with Social Forces
Anticipating and responding to social pressures you don’t control but that affect your business.

How to Coach
is in three areas- this is a template not as answer

Get the person to see effectively what is happening in the external world and external change
1. Senior leaders can really help people connect the dots, what is driving change and what are the patterns, trends
2. This raises a person’s altitude of vision of what is happening on the outside
3. No two people have the same view
4. Senior leaders need to engage the individual on how to see what is happening

People-
1. How good is this person in judging, reading and selecting people?
2. How well can they handle people issues?

Work on the person
1. Expand their strengths
2. Testing them in difference circumstances
3. Only then ask the question, what is coming in this person’s direct which can help them grow, not try to make them perfect.
4. Don’t focus on the negative, but expand the positive

How do You get a good Coach?
1. Be sure you are working for a human being, if not get out!
2. Good coaches will notice you, they are always looking for talent
3. Think from outside in
a. You will think of new ideas, new ways to reframe things
b. New ways to harness your energy
4. Be sure you have some accomplishments and you will help others accomplish

Six Building Blocks of Execution
1. Laser-sharp Focus, and dominate priorities
· 2 or 3 priorities, with too many nothing will happen
· Wal-Mart, Dell
· Important with a tough economy
· Execution is a competitive advantage

Know the guts of the business, being able to communicating with your people without powerpoints
· The four variables of business that you need to know and to also improve:

Margin, operating profits

Velocity, markets, “turns”

Cash – most difficult, debt, inflow,

Growth

Formulas

Returns = M x V Velocity is revenue/investment

Right people in the right jobs, this will either generate or drain energy
· If wrong person selected, major drain on organization
· If chemistry within joint divisions does not work, drain on organization
· Critical point , dominate the criteria of the job, define the criteria
· It is not always the best players or the A players, rather it is the A matches between the person and the job. If right player in the wrong spot it will be a problem. This is the job of a leader to get the right match. Not just today but two years out so that the person grows and the job grows.
· Know how to grow organizations horizontally. It is easy to grow silos. Leaders need to work the horizontal game

Managing a social systems (networks), best done by Sam Walton. Tightening up the social system will create value.
· From Sam Walton
· In retailing, 5-6 factors
a. Know your customer counts
b. Watch your Sales
c. Watch your margins
d. How much out of stock
e. How much is too much in stock
f. Your price differential against the competion

3-core processes, strategic process, succession planning, annual budget review
Make a Habit of following through.