LEADERSHIP IS YOUR TRUE PROFESSIONkyautoindustry.com/AutoVision/docs/presentations/... · consistent. with a set of . values and principles. and results in . predictable. behavior—two

Kevin Derbin USNA ‘79Academy Leadership

Bill Billeter USMA ’97KAIA Auto Vision 2018

LEADERSHIP IS YOUR TRUE PROFESSION

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Copyright © 2017 Academy Leadership, LLC

The Two Key Leadership Attributes were…

1. “Concern for their welfare. Cares about them. Listens, helps, puts their interests ahead of his/her own.”

2. “Leadership by example. Personal courage. In the fight with them.”

Visible, approachable, empathetic, genuine.

They knew their leader’s values, vision and character.

Credibility and Trust

“For Cause and Comrades” James McPherson

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To build high performing and effective teams (and leaders) we’ll discuss…

Leadership (vs. managing, vs. authority)Knowing Yourself (values, behavior)Knowing Your People (energy, motivation)Key factors to High PerformanceCoaching methods/actions that workLeadership Development for sustainable

growth and performance excellence

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Managers vs. Leaders

“Managers are people who do things right and leaders are people who do the right thing.”

-Warren Bennis

“Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion.”

-Jack Welch

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Authority & Leadership

"True leadership has nothing to do with one's level in the organization.”

“The key to successful leadership today is influence, not authority.”

-Ken Blanchard


Who is the most important Leader in your organization?

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Leadership Our Definition

The process of modeling personal values while influencing and energizing people to embracechange, by providing... purpose vision direction motivation

while operating to accomplish the mission (Goals) and improving the organization.


LeadershipU.S. Navy Definition

Know Yourself

Know Your People

Know Your Stuff

Get Results


“Leaders are defined by their values and their character.”

Bill GeorgeFormer Chairman and CEOMedtronicAuthentic Leadership

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Modeling Personal Values

What are your core values?How do you model them?What behaviors demonstrate these values?A value in action is virtue

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Energizing People

Energy is the fundamental currency of high performance.

Managing energy, not time, is the key.

Full engagement requires drawing on four separate but related dimensions of energy: physical, emotional, mental and spiritual.

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Motivation

A key component of the leadership process is to engender willing alignment with organizational goals.

This process is motivation – installing an “engine” of desire to achieve.

This is not the same as compliance – compliance is movement; motivation is energizing.

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Herzberg’s Two Factor Theory

Zero

Dissatisfaction

Satisfaction

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Herzberg’s Two Factor Theory

Hygiene Factors vs. Motivators

Hygiene factors bring one to “zero state”

HygienePay

Working conditionsCo-workers

Working Hours

MotivatorsNature of the work

RecognitionResponsibility

Sense of Achievement

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3 Factors Lead to Better Performance (& Personal Satisfaction)…

Autonomy – self direction leads to…genuine engagement not just compliance.

Mastery – getting better at skills leads to…higher self esteem and engagement.

Purpose – making a contribution leads to…engagement and belonging.

Profit is not a purpose but rather the result ofalignment, vision, process and leadership.

“The Surprising Truth About What Motivates Us”, Dan Pink

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Cross-Generational Leadership

Be clear on what you value, lead by example, foster anopen exchange of ideas, & provide support

Treat everyone with respect Give everyone a chance to think for themselves Establish clarity & individual alignment with the vision

and mission Coach / Mentor Enable social opportunities for generations to develop

relationships Provide praise and recognition


How do you get your people to do their very best?

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Coaching Tips for Top Performers

Get them involved Delegate extensively Encourage them to teach Provide Training Have them fill in for you Stretch Them Spend time with them Promote Them

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Coaching Tips for the Average Performer

Increase their responsibilities Give frequent and accurate feedback Teach them how to set goals Focus on their good performance Pair them up with a top performer Find out what motivates them Take time to listen to them and ask for their

opinions on job-related matters Reward them whenever you can

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Characteristics of Effective Coaches

Base coaching relationship on trust Optimist about human nature Encourage people to take risks and learn from their

mistakes Listen more than they talk Provide candid feedback in the right size dose Cultivate personal accountability Know their strengths and limitations Are continuous learners

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Keys to Effective Coaching

Purpose/Outcomes: Clearly define the purpose and outcomes for the session

Flexibility: fit the coaching style to the character of each person and to the relationship desired

Respect: view each person as a unique, complex individual with a distinct set of values, beliefs and attitudes

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Keys to Effective Coaching

Communication: Establish open two-way communication by using spoken language, nonverbal actions, gestures and body language. Listen more than you talk.

Support: Encourage people while guiding them through their problems.

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Keys to developing highly effective teams (and leaders)…

Know yourself. Clarify your values and share them. Be visible, approachable and genuine. Have the courage to care.

Know your people (and take care of them). Learn what motivates “them” and how to “fuel that engine”.

Leaders eat last. Put their needs in front of yours.

Communicate to remove uncertainty. Be the vision.

Energy is the fundamental currency of high performance. Harness and manage it!

Respect the diversity and leverage it. It’s a key strength.

Kevin Derbin USNA ‘79Academy Leadership

Bill Billeter USMA ’97KAIA Auto Vision 2018

LEADERSHIP DEVELOPMENT PROGRAMS

Developing Leaders Who Deliver Results

Energize2Lead: Relationship Management

• Overview – individual and team’s leadership traits mapped into 3 dimensions– Preferred– Expectations– Instinctive

• E2L Key Objectives– To know yourself better, know how others are different

and learn the stages of managing stress.– Understand the different approaches that 75% of those

we work and live with daily – How to use our dominant strengths effectively and

recognize our blindsides

Developing Leaders Who Deliver Results

Dee Liver•Enjoys jobs that require flexibility and creativity

•May become frustrated with jobs that require a high attention to detail

•Believes people should be open-minded, encourage questions and solicit input

•Keep involved and explain why.•Avoid telling her what, when and how to do things.

•Needs to establish boundaries around people and process

•Clarify job roles and keep involved in group activities

•Avoid changing job role without clarification

Jenny Rate•Enjoys jobs that require attention to detail and a sense of urgency

•May become frustrated with jobs that change without notice.

•Believes people should follow the rules yet be open-minded

•Explain how and why. Encourage participation and questions

•Needs to be in command•Clearly define goals and how achievement will be measured

•Avoid delayed responses, an authoritative approach and failing to provide adequate information

Jenna Rossity•Enjoys jobs that require innovation and a sense of urgency

•May become frustrated with jobs monitoring and maintaining what has already been created

•Believes people should be open-minded, encourage questions and solicit input

•Keep involved, explain why and encourage questions

•Avoid telling her what, when and how to do things

•Needs to be in command•Clearly define goals•A “show-me” teaching style works best

•Avoid lengthy explanations

Carrie Smatic•Enjoys jobs that require research and autonomy

•May become frustrated with deadline-driven jobs that change without notice

•Believes people should follow the rules yet be open-minded

•Explain how and why. Encourage participation and questions.

•Avoid an authoritative approach and failing to provide adequate information

•Needs to be in command•Clearly define goals•A “show-me” teaching style works best

•Avoid lengthy explanations

Vick Tree•Enjoys jobs that require planning and attention to detail

•May become frustrated with deadline-driven jobs

•Believes people should slow down and think things through before moving ahead

•Explain how and why. Allow time to process information.

•Avoid authoritative management and pushing for decisions

•Needs to achieve understanding and organize thoughts before moving forward.

•Avoid surprises or withholding information


A coherent leadership philosophy guides actions that are consistentwith a set of values and principlesand results in predictablebehavior—two characteristics that followers expect from their leaders.

Consistency and Predictability create two important by-products:

Credibility and Trust

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Programs and Services Leadership Foundations Course (LFC) 2-day / 24 PDUs

Leadership Boot Camp (LBC) & Performance Coaching3-day / 36 PDUs open-enrollment and in-house

Leadership Excellence Course (LEC) & Executive Coaching3-day / 36 PDUs open-enrollment and in-house

Advanced Leadership Course (ALC)3-day / 36 PDUs open-enrollment and in-house (LBC or LEC pre-requisite)

Energize2LeadTM Profile Workshop1/2 day in-house team workshop

Leader’s Compass Workshop 1/2 day workshop writing a personal leadership philosophy

Note: LBC, LEC, and ALC programs also offer 30 PDCs SHRM Recertification Credits and 36 CPE’s NASBA Recertification

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Programs and Services Lead2SucceedTM Leadership Development Program

In-house program customized to suit client needs Focus and Alignment Workshop

Intensive 2-day executive team strategic planning and alignment workshop

Leader’s Compass 360 Corporate Compass Assessment Gettysburg Leadership Experience (24 PDUs) Normandy Leadership Experience (5 days) Executive Coaching Custom Leadership Development Programs to Meet Your

Needs

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Lead2SucceedTM LDP

Energize2Lead ProfileMy Leader’s CompassCommunicating as a LeaderMotivating PeopleConflict ManagementLeader as CoachLeading Productive MeetingsManaging a Leader’s TimeAligning and Accomplishing

GoalsBuilding Effective Teams

Leading ChangeBuilding High Performance

TeamsBuilding TrustDeveloping PeopleTeam CoachingDecision Making and DelegationAccountabilityValues AlignmentAdvanced CommunicationsEthicsScrum for Leaders

Available Training Sessions

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Example LDP

Session 1 Energize2Lead™ ProfileSession 2 My Leader’s CompassSession 3 GoalsSession 4 CommunicationsSession 5 Building TrustSession 6 Decision MakingSession 7 Developing PeopleSession 8 Leading High Performance TeamsSession 9 Coaching

*Typically one 3-3.5 hour session every two weeks

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What Makes Us Unique?

Facilitators / Coaches with executive and military leadership experienceSuccessful corporate leaders / Service Academy graduates

Focus on deep self-knowledge Reflection on core values

My Leader’s CompassPersonal Leadership Philosophy

Energize2LeadTM Profile 3 Dimensional Team profile, motivation, communication, and leadership

Adult Learning CycleConcrete experience, reflective observation, abstract conceptualization, active experimentation

DEVELOPING LEADERS

WHO DELIVER RESULTSwww.academyleadership.com

Documents

LEADERSHIP IS YOUR TRUE PROFESSIONkyautoindustry.com/AutoVision/docs/presentations/... · consistent. with a set of . values and principles. and results in . predictable. behavior—two