The World Challenges Managers to LEAD!

In today’s business environment, leaders must face the following issues: Relationships inside the organization and outside with peers,

residents, vendors and the public. All demand special knowledge, talent and dedication.

Problems and opportunities that arise from social and economic

change, new technologies and rapidly changing market trends. Innovation throughout the organization, improved communication,

strategic thinking and creative action. Quality, service and price that satisfy consumer expectation, business

ethics and work ethics.

Meeting the Challenges

Leader-managers must think and evaluate options Must be outward-looking and future-oriented They must involve their peers and team members We must satisfy employees as well as residents! Team spirit working

toward common goals to replace interdepartmental rivalries. They must make it happen! Move ahead looking through windshield not past-oriented looking

through the back window. You must discover new strategies, reposition for the future and set new goals.

Don’t simply manage people, LEAD them!

Creativity is an example: embrace your teams new ideas, for if you are slow to recognize ideas and creativity you destroy their enthusiasm

and eventually lose them.

“Not Invented Here" Syndrome.

We've all heard it before - "if it we haven't thought of it then it isn't worth doing." "No one knows our business better than we do." This attitude is referred to as the "not invented here" syndrome.

"Not invented here" is a cliché. But like many clichés or popular beliefs, we tend to think there is truth in the statement. However, "not invented here" is a problem and it serves as a form of organizational resistance to change. "Not invented here" conveys an important message - "if I am not involved with defining the situation and working on solutions, then I am not interested in your ideas, opinions or solutions.“

What do you do? Get their buy in. INVOLVE THEM! COACH THEM! STIMULATE THEM! LEAD THEM!

Take hold of it and "invent it here".

Example Says A Lot! People always look at the leader when they want to take the pulse of an organization.

Example says a lot. Do they see a boss they can believe in? Can they have faith in whom they follow?

Commitment climbs when people see passion in the person in charge. They catch the feeling. Commitment, after all, is a highly contagious thing. It’s a spirit that stirs others, that touches their souls, that inspires them to action. It carries a mental magnetism that captures the attention and enlists the energies of all who watch.

The more consuming your commitment, the more you draw your people toward you. And toward the task to be done. Your intensity—your focus, drive, and dedication—carries maximum influence over the level of commitment you can expect from others.

Like it or not, you set the climate. People always take a reading on the person in charge. So when it comes to building commitment, you must lead by example, just as commanders must show courage if they want soldiers to show bravery on the battlefield.

If you provide lukewarm leadership, you’ll see the passion cool among your people. Commitment can’t survive when the leader doesn’t seem to care. So be obvious. Turn up the burner inside yourself. Let the heat of your commitment be strong enough to glow in the dark.

Be An Agent of Change

1. Be Prepared for Change

2. Acknowledge Any Increased Pressures, Demands or Workloads

3. Remain Upbeat and Positive!

4. Get Creative

5. Celebrate Their Accomplishments

6. Improve Lines of Communication

7. Celebrate the Teams Accomplishments

8. Help Become More Efficient

9. Learn From Everyone’s Experience

10. Rise to the Challenge

11. Never Become Complacent

12. Be Proactive with Ongoing Development

Negotiating and Problem Solving

Resolving problems often require negotiation. People negotiate to win:

Collect, check and probe for information

Know as much about the other person as possible

Are skilled at observing people and their reactions

Have their facts straight and have thought through their plans

Are patient and tolerate conflict and ambiguity

Have sound business judgment

Know the bottom line for concessions

Listen and communicate well

distinguish issues from people

The Self-Assessment

Instructions Think of your team of key people you want to willingly follow your lead. Using the scale from 1 to 6, to

what extend would the members of your team agree with each of these statements about how you actually behave?

1 = Very Strongly disagree 2 = Strongly disagree 3 = Disagree 4 = Agree 5 = Strongly agree 6 = Very strongly agree Set One: Self-Awareness ______ 1. Always approaches work with intensity and focus. ______ 2. Does not get worn out or rattled even when demands are high. ______ 3. Uses time effectively, especially in the face of multiple, competing demands. ______ 4. Learns from experiences. ______ 5. Seeks feedback from all sources on a regular basis. ______ 6. Has a strong, positive sense of self; knows and understands him/herself. Set Two: Capacity to Develop Rapport with People ______ 7. Easily finds common ground that creates a bond with others. ______ 8. Demonstrates sincere empathy towards everyone. ______ 9. Make him/herself available and interacts with others in an easy, open manner. ______ 10. Expresses appreciation on a regular basis for others actions and accomplishments. ______ 11. Demonstrates rock-solid character, ethics and principles in all circumstances. ______ 12. Creates an atmosphere of trust at all times.

Set Three: Ability to Clarify Expectations

______ 13. Establishes clear and agree-on expectations with others in all situations.

______ 14. Always clarifies when people’s expectations limit or restrict their thinking and actions.

______ 15. Explains the organizations expectations whenever people need clarification.

______ 16. Relies on facts verses assumptions or inferences to clarify expectations.

______ 17. Identifies any and all rumors, clarifies their validity, or finds out if they are true.

______ 18. Displays a high level of optimism in all circumstances.

Set Four: Ability to Map the Territory to Identify the Need to Lead

______ 19. Analyzes all situations from alternate perspectives to identify issues and concerns.

______ 20. Speaks with many different people to recognize issues and concerns that need attention.

______ 21. Focuses on both the long and short term, global and local issues.

______ 22. Constantly monitors the impact of change.

______ 23. Displays refined business acumen in every situations.

______ 24. Learns quickly in every situation.

Set Five: Ability to Chart a Course of leadership Action

______ 25. Takes the most important action first to resolve a probe or exploit an opportunity.

______ 26. Considers multiple courses of action whenever possible.

_______ 27. Charts action courses that focus on customers first.

______ 28. Offers direction that is doable and makes a difference in all circumstances.

______ 29. Demonstrates good citizenship with every leadership decision.

______ 30. Always takes decisive action and knows when to abandon a course of action..

Set Six: Ability to Develop Other as Leaders

______ 31. Attracts people who have raw talent and who want to develop their skills. ______ 32.Coaches and trains all aspects to enhance people’s leadership potential. ______ 33. Continuously appraises people’s skills in all facets of their performance. ______ 34. Allows others freedom to identify and resolve issues on their own whenever possible. ______ 35.Uses diversity as a strength in all situations. ______ 36. Works with individuals at their own pace to develop their leadership skills. Set Seven: Ability to Build the Base to Gain Commitment ______ 37. Builds credibility with every actions. ______ 38. Takes on tasks and positions that increase the capacity to influence others. ______ 39. Shares power with key followers whenever necessary. ______ 40. Conspicuously supports and defends key followers when ever necessary. ______ 41. Models commitment to effective action and positive results in all circumstances. ______ 42. Forms alliances with key followers to enhance the capacity to influence others. Set Eight: Ability to Influence Others to Willingly Follow ______ 43. Always demonstrated how others will benefit if they follow a course of actions. ______ 44. Communicates all directions with a consistent, precise, and compelling message. ______ 45. Always communicates in ways that followers understand and find acceptable. ______ 46. Works through any resistance so others accept a course of actions. ______ 47. Accepts that some people will not follow and continuously

works to gain willing followers. ______ 48. Uses established relationships to influence others

throughout the organizations.

Set Nine: Ability to Create a Motivating Environment

______ 49. Molds an organization culture that is strong, adaptive, and vision driven.

______ 50. Always creates clear performance standards to increase motivation toward success.

______ 51. Clarifies each person’s role and encourages everyone to take a leadership role.

______ 52. Fosters open communication, allows decision participation, and provides feedback in all interactions with others.

______ 53. Resolves conflict in a mutually satisfactory manner whenever possible.

______ 54. Uses the full range of incentives to motivate others.

Scoring Key

Add up your scores for each set of skills and record them in the spaces provided.

Set One ______ Expand Self-Awareness

Set Two ______ Build Rapport

Set Three ______ Clarify Expectations

Set Four ______ Map the Territory to Identify the Need to Lead

Set Five ______ Chart a Course of Leadership Action

Set Six ______ Develop Others as Leaders

Set Seven ______ Build the Base to Gain Commitment

Set Eight ______ Influence Others to Willingly Follow

Set Nine ______ Create a Motivating Environment

Scoring Interpretation

Compare your total in each column with the following scores to determine your scores:

Excellent 33 – 36 Very Good 29 – 32 Good 25 – 28 Some Improvement Needed 21 - 24 Substantial Improvement Needed 20 or below

Simple Innovation

“The President’s Binder” - if anything it is a reality check for an incoming leader—it is humbling to see all that’s been tried before.

“Reward failure” - If someone makes an honest attempt to try something new and different and fails, then do not chastise or blame them. Recognize their endeavor and see what lessons can be learnt. Nothing crushes enterprise like a fear of failure. If you are going to succeed with innovation you are going to have quite a few failures along the way – so welcome and manage them.

“Borrow with pride” - Observe other organizations and copy their best practice. Have a deliberate policy for sourcing innovations from outside your business.

“None of us is as smart as ALL of us” - Get to the heart of the matter by asking questions. Brainstorm with your team. If you have an issue and don’t know how to solve it, ask and work together to figure it out.

Simple Innovation

“Take your message to the media” - Local newspapers and television are always looking for stories and topics of interest. Learn to write a press release or call your local media outlet about a special aspect of your business. The Varsity restaurant in Atlanta featured an employee who had worked there for 50 years. This resulted in a two-page spread about the employee and the restaurant.

“Great Sales Tools “– How about a customized process for selling? This process can be expressed in two key documents: a one page “Road Map” that presents the steps every sales effort MUST go through from beginning marketing to follow up & introducing new programs; then a more detailed “Playbook” (no more than 50 pages) that presents detailed instructions, goals, tools, skills, tips, traps, checklist and more, for each step of the Road Map.

“Do not follow where the path may lead. Go instead where there is no path and leave a

trail.”

Ralph Waldo Emerson

THANK YOU FOR ATTENDING!