Leadership
Vaughan Burnand
VEB Lean Ltd
0771 3069624
Vaughan_burnand@hotmail.co.uk
Agenda
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Introduction
Introductions
Leadership
Vision
Values
Managing Change
Communication
Introduction
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Why are we talking about leadership?
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Leadership is key to the internal culture of any
organisation. Without effective leadership it is unlikely
that you will be truly successful at motivating staff,
focusing on clients' needs or maintaining business
improvement.
CE
Client Leadership – Lack of it blamed for slow progress
Leadership vs Management – Everyone wants to be a
manager!
Workshops on Leadership for
— Companies
— Departments
— Projects
Link between Leadership and Teamwork, Behaviour
Difference between management and
leadership
Management is pushing
from behind
Leadership is pulling
from the front
Imagine a string of beads . . .
Leadership vs Management
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Leadership is about working with other people in
a spirit of partnership and empowerment
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Management is concerned with planning,
controlling, directing, organising and problem
solving
Rules
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Harm free environment
One meeting
Participation
Mobile Phones off/silent
Timekeeping
Opportunity to Fail
If you don’t agree/understand then question!
Tosser - Catcher
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All delegates to go around the table and introduce
themselves – Name and Title. Then stand up.
Next
 Begin tossing one ball amongst the circle. The exchange
from tosser to catcher should be as follows.
— Tosser- “Here you go…… (Name of catcher).”
— Catcher- “Thank you…… (Name of tosser).“
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“Here you go….(next catcher).”
As individuals begin to become familiar with one another’s
names speed up the process.
Second Ball
After catching and naming successfully 5 times sit down.
Last one remain standing
Leaders you Admire
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Think of the 3 leaders you admire the most.
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Who are they?
What are our perceptions on Leadership?
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What do you think are the key characteristics of
Leaders?
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Give your top 3
Leadership Gurus
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John Adair
John Harvey Jones
Warren Bennis
Tom Peters
Jim Collins
Burt Nanus
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James O’Toole
Steven Covey
Max DePree
John Gardner
Warren Blank
Colin Powell
Leadership Gurus
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Basic Ingredients of Leadership
Seven Megaskills of Leadership
Characteristics of Value-Based Leaders
Seven Habits of Highly Successful People
Eight Discernible Characteristics of PrincipleCentred Leaders
Attributes of Leadership
Nine Natural Laws of Leadership
Leadership Traits
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72 Traits
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Score yourself out of 5 for each trait
— 5 is good and 0 is bad
— Do it quickly
— Don’t think about it too much
Add up the total
Good listener
Credible
Hard-working
Reliable
Risk taker
Curious
Hopeful
Respectful
Visionary
Daring
Humble
Responsible
Active
Decisive
Humorous
Restless
Adaptable
Dependable
Intelligent
Self-confident
Ambitious
Direct
Loyal
Sensible
Achiever
Disciplined
Mature
Sensitive
Assertive
Dominant
Moderate
Simple
Aware
Balanced
Driven
Empathetic
Open
Optimistic
Social
Solicitous
Cheerful
Energetic
Passionate
Spiritual
Committed
Enthusiastic
Patient
Stable
Competitive
Fair
Physically fit
Tenacious
Conceptual
Farsighted
Pleasant
Trustworthy
Conscientious
Firm
Positive
Unflappable
Constant
Flexible
Pragmatic
Upbeat
Courageous
Goalorientated
Happy
Pro-active
Vulnerable
Productive
Wise
Creative
How did you Do?
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Anyone?
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0 to 100
100 to 200
200 to 300
Over 300
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What are the characteristics of good leadership?
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The DTI competitiveness survey identified several common traits of leaders in top
companies. These included:
— Enthusiasm
— Champion of change
— Communication
— Leader by example
— Openness
— Risk tolerant
— Visionary
— Motivator
— Failure tolerant
— Good delegator
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Particularly in small companies, it can be difficult to differentiate between
management and leadership because you may be involved in all aspects of the
business. It may be difficult to 'let go' once a company grows and you start to rely
on people who can do some parts of the job better than yourself. In 'How to be a
better leader', it is observed that:
'you manage tasks, and lead people.'
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Effective Leaders …
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Have a “Vision”
Act as strong role models
Walk the talk
Win the hearts and minds
Bring the best out of people
Are the change agent
Have a steady hand and a cool head
What traits do your selected leaders have in
common?
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3 most common
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Jean Luc Picard
Ronald Reagan
Anita Roddick
Sitting Bull
Jack Welch
Martin Luther King
Abraham Lincoln
Effective Leaders …
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Have willing followers!!!!
And it’s the engagement of those followers that is
important
Situational Leadership
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You can’t always be the leader
Teams select own leaders?
Adopt an appropriate style
“The Admirable Crichton”
Knowledge, Skills and Attitude
Failure!
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The one experience you must have!
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Problems shape leaders like weather shapes
mountains
Early age experience a common theme
Nine Natural Laws of Leadership
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A leader has willing followers – allies
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Leadership is a field of interaction
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Leadership occurs as an event
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Leaders use influence beyond formal authority
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Leaders operate outside the boundaries of the organisationally
defined procedure
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Leadership involves risk and uncertainty
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Not everyone will follow a leader’s initiative
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Consciousness – information processing capacity – creates
leadership
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Leadership is a self-referral process. Leaders and followers process
information from their own subjective, internal frame of reference
Can Leadership be taught ?
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It can and must be
Peter Drucker
60 second PhD in Leadership
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Think of the best boss you ever had
Think of the worst boss you ever had
Make a list of all the things done to you that you
hated
DON’T DO THEM TO OTHERS EVER
Make a list of all the things done to you that you
loved
DO THEM TO OTHERS ALWAYS
Dee Hock
The Dark Side
The Bright Side
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Enthusiastic…………………………….Volatile
Shrewd……………………………………Mistrustful
Careful………………….. ……………….Cautious
Independent……………………………Detached
Focused…………………………………..Passive
Confident………………………………..Arrogant
Charming………………………………..Manipulative
Vivacious…………………………………Dramatic
Imaginative……………...................Eccentric
Diligent……………………………………Perfectionistic
Dutiful. …………………………………..Dependent
Hogan
Leadership
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Link between Leadership and Results
2012 Summer Olympics
 Team GB Target 48 to 70 Medals
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Targets created for each sport (future funding based on
results!)
Archery, Athletics, Badminton, Basketball, Boxing, Canoeing,
Cycling, Diving, Equestrian, Fencing, Field hockey, Football,
Gymnastics, Trampoline, Handball, Judo, Modern pentathlon,
Rowing, Sailing, Shooting, Swimming, Table tennis, Taekwondo,
Tennis, Triathlon, Volleyball, Water polo, Weightlifting,
Wrestling
Targets created for each sportsman/woman.
Great Britain left the Summer Olympic Games with a total of 65 medals
(29 gold, 17 silver, and 19 bronze),[6] finishing third in the gold medal
rankings, and fourth in the overall medal rankings.
The Leadership Role
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Vision
Values
Managing Change
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Within the organisation
Within yourself
Communication
Vision
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Shared Purposes …to provide focus
Shared Results … to provide challenge
Shared Values …. to provide control
Shared Purposes
… provide focus by driving strategy
Shared Values
…provide control by guiding behaviour
Shared Results
… provide a set of quantifiable outcomes
Values
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Each Table decide
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What organisation you are
Come up with 6 values for that organisation
Pfizer Values
Integrity
Innovation
Respect for People
Customer Focus
Teamwork
Leadership
Performance
Community
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Vision
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To be the leading global construction services company delivering the built
environment for international and local customers.
We will achieve our vision by:
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Always engaging with our customers and understanding their needs.
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Consistently providing exceptional levels of service that combine innovation and best
practice.
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Continuing to grow the business to serve customers in a wider range of sectors and
geographies.
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Always employing great people in a values-driven culture.
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Isg
Values
Passionate about our work Passion
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Our passion drives our commitment to excellence and continuous improvement.
Committed to customer relationships
Commitment
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We will grow by having satisfied customers who choose to work with us again and again.
Fulfilling our people's potential
Fulfillment
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We will give our people the opportunity to reach their full potential and help them achieve
their ambitions.
Dedicated to detail
Dedication
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Our care and attention to detail drives exceptional quality.
Acting responsibly and safely
Responsibility and Safety
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We will not compromise on safety and will act responsibly in all that we do.
Values
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Honesty
Trust
Long Term Relationships
Open
One Team
Innovation
Skills Development
RG Carter
Good listener
Credible
Hard-working
Reliable
Risk taker
Curious
Hopeful
Respectful
Visionary
Daring
Humble
Responsible
Active
Decisive
Humorous
Restless
Adaptable
Dependable
Intelligent
Self-confident
Ambitious
Direct
Loyal
Sensible
Achiever
Disciplined
Mature
Sensitive
Assertive
Dominant
Moderate
Simple
Aware
Balanced
Driven
Empathetic
Open
Optimistic
Social
Solicitous
Cheerful
Energetic
Passionate
Spiritual
Committed
Enthusiastic
Patient
Stable
Competitive
Fair
Physically fit
Tenacious
Conceptual
Farsighted
Pleasant
Trustworthy
Conscientious
Firm
Positive
Unflappable
Constant
Flexible
Pragmatic
Upbeat
Courageous
Goalorientated
Happy
Pro-active
Vulnerable
Productive
Wise
Creative
Values
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What is the opposite of Values
How do you encourage people who live the
values?
Do you reward it? How?
Use of Mnemonic on your chosen Values
Managing Change
There is nothing more difficult to execute, nor
more dubious of success, nor more dangerous to
administer than to introduce a new system of
things:
For he who introduces it has all those who profit
from the old system as his enemies and,
He has only lukewarm allies in all those who
might profit from the new system.
Machiavelli
YOUR ROLE AS
LEADER
Leading Others
Personal Effectiveness
"We trained hard, but it seemed that every time we
were beginning to form up into teams, we would be
reorganised.
I was to learn later in life that we tend to meet any
new situation by reorganising and a wonderful
method it can be for creating the illusion of progress
while producing confusion, inefficiency, and
demoralisation“
Charlton Ogburn, Jr
It's not the critic who counts, not the one who points
out how the strong man stumbled or how the doer of
deeds might have done them better. The credit
belongs to the man who is actually in the arena; whose
face is marred with the sweat and dust and blood; who
strives valiantly; who errs and comes up short again
and again; who knows the great enthusiasms, the
great devotions and spends himself in a worthy cause
and who, at best knows the triumph of high
achievement and who at worst, if he fails, at least fails
while daring greatly so that his place shall never be
with those cold and timid souls who know neither
victory nor defeat
Theodore Roosevelt, 23 April 1923
This Approach can be used to: 
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Develop Teams
Establish Organisational
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Vision
Values
Strategy
Values Based Performance Management
Lean Design and Construction
Contact :
Vaughan Burnand
VEB Lean Ltd
0771 3069624
Vaughan_burnand@hotmail.co.uk