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Leading Leaders KNOWING MYSELF Bob Buford
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ACPE 2014MAY 7-9, 2014
Developing Leadership and a Strong Team
Fulfill your vision by equipping other leaders to make it happen!
Presented by Terry HippenhammerStrategic Management Associates
Leading Leaders
The pessimist complains about the wind.
The optimist expects it to change.
The leader adjusts the sails.
John C. Maxwell
Leading LeadersKNOWING MYSELF
Bob Buford
Leading Leaders
Knowing myself Gregoric Index Myers-Briggs DISC The Enneagram StrengthsFinder 2.0
Leading Leaders
Gregoric Index Myers-Briggs DISC The Enneagram StrengthsFinder 2.0
Knowing myself
Myers-Briggs Type IndicatorFirst Letter: E or I – Extroversion/Introversion – Are you stimulated and refreshed by being with other people, or by being alone?Second Letter: S or N – Sensing/Intuition – Do you use your five senses to interpret the world and prefer facts, or do you rely on your instincts and prefer hunches?Third Letter: T or F – Thinking/Feeling – Do you lean towards using logic and objective criteria, or values and subjective ideas?Fourth Letter: J or P – Judging/Perceiving – Are you purposeful, liking structure, plans, rules, and organization, or are you laid-back and flexible, open to change, and explorative?
I am naturally INFJDownton Abbey Mr. BatesStar Wars Obi-Wan KenobiHarry Potter Remus LupinWithin a role I become ENFJDownton Abbey SybilStar Wars Padme AmidalaHarry Potter Aldus Dumbledore
Gregoric Index Myers-Briggs DISC The Enneagram StrengthsFinder 2.0
Knowing myself
Leading Leaders
Gregoric Index Myers-Briggs DISC The Enneagram StrengthsFinder 2.0
Knowing myself
Leading Leaders
Gregoric Index Myers-Briggs DISC The Enneagram StrengthsFinder 2.0
Knowing myself
Leading Leaders
Gregoric Index Myers-Briggs DISC The Enneagram StrengthsFinder 2.0
Knowing myself
Leading LeadersKNOWING MY TEAM
GOOD TO GREATON BUILDING TEAMSFirst Who...Then What Get the right people on the bus Get the wrong people off the bus Get the right people in the right places on the bus
Jim Collins
Involves knowing your team
Leading Leaders
Knowing my team Gregorc Index Myers-Briggs DISC The Enneagram StrengthsFinder 2.0
EQUIPPING YOUR TEAMThe REAL Leadership Series:
Relationships 101 Attitude 101 Equipping 101 Leadership 101
Based on: Developing the Leaders Around You
John C. Maxwell
INFLUENCE
WHY DO WE STAND ALONE?
Ego
Insecurity
Naiveté
Temperament
CONSIDER THIS ABOUT TEAMING…Teams involve more people
• more resources, ideas, and energy
Teams maximize leader’s potential • minimize weaknesses
Teams provide multiple perspectives• more alternatives
Teams share the credit
INVEST IN YOUR TEAM1. Decide to build your team2. Gather the best team possible3. Pay the price to develop the team4. Do things together as a team5. Empower team members
Responsibility Authority Resources
INVEST IN YOUR TEAM6. Give credit for success to the team7. Watch investment in team pay off8. Stop investing in those who don’t
grow9. Create new opportunities for the
team10.Give the team the best chance to
succeed
“The guy who puts the ball through the hoop has ten hands.”
-- John Wooden
Good leaders know that acquiring and keeping good people is their most important task.
WHOM SHOULD I EQUIP?
1. Character2. Influence3. Positive attitude4. Excellent people
skills5. Evident strengths
6. Proven track record7. Confidence8. Self-discipline9. Effective
communication skills10.Discontent with the
status quo
QUALITIES TO LOOK FOR IN STAFF
for the best‘Team’
Expect the best Be the best
LEADERS CREATE CONDITIONS
for the best‘Team’
Purpose Core Values
LEADERS CREATE CONDITIONS
for the best‘Team’
Purpose Core Values
LEADERS CREATE CONDITIONS
for ‘Team’excellenceUSE PURPOSE-DRIVEN AGENDA
Purpose Intended Results Interferences Requests & Commitments
USE PURPOSE-DRIVEN AGENDA
to create conditions for participants Consistently see a future that is possible. Committed to actualizing their
commitments. Having a can-do spirit, are strategic risk-
takers. Willing to look within themselves for
excellence. Committed to personal growth. Wanting to make a difference in the lives
of others.
USE PURPOSE-DRIVEN AGENDA
USE PURPOSE-DRIVEN AGENDA
USE PURPOSE-DRIVEN AGENDA
not peopleMANAGE CONVERSATIONS
Leading Leaders
FacilitiesHuman ResourcesBusiness OfficeTeaching & Learning
KNOWING KEY PLAYERS
Seven “Look fors:”1. What was said2. What was not said3. Who said it4. Who did not say it5. Tone and inflection6. Body language7. Thought
Leader(s)/Follower(s)
MAKING THE MOST OF MEETINGS
Q & APresented by Terry HippenhammerStrategic Management Associates
