Agenda and Overview
• Intro – Why
• Colors – Adapting to Others
• Taking Aurora from Good to Great
• Unconditional Responsibility – Locus of
Control
• Servant Leadership

Skip Noe Intro Video

Aurora: We Listen – We Care – We Act
Creating the place you want to be:
• Building community
• Improving lives
• Serving
• Succeeding
Core 4:
•Integrity
•Respect
•Professionalism
•Customer Service

Aurora – The Customer Service City
“ We just want to be in the top ten list of everyone ’s best customer service experiences .
”
Skip Noe - February 5, 2013

20th vs. 21st Century Leadership
How high is your discretionary productivity
– when no one is looking?

Involvement Increases Commitment
Participative Leadership
Shared Decision Making
“Change is disturbing when it is done to us, exhilarating when it is done by us ”
Rosabeth Moss Kanter
Communication/
Understanding
Directive
Employee Involvement

Agenda and Overview
• Intro – Why
• Colors – Adapting to Others
• Taking Aurora from Good to Great
• Unconditional Responsibility – Locus of
Control
• Servant Leadership

Insights Color Cards Exercise
Instructions:
1. Take one card from each color pile in the center of your table.

Insights Color Cards Exercise
Instructions:
1. Take one card from each color pile in the center of your table.
4
2. Read each card and rank them by how accurately they describe you at work .
3. Repeat Step 2 as many times as directed, placing each new set of cards beneath the previous set.
Column
3 2 1
Most <- - - - - - - -> Least
Most <- - - - - - - -> Least
4. Label the columns 4 to 1 from left to right, so the left-most column is 4 and the rightmost column is 1 .
Most <- - - - - - - -> Least
5. Note the color that appears most in
Column 4 and the color that appears most in Column 3 . If no single color appears most in Column 4 or 3 , play two more sets.

Insights Color Cards Exercise
Matrix Scoring:
1. If it is difficult to clearly identify a dominant color in Column 4 and/or Column 3 , multiply the column number by the number of times each color appears in that column and record your scores as in the table.
4
2. Repeat this process for each column, then add the scores for each color.
3. The color with the highest score is your
Primary color (e.g. Yellow). The color with the second-highest score is your
Secondary color (e.g. Green).
Y 12
Column
3 2
3
6
4
2
1
3 3
7
8
12

Insights Color Cards Exercise
Self-Selection:
After you identify your Primary and
Secondary color, select one card from each of these two colors that best describes you at work .
4
Column
3 2 1
R
B
G
Y 12
3
6
4
2
3 3
7
8
12

What are these colors all about?
• Understanding Yourself
• Understanding Others
• Learning to Adapt to Better Connect
With Others
• In Order To….
• Improve interpersonal communication
• Understand and value differences in others
• Increase team/organizational effectiveness
• Develop of key leadership competencies

Cautious
Precise
Deliberate
Questioning
Formal
Caring
Encouraging
Sharing
Patient
Relaxed
Competitive
Demanding
Determined
Strong-willed
Purposeful
Sociable
Dynamic
Demonstrative
Enthusiastic
Persuasive

Stuffy
Indecisive
Suspicious
Cold
Reserved
Docile
Bland
Plodding
Reliant
Stubborn
Aggressive
Controlling
Driving
Overbearing
Intolerant
Excitable
Frantic
Indiscreet
Flamboyant
Hasty

Communication Tips
BLUE: Give Me The Details RED: Be Brief, Be
Do:
Be well prepared and thorough
Put things in writing
Give them time to consider all the details
Don ’t:
Be flippant on important issues
Change routine without notice
Call a meeting without an agenda
Bright, Be Gone
Do:
Be direct and to the point
Focus on the results and objectives
Be confident and assertive
Don ’t:
Hesitate or dilly-dally
GREEN: Show Me You Care
Do:
Be patient and supportive
Slow down and work at their pace
Ask their opinion, give them time to answer
Don ’t:
Take advantage of their good nature
Push them to make quick decisions
Spring last minute surprises
Try to take over
Say it can ’t be done
YELLOW: Involve Me
Do:
Be friendly and sociable
Be entertaining and stimulating
Be open and flexible
Don ’t:
Bore them with details
Tie them down with routine
Be gloomy or pessimistic
Ask them to work alone

Agenda and Overview
• Intro – Why
• Colors – Adapting to Others
• Taking Aurora from Good to Great
• Unconditional Responsibility – Locus of
Control
• Servant Leadership

“ Good to Great and the Social Sectors ”
~ Jim Collins

“ Good to Great and the Social Sectors ”
~ Jim Collins

“ Good to Great and the Social Sectors ”
~ Jim Collins

Good To Great ~ Jim Collins
B u i l d u p . . .
_ _
Disciplined People
LEVEL 5
LEADERSHIP
FIRST WHO …
THEN WHAT
Disciplined Thought
CONFRONT THE
BRUTAL FACTS
HEDGEHOG
CONCEPT
Disciplined Action
CULTURE OF
DISCIPLINE
TECHNOLOGY
ACCELERATORS
Source: “Good to Great” by Jim Collins

Good To Great ~ Jim Collins
What’s a Flywheel?
Flywheel: a rotating mechanical device used to store rotational energy.
Flywheels connect engines to transmissions. They’re BIG and HEAVY and thus have a significant momentum of inertia.
Inertia: Resistance of any physical object to a change in its state of motion or rest.
( see Newton’s 1 st Law of Motion )
Does this sound like any organization you know of?

First Who…Then What:
Disciplined People
• Get the right people “on the bus”, then figure out where to drive it
• Good To Great (GTG) leaders are rigorous, not ruthless, in people decisions
• Practical disciplines:
• When in doubt, don ’t hire—keep looking
• When you know you need to make a people change, act
• Put your best people on your biggest opportunities, not your biggest problems
• GTG management teams consist of people who debate vigorously, yet unify behind decisions
Source: “Good to Great” by Jim Collins

First Who…Then What:
Disciplined People
Good to Great
Leadership
You can accomplish anything in life, providing you do not care who gets the credit.
Harry Truman
Humility + Will = Good to Great Leadership
Source: “Good to Great” by Jim Collins

Confront The Brutal Facts:
Disciplined Thought
Retain faith that you will prevail in the end, regardless of the difficulties
AT THE
SAME
TIME
Confront the most brutal facts of your current reality, whatever they might be
Climate where truth is heard
1. Lead with questions, not answers
2. Engage in dialogue and debate, not coercion
3. Conduct autopsies, without blame
4. Build red flag mechanisms that turn information into information that cannot be ignored
Source: “Good to Great” by Jim Collins

Three Circles of Disciplined Thought:
W HAT YOU ARE DEEPLY
PASSIONATE ABOUT
W HAT YOU CAN BE
THE BEST IN
THE WORLD AT
W HAT DRIVES
YOUR
ECONOMIC
ENGINE
In “Good to Great for the Social
Sector ” it is: What
Drives Your
Resource Engine ?
Source: “Good to Great” by Jim Collins

Simon Sinek

Aurora: We Listen – We Care – We Act
Creating the place you want to be:
• Building community
• Improving lives
• Serving
• Succeeding
Core 4:
•Integrity
•Respect
•Professionalism
•Customer Service

The Culture of Discipline:
Disciplined Action
• Build a culture full of people who take disciplined action within the three circles, fanatically consistent with
Disciplined Thought
• Build a culture around the idea of freedom and responsibility, within a framework
• Fill that culture with self-disciplined people who are willing to go to extreme lengths to fulfill their responsibilities.
• Don ’t confuse a culture of discipline with a tyrannical disciplinarian
• Create a “stop doing list” and systematically unplug anything extraneous
Source: “Good to Great” by Jim Collins

The Flywheel and the Doom Loop
The Flywheel Effect The Doom Loop
Steps Forward,
Consistent with
Vision/Direction
Disappointing
Results
Flywheel Builds
Momentum
People Line Up,
Energized By
Results
Accumulation of
Visible Results
Reaction,
Without
Understanding
No Buildup; No
Accumulated
Momentum
New Direction,
Program Leader,
Event, Fad, or
Acquisition
Source: “Good to Great” by Jim Collins

st
~ Alvin Toffler

Agenda and Overview
• Intro – Why
• Colors – Adapting to Others
• Taking Aurora from Good to Great
• Unconditional Responsibility – Locus of
Control
• Servant Leadership

Locus of Control Exercise
Count each answer as one point. Only count it if you selected these exact answers:
Who ’s the boss of you?

Happiness … is not something that happens. It is not the result of good fortune or random chance. It is not something that money can buy or power command. It does not depend on outside events, but rather how we interpret them. Happiness, in fact, is a condition that must be prepared for, cultivated, and defended privately by each person. People who learn to control inner experience will be able to determine the quality of their lives, which is as close as any of us can come to being happy.
~ Mihaly Csikszentmihayli, author of “Flow”

Why do some folks succeed at whatever they choose?
I didn ’ t ask.
No one told me!
Player ✔ Victim ✗

Personal Success
Locus of Control
• How a person perceives control over their situation.
Internal LOC:
View their behavior as guided by their personal decisions and efforts and feel they have control over their response to life.
Goal focused; obstacles can be overcome or worked
Adaptive to change
External LOC:
Blame fate and forces such as destiny or society for controlling their lives and their response to life.
Excuse focus; reasons why obstacles are insurmountable
Passive acceptance of external events
Sources: Julian Rotter, 1954 and Lawrence Lefcourt, 1976.

How you Frame it . . .
Reframe each statement to be Internal LOC:
1. I never have enough time.
Restatement:_____________________________________________
2.
Aurora can never be in the top ten of customer services because it ’s a city.
Restatement:_____________________________________________
3.
Years of budget reductions and hiring restrictions have made it structurally impossible to provide exceptional customer service .
Restatement:____________________________________________
4.
Angry customers take up way too much of our time and energy.
Restatement:_____________________________________________
5. If the instructor would communicate clearly I could understand the material.
Restatement:_____________________________________________

Language and Perception
Internal LOC Language
I will ask him how he likes to be communicated with
Let ’s look at more alternatives
I will take the first step.
I can control my own feelings
I can deliver the results
I ’ll get input from diverse sources
External LOC Language
He just doesn ’t listen to me
There ’s nothing I can do
Someone should take the first step.
He makes me so mad
They won ’t give me resources
They never like what we do or propose.
How we “frame it”

What Do You Focus On?
Internal
Locus of
Control
(ILOC)
Things you can control
Things you can ’ t control
External
Locus of
Control
(ELOC)
“ Everything has two handles, one by which it may be borne, another by which it cannot.
”
–Epictetus, Enchiridion
The “Pen dropping” story What is your Intention?

You will notice. . .
• how your thinking affects behavior.
• when you're being internal and when you ’ re being external and the same thing in others.
• yourself automatically responding with ILOC thoughts and talk. you feel more competent your external world will change you feel more response-able.
To see the world anew!

LOC survey
• http://highered.mcgrawhill.com/sites/0073381225/student_view0/chapt er2/self_assessment_2_4.html
• It will provide a score
• In-depth
• http://en.wikipedia.org/wiki/Locus_of_control

Lost Generation Video

Agenda and Overview
• Intro – Why
• Colors – Adapting to Others
• Taking Aurora from Good to Great
• Unconditional Responsibility – Locus of
Control
• Servant Leadership

The Servant as a Leader
~Robert Greenleaf
• “Do those served grow as persons?
• Do they while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
• A true natural servant reacts by listening first.
”

The Servant as a Leader
~ Robert Greenleaf
• Everything begins with the initiative of an individual
• What are you trying to do?
• Listening and understanding
• Acceptance and empathy
• Foresight: The central ethic of leadership
• Awareness & perception

The Servant as Leader
~ James Autry
The Five Ways of Being
• BE Authentic
• BE Vulnerable
• BE Accepting
• BE Present
• BE Useful

The Five Ways of Being
1. Be Authentic
•One hat
•Genuine
•Bona Fide
•The same at work, at play & at home
•Integrity even when painful
Servant Leadership - James Autry

The Five Ways of Being
2. Be Vulnerable
•Open
•Share yourself
•Show your passion
•Show your courage
•Be honest with your feelings
Servant Leadership - James Autry

The Five Ways of Being
3. Be Accepting
•More than approval
•Sense of inclusiveness
•Don ’ t be derailed by irrelevant issues
•Embrace creative conflict
•Receive willingly
Servant Leadership - James Autry

The Five Ways of Being
4. Be Present
•Doing two things at once is often being twice as inefficient at both
•Listen actively
•Be centered
•Being efficient is not the same as being effective
•Focused
Servant Leadership - James Autry

The Five Ways of Being
5. Be Useful
•Execute
•Be a resource to those around you
•Let go of Ego
•Do it with love
•Utility with purpose
Servant Leadership - James Autry

The Servant as Leader - Exercise
The Five Ways of Being
• BE Authentic
• BE Vulnerable
• BE Accepting
• BE Present
• BE Useful
In your teams, please tell stories where you have seen one of the Servant
Leadership Five Ways of
Being in practice in Aurora
Each team will report back to the whole group.

The Servant as Leader

The Servant as Leader
"If you want to be important -wonderful. If you want to be recognized -- wonderful. If you want to be great -- wonderful. But, recognize shall be your serva That's a new definition of greatness.
~ Martin Luther King Jr.

Session II Agenda
• Listening
• Mastering Conflict
• Emotional Intelligence

Session II Agenda
• Listening
• Mastering Conflict
• Emotional Intelligence
Reminder:
• Please take your Name Cards with you and bring them to your next session
• Please refer to the reminder email you received for
Date/Time/location of your next session
Thank you for your time, attention, and participation!