– “Almost everyone thinks of changing [their projects], but no one thinks of changing [themselves].”
– Leo Tolstoy [edited]
– “The most intellectually verifiable need in business but at the same time the most empirically resisted fact.”
– Malcolm Muggeridge [edited paraphrase]

• RETHINKING & REFRAMING: Define Leadership in practical terms and provide a new framework for building and sustaining real leadership.
• PERSONAL & ORGANIZATIONAL: Enrich personal leadership and hardwire the organizational leadership-culture-performance connection.
• POTENTIAL & PERFORMANCE: Uncover hidden/ release trapped potential and provide a means to convert that potential into better performance.

Leadership-Culture-Performance
How senior leaders
want their managers/ staff to behave
(Intended Impact)
Behaviors managers/ staff say their leaders actually promote
(Actual Impact)
Management
Efficacy
Organizational
Performance
Competitive
Advantage
How people believe they are expected to behave in order to “fit in” the organization
Behaviors people see their leaders/ managers/ staff using
(Actual Impact)
From the eBook: CultureIMPACT! The Impact of Organizational Culture on the Efficacy of Management.

• Cause and Effect o Systems Premise: Management controls the system!!!
o Culture Premise: Leadership creates the culture!!!
Leadership
How senior leaders want their managers/ staff to behave (Intended
Impact)
Behaviors managers/ staff say their leaders actually promote (Actual
Impact)
How people believe they are expected to behave in order to “fit in” the organization
Behaviors people see their leaders/ managers/ staff using
(Actual Impact)

• Performance Connections: Kotter and Heskett study of 200 blue-chip enterprises in 22 industries over an
11 year period.
Category
Revenues
Work Force
Stock Price
Net Income
Constructive/Adaptive
682%
282%
901%
756%
Defensive/ Unadaptive
166%
36%
74%
1%

Leadership-Culture-Performance
o Berg & Karlsen; 2007.
o Hauschildt et al.; 2000.
o Standish Group; 1994, 2000, 2002, 2004, 2006 and 2009. o Zhang & Faerman; 2007.
o Tornatzky & Fleischer; 1990.
o Kumar; 2000.
o Roepke, Agarwal & Ferratt; 2000.
o Shore; 2005.
* Extracted from SERVANT-LEADERSHIP: AN EFFECTIVE MODEL FOR PROJECT MANAGEMENT by Kenneth N. Thompson © 2010

Leadership-Culture-Performance
o Berg & Karlsen; 2007.
o Hauschildt et al.; 2000.
o Standish Group; 1994, 2000, 2002, 2004, 2006 and 2009. o Zhang & Faerman; 2007.
o Tornatzky & Fleischer; 1990.
o Kumar; 2000.
o Roepke, Agarwal & Ferratt; 2000.
o Shore; 2005.
* Extracted from SERVANT-LEADERSHIP: AN EFFECTIVE MODEL FOR PROJECT MANAGEMENT by Kenneth N. Thompson © 2010

Leadership-Culture-Performance
R E A L
Leadership
How senior leaders want their managers/ staff to behave
(Intended Impact)
Behaviors managers/ staff say their leaders actually promote
(Actual Impact)
Management
Efficacy
Organizational
Performance
Competitive
Advantage
How people believe they are expected to behave in order to “fit in” the organization
Behaviors people see their leaders/ managers/ staff using
(Actual Impact)
From the eBook: CultureIMPACT! The Impact of Organizational Culture on the Efficacy of Management.

Role: Manager
Method: Promotion
Anchor: Position
Focus: Things/ Organization
Handle & Control
Actions
Upward & Outward
Movement
Focus: People/Organism
Anchor: Person
Method: Appointment
Role: Leader
Manage
Leader
Culture
P E R F O R M A N C E
Process
-ment
-ship
Result: To Achieve
Organizational Goals
Result or Product of
Actions
Purpose or Reason for Movement
Purpose: To Create or
Add Value for/ with
Others
“To manage, one must lead!” – W. Edwards Deming

Role: Manager
Method: Promotion
Anchor: Position
Focus: Things/ Organization
Handle & Control
Actions
Upward & Outward
Movement
Focus: People/Organism
Anchor: Person
Method: Appointment
Role: Leader
Manage
Leader
Culture
- - O R - -
Process
-ment
-ship
Result: To Achieve
Organizational Goals
Result or Product of
Actions
Purpose or Reason for Movement
Purpose: To Create or
Add Value for/ with
Others
CONFUSION!!!!

Role: Manager
Method: Promotion
Anchor: Position
Focus: Things/ Organization
Handle & Control
Actions
Upward & Outward
Movement
Focus: People/Organism
Anchor: Person
Method: Appointment
Role: Leader
Manage
Leader
Culture
- - V S - -
Process
-ment
-ship
Result: To Achieve
Organizational Goals
Result or Product of
Actions
Purpose or Reason for Movement
Purpose: To Create or
Add Value for/ with
Others
COMPETITION!!!!

• Lead:
To take with one…show the way
• Leader:
The person/ guide
• ‘-ship’:
State or condition of being | to appoint

• Lead:
To take with one…show the way
• Leader:
The person/ guide | passion; patience; suffering
• ‘-ship’:
State or condition of being | to appoint | to create

•
o Leaders-in-position o Entitled by virtue of promotion o Imagine they are followed
•
o Leaders-in-person o Earned by virtue of appointment o Really are followed
A Distinction with a Difference

• Too much focus on the short-term ; not enough on the long-term !
• Too much emphasis on the results ; not enough on the effort !

• Too much focus on the short-term ; not enough on the long-term !
• Too much emphasis on the results ; not enough on the effort !
• Too much focus on the organization ; not on the organism !
• Too much attention on the behaviors ; not enough on thinking !

• Expecting what we’re inspecting!
• Not surprising… o …falling on deaf ears!
o …imitating the imaginary!

OUR
REAL

Role: Manager
Method: Promotion
Anchor: Position
Focus: Things/ Organization
Handle & Control
Actions
Upward & Outward
Movement
Focus: People/Organism
Anchor: Person
Method: Appointment
Role: Leader
Manage
Leader
Culture
P E R F O R M A N C E
E X C E L L E N C E
Process
-ment
-ship
Result: To Achieve
Organizational Goals
Result or Product of
Actions
Purpose or Reason for Movement
Purpose: To Create or
Add Value for/ with
Others
ALTERNATIVE APPROACH!!!!

AND

Stimulus—Thought—Response

• They strive to be Effective
• They endeavor to do what is Right
• They possess high Personal Power
• They take Leadership Personally; then Publically
• They are Servants and Followers
• They convert Potential into Performance
• They routinely Sacrifice
• They realize that leadership is Perishable

• More Prescriptive than Restrictive* strategies to influence the thinking, behavior and performance of others o Personal strategies
• Envisioning – Defining Desired State vs. Delimiting (ID undesired State)
• Role Modeling – Exemplifying vs. Circumscribing/ Actively Avoiding o Interpersonal strategies / One-on-one interactions
• Mentoring – Active (Direction/ Promotes Learning) vs. Passive (Aimless/ Assumes Learning)
• Stimulating Thought | Challenging Assumptions & Encouraging Ideas – Lateral (New Ways/
Perspectives) vs. Vertical (Logical/ Rational)
• Referring | Stories, People, Events – Positive vs. Negative Referents
• Monitoring – By Excellence (Done Right) vs. By Exception (Done Wrong)
• Feedback – Positive (When Performing Well) vs. Negative (When Performance Deviates from
Standards) o Organizational strategies/ Using systems, structures and resources
• Reinforcing – [System produces] Reward vs. Punishment
• Influencing – Reciprocal (Increase through Exchange, Mutual Respect, or Participation) vs.
Unilateral (Decrease through Organizational Position, Authority or Exclusion)
• Creating a Setting | Structures for Growth/ Development – Facilitating vs. Constraining
A Real Leader is an effective leader!
* Leadership/Impact® Facilitators Guide, Human Synergistics International® -- Copyright © 2000

• First law of human nature: right & wrong
• Every decision we make places us in the direction of right or wrong based on 3 factors: o Motives (must be right/ pure) o Means (must justify themselves) o Ends (must be just)
• Real leadership is a great strength, but any strength abused becomes a weakness
A Real Leader is a right leader!
Robert Wood Johnson (Johnson & Johnson) “Life has an overall purpose. Men must judge their conduct, not merely in terms of personal gain or convenience, but also as right or wrong .” This is never more true than of the leader.

• No relation to hierarchy
• No self-appointed Leaders!
• High personal power (bottom up) o Expert o Referent o Prestige
• Balanced political power (inside out)
• Discretionary positional power (top down)
A Real Leader is appointed by those who choose to follow and is someone w/ HIGH PERSONAL POWER who knows how to exercise Positional and Political power judiciously!
AL GINI (Professor of Business Ethics, Loyola University) – “The term power comes from the Latin posse: to do, to be able, to change, to influence or effect. To have power is to possess the capacity to control or direct change. All forms of leadership must make use of power. The central issue of power in leadership is not Will it be used? But rather Will it be used wisely and well ?”

• Leadership is about self as much as it is about others.
• Stephen Covey clarified in habit #5 of The 7 Habits of
Highly Effective People: o The first component of Greek (Aristotelian) philosophy on rhetoric was credibility or ethical appeal (ETHOS).
• Maintain high standards of personal moral excellence o A private matter, as Dwight L. Moody quipped: “Character is what you are in the dark”
A Real Leader must be, as Carl Sandburg once said of
Abraham Lincoln, made of “steel and velvet…capable and vulnerable!”
Joelle K. Jay, Ph.D. - Personal leadership is the leadership of the self. It is the ability to define a direction for your leadership and life, and to move in that direction with consistency and clarity. When you practice personal leadership, you
“lead from the inside out.

• Leaders follow
• Followers serve
• Servants lead
The evidence is that the highest levels of performance are linked to servant leadership
, not command and control leadership. –
Dave Guerra
A Real Leader leads in direct proportion to their willingness and ability to carry the weight of those who choose to follow.
Sheri L. Dew (president and chief executive officer of the Deseret Book Company) “True leaders understand that leadership is not about them but about those they serve. It is not about exalting themselves but about lifting others up .”

To make our leadership a real ability (reality) is to convert our potential into performance.
• Potential; Leaders are born.
o Everyone has equal born-in leadership potential;
• Performance; Leaders are made. o Not everyone realizes that potential equally through made-in leadership performance.
• Conversion factor is “sacrifice”
A Real Leader recognizes their born-in leadership potential and converts that into made-in leadership performance!
Anne Frank – “Everyone has inside of him a piece of good news. The good news is that you don't know how great you can be! How much you can love! What you can accomplish! And what your potential is !”

• Sacer – Holy/ sacred | Facere – to make/ perform
• Literally:
…to surrender something of value as a means of gaining something more desirable or of preventing some wrong
A Real Leader has a sincere desire to serve others, before himself/herself, and is uniquely able to make the necessary sacrifices and transform…first personally and then organizationally.
Dr. Albert Schweitzer (Nobel Peace Prize 1952) – “Nothing of significance is accomplished without self-sacrifice and enthusiasm.” | Nelson Mandela (South Africa's first black president) – “Real leaders must be ready to sacrifice…”

• Leadership exerts or expends great energy and must be renewed to be improved and sustained over the long haul
• Renewal source can be found in those who choose to follow
• Refresh rate is daily (followers choose daily)
A Real Leader continually renews and improves their leadership!
Angie Morgan and Courtney Lynch on Leadership Development (Military.com) – “Leadership skills are perishable skills. If you do not practice leadership skills daily then you will lose them.”

• They strive to be Effective
• They endeavor to do what is Right
• They possess high Personal Power
• They take Leadership Personally; then Publically
• They are Servants and Followers
• They convert Potential into Performance
• They routinely Sacrifice
• They realize that leadership is Perishable

• How are we doing?
• How do we know?
• Do we care?
• Can we do something about it?

--Deming

…but we don’t take this education and use it to motivate us to change our thinking, expectations of outcomes, attitude, behavior or performance!”

• Leadership: o Becoming capable of leading and by the appointment of those who choose to follow… o Moving upward/ outward with passion, patience and suffering to create value for/ with others.
• Platform: o Particular policies and promises supporting a position of authority and/or authenticity, which o Becomes the basis of all actions and further provides the opportunity for periodic celebration and ongoing evaluation.

Framing
Foundation
Footing

Framing
Leadership Traits
Operational Imperatives
Managerial Properties
Foundation
Strategic Priorities
Guiding Principles
Goals & Objectives
Footing
Espoused Values
Assumptions
Vision & Mission

Support for others/ Approach to daily work…
Leadership Traits (Justice, Judgment, etc.)
Operational Imperatives (14 Points)
Managerial Properties (Profound Knowledge)
Goal/ Objectives: Create continual prosperity through…
Innovation from human capital
Improvement from structural capital
Growth from relational capital
Framing Enablers (Tactics):
• Assumptions & Values Alignment
• Change Prioritization & Objectives
• Action Planning & Implementation
• Management & Communication
Foundation Stabilizers (Strategy):
• Empowered by 11 Guiding
Principles
• Enabled by 3 Strategic Priorities
Vision/ Mission: I endeavor to be…
…a capable, enthusiastic & committed Servant Leader who continually moves upward & outward with passion, patience & perseverance to create/share extraordinary value for/with others.
Footing Hallmarks (Doctrine):
• Assumptions of Trust,
Personal Accountability and
Warning Signs
• Espoused Values

• Platforms are unique in design…as unique as the
Leader him/herself.

• Platforms are unique in design…as unique as the
Leader him/herself.
• Platforms are built by hand…your hand.

• Platforms are unique in design…as unique as the
Leader him/herself.
• Platforms are built by hand…your hand.
• Platforms are tested for strength…to carry weight.

Actual Impact: “the way you are actually impacting others” as revealed by strength-testing/ 360 degree feedback
INCONGRUENT
Intended
Impact: “the way you want to impact others” as defined by your blue-printed and built leadership platform
Foundation
Footing
Framing
Leadership Traits
Operational Imperatives
Managerial Properties
Strategic Priorities
Guiding Principles
Goals & Objectives
Espoused Values
Assumptions
Vision & Mission
INCONSISTENT
INCOHERENT

Actual Impact: “the way you are actually impacting others” as revealed by strength-testing/ 360 degree feedback
INCONGRUENT
Intended
Impact: “the way you want to impact others” as defined by your blue-printed and built leadership platform
Foundation
Footing
Framing
Leadership Traits
Operational Imperatives
Managerial Properties
Strategic Priorities
Guiding Principles
Goals & Objectives
Espoused Values
Assumptions
Vision & Mission
INCONSISTENT
INCOHERENT

Current Culture: “what’s expected of members around here” as revealed by strength -testing/
Culture Assessment
Ideal Culture: “what should be expected of members around here” as revealed through strength-testing/ Culture
Assessment
Framing Organizational Structures
HR Management Systems
Job Design/ Functions
Leadership Skills/ Qualities
Foundation Emergent Mission
Goals
Strategies
Policies
Footing Values
Managerial Philosophy
Experiences
Assumptions about others, work, etc.

Thinking Knowing
You cannot solve a problem from the same consciousness that created it. You must learn to see the world anew. – Albert Einstein
Performing Doing

Thinking Knowing
You cannot solve a problem from the same consciousness that created it. You must learn to see the world anew. – Albert Einstein
Performing Doing

Thinking Knowing
You cannot solve a problem from the same consciousness that created it. You must learn to see the world anew. – Albert Einstein
Performing Doing

Thinking
L Life-long
Learning
PLAN
Knowing
E
Excellence
ACT
DO
I Internal Locus of
Control
Performing
CHECK
F
Fulfillment
Doing

Thinking
L Life-long
Learning
PLAN
Knowing
E
Excellence
ACT
DO
I Internal Locus of
Control
Performing
CHECK
F
Fulfillment
Doing

Thinking
Excellence
Performing
Life-long
Learning Knowing
Fulfillment
I I Internal Locus of
Control
Doing

Bricks
Mortar

Defining and designing my leadership platform through Life-long Learning (i.e., thinking about and carefully blueprinting the design)—PLAN;
Emotional Connector: Knowing our strengths and weaknesses ( Awareness )
Performance Waypoint: Understanding how our thinking impacts our behavior/ performance, and how our behavior impacts others ( Learn )

Awareness helps us break free from Unconscious
Incompetence , leading to a state of Conscious
Incompetence (i.e., we know what we don’t know) and producing the potential to move from thinking to knowing .
The willingness to Learn is what actually gets us closer to being able to do something different and creating something new in ourselves when it comes to others, things or the interplay.

Unconscious Incompetence (we still don’t know that we don’t know what we don’t know).
Epitaph: “It might be just as offensive to be around a man who never changed his mind as one who never changed his clothes.” – Country Parson

Building and modifying my platform through an
Internal Locus of Control (i.e., documenting and updating the as-built; most likely an enhanced version of the original blueprint)—DO;
Emotional Connector: Accepting ourselves as we are now ( Acceptance )
Performance Waypoint: Deciding to improve ourselves
( Change )

The courage for Acceptance of what we learn about ourselves — of what is and isn’t working in our life — releases our potential (energy) for worthwhile Change , which must be carefully planned out (i.e., what to change, what to change to, and how/ where to start).
Result is Conscious Competence…a movement from knowing to doing .

• We overcome by… o Acknowledging and accepting all aspects of ourselves. Remember, the question is not:
• “Am I a good or bad person?” but rather
• “What is preventing me from being more effective, and what can I do to improve?” o Recognizing that our sense of self-worth is not connected to our current performance.
• We have intrinsic worth and value because we are a human beings
• Tying our self-worth to outside factors can limit your ability to make positive changes in yourself.

We overcome by…
• Maintaining high levels of dissatisfaction with the way things are; increases MOTIVATION
• Creating a clear vision of future potential; reduces
FRUSTRATION AND CONFUSION
• Holding a firm belief that change is possible and will leave us better off than where we are today: prevents
INDIFFERENCE AND WITHDRAWAL
• Outlining practical first steps to make the change a reality; reduces FALSE STARTS
• Ensuring these first 4 elements are greater than the
perceived cost of change; avoids REJECTION

Reasons (for not changing your mind) equal excuses, which safely secures Intentional Incompetence ...the conscious choice to remain incompetent rather than risk worthwhile change.
Epitaph: We are the best leadership-educated society in the history of business but we don't take information and use it to motivate us to change our behavior.

Validating my platform through Fulfillment activities
(i.e., strength-testing by evaluation and assessment)—
CHECK;
Emotional Connector: Committing to a plan around worthwhile changes ( Action )
Performance Waypoint: Monitoring our progress over time ( Grow )

Potential is fulfilled through taking Action on worthwhile change in the right way and for the right reasons (for the benefit of others), which produces a newfound capacity to Grow .
Action around worthwhile change is empowered by intrinsic motivation (i.e., having enough of the right reasons) to apply the right methods — enabling growth. Result is Unconscious Competence .

• Johann Wolfgang von Goethe: “Everybody wants to be somebody; nobody wants to grow.”
• A fixed mindset is one in which we view our talents and abilities as...well, fixed. o We are who you are, our intelligence and talents are fixed, and o Our fate is to go through life avoiding challenge and failure.
• A growth mindset on the other hand is one in which we see ourselves as fluid and adaptable.
o We are a work in progress. o Our fate is one of growth and opportunity.

Articulate Incompetence – more savvy, though less rational, arguments for remaining unchanged.
“The Disciplined Pursuit of Less” - Greg McKeown
Epitaph: “Little men with little minds and little imagination jog through life in little ruts, smugly resisting all changes that would jar their little worlds.” -
Marie Fraser

Leveraging my platform through Excellence in achievement (i.e., carrying the weight of those who chose to follow)—ACT;
Emotional Connector: Increasing personal effectiveness ( Achievement )
Performance Waypoint: Giving the best version of you away for and with others as Servant-Leader ( Lead )

Achievement in excellence produces excellence in
Achievement , which increases economies of scale, skill, and scope for much broader opportunity to Lead and create opportunities for performance improvements through the next iteration of the LIFEcycle.
Both increase our potential to cast a wider net for permanent, positive changes for others, and in the
World around us.

• Passion for Personal Excellence [not winning at all costs or perfection]
• Belief in Cause and Effect [the opposite of luck, fate, chance and magic]
• Belief in the Idea that Individual Efforts Count [selfset goal-getting, not just goal-setting]
• Moderate Risk Taking [small, incremental improvements; no stretch targets or BHAG’s – Big
Hairy Audacious Goals]
• Desire and Design for Feedback [from others and the system, regardless of form or delivery]

•
o Has the heart of a Servant and a Follower.
o Recognizes they are born w/ potential but made through performance.
o Strives to be effective and do what is right, knows when they aren’t, and makes the necessary adjustments to self-correct.
o Possesses high personal power.
o Takes leadership development personally; then publically.
o Routinely makes sacrifices in order to learn, change, grow and lead and to help others in the process.
o Continually renews/ improves their leadership so it doesn’t perish.
o Is always appointed by those who choose to follow.

Short-circuit our potential for improving performance and neglect the positive difference we can make in the World.
Epitaph: There once was a very cautious man, who never laughed or cried, he never cared, he never dared, he never dreamed or tried. And when one day he passed away, his life insurance was denied. For since he never really lived, they claimed he never died.

• Awareness helps us Learn and, through Acceptance , releases our potential (energy) for worthwhile Change !
• That potential is fulfilled by taking Action on worthwhile changes in the right way and for the right reasons (FOR
OTHERS), which allows us to really Grow .
• A passion for excellence in Achievement Offers US new openings to lead others in ways never before available.
• This newfound leadership elevates our awareness through meaningful feedback and presents more nonneutral opportunities to learn .

• Being appointed by others to Lead will be a natural consequence of becoming capable as a leader.
• Through your influence, others become more aware of their own potential, and through awareness learn, and by learning accept, and by acceptance, change...and so on.
• Through their influence, even more will be able to convert their own born-in leadership potential into made-in leadership performance.