Agenda
Part 1: Leadership as a Journey
Part 2: Discovery of your Authentic
Self
Part 3: The Empowering of Others
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Using The “Compass”
Values
Integrated
Life
What are my most
deeply held Values?
What Principles guide
my leadership?
What's my story? What are my
Strengths and Developmental
Needs?
Self
Awareness
How can I integrate
all aspects of my
life and find
fulfillment?
Motivations
Who are the people
I can count on to
guide and support
me along the way?
Support Team
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What motivates me?
How do I balance my
internal and external
motivations?
The “Buckets” of Life
Work and career
Family
World at
large
The same person
(Authentic You)
in each
environment
Ministry
Personal
Pursuits
Friends and Important
Relationships
Community
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Balanced Scorecard (Life)
To do work I love &
to have the resources
needed for life what
must I do, change,
improve
Family &
Personal
Mission,
Vision,
Goals
Community &
Ministry
Friends
To have the
quality of family &
relationships that I
desire what must I
do, change, improve
Objectives
Measures
Targets
Actions
Finance
Objectives
Measures
Targets
Actions
Career &
To
make my unique
contribution, add
value & make a
difference what must
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do, change,
improve
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Objectives
Measures
Targets
Actions
succeed & have
satisfaction in
all life dimensions
what must I do,
change, improve
To
Objectives
Measures
Targets
Actions
Personal
The Purpose of Your
Leadership
Question: What is our purpose in leading others?
VS
“Are you following the True North of your Compass or the
timetable of your Ego?”
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What We Want from our
Leaders
AMA Studies (Warren Schmidt – USC)
1987, 1997, 2007
Surveyed 1,500 managers, professionals, workers – 225 values,
characteristics & attitudes (15 categories).
Most frequent responses:
1)Integrity – truthful, trustworthy, have character & convictions
2)Competence – capable, productive and efficient
3)Leadership – inspiring, decisive, provide direction
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What We Want from our
Leaders
Follow up Study (Santa Clara University/TPG)
2001 -2008
Surveyed 15,000 managers and professionals/interviews
w/2,000 (20 item survey).
Characteristic
’87
’97
‘07
Honest
Forward Looking 62%
Inspiring
58%
Competent (technical)
(relational)
83%
71%
68%
67%
69%
87%
88%
76%
58%
77%
94%
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69%
89%
Characteristic Definitions
Honest – Worthy of Trust, truthful and ethical
Forward Looking – Sets and defines a vision,
encourages one to follow or align with the vision
Inspiring – dynamic, uplifting, enthusiastic, positive,
and optimistic
Competent – a balance of skilled abilities in
technical, business and relational area
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Credible Leaders Make
People Feel
Capable
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Leader Results
High Credibility
Low Credibility
Proud to tell others
Strong team spirit
Connect personal values
with those of the
organization
Feel attached and
committed - a sense of
ownership (“my company”)
Commitment mentality
Produce if rewarded or
watched
Motivated primarily by
money
“salute the flag” but don’t
honor it
Would bail under the right
conditions
Compliance mentality
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Your Leadership Purpose
Determining Your Leadership Purpose–
Individual/Group Activity
“Leadership is based on a spiritual quality; the
power to inspire others to follow…“
- Vince Lombardi
Take 5 minutes and answer the questions on page 15
individually, Then…
In your group discuss and share some of observations
and insights on all
four questions
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The Effectiveness of
Authentic Leaders
Develop
Shared
Purpose
Empower
Others to
Lead
Build
Influence
Through Style
& Power
Achieve
Awesome
Results
More responsibility &
Influence
Authentic Leadership
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Build Solid
Reputation
The Foundation of
Empowerment
Sharing
Life Stories
Learning from
People
Treating
Others as
Equals
Mutual
Being a
Good
Listener
Respect
What are some of the relational things leaders do to gain the
respect of their constituents?
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Empowering People to Lead
Empowering People– Individual/Group Activity
“Eighty percent of Success is just showing up…“
- Woody Allen
Take 10 minutes and answer the questions 1 & 2 on
page 16 individually, Then…
In your group discuss and share some of observations
and insights on both questions
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Empowering People
Lead
Faith
Alignment
around a mission
Stretching People
Challenging to Lead
Helping Teammates
Engaging People as People
Showing Up!
Skills of Empowerment
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to
Motivator Factors
Motivator Factors
Achievement
• Recognition
• Work Itself
• Responsibility
• Promotion
• Growth
•
Hygiene Factors
• Pay and Benefits
• Policy & Administration
• Relationships with coworkers
• Physical Environment
• Supervision
• Status
• Job Security
• Salary
• Working Conditions
Situaltional Leadership 2006 – Ocean
Consulting Group
Your Leadership Style
To optimize your leadership your particular style must come
from an authentic place
This calls for high self awareness and clarity about your values
and leadership purpose
Otherwise...
Your style will be shaped by other things (expectations of the
organization or the world systems)
This will lead away from authenticity and will not be
empowering to others
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What the heck is
Leadership Style?
“The set of behaviors
you use when trying to
influence people”
Your Life
Story
(Blanchard)
Your Passions &
Motivations
Your Use of
Power
Your Leadership
Purpose
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Your
Leadership
Style!
The Four Leadership Styles
Directing
Coaching
Point 1: We all have a favorite Style
Point 2: All contain a different
proportion of three variables:
1.Amount of Direction
2.Amount of Support
Supporting
Delegating
3.Amount of (follower) involvement in
decision making
Point 3: An effective leader is able
to use all four styles
Situational Leadership Model
Situaltional Leadership 2006 – Ocean
Consulting Group
Follower Involvement
Directing
Leader is in charge – makes all
decisions
Coaching
Follower is involved but leader
makes all decisions
Supporting
Leader listens, coaches and consults
– follower makes decision
Delegating
Follower decides all
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Development Level
Situaltional Leadership 2006 – Ocean
Consulting Group
22
Employee Competence
• Task Knowledge and Skills
(education, training, experience,
knowledge of the organization)
• Transferable Skills
(communication, time management,
efficiency, problem solving, reasoning,
etc)
Situaltional Leadership 2006 – Ocean
Consulting Group
23
Employee Commitment
• Motivation
(Interest in, and dedication to, the task)
• Confidence
(Self assuredness and ability to work
independently and self trust)
Situaltional Leadership 2006 – Ocean
Consulting Group
24
Development Level Comparison
Situaltional Leadership 2006 – Ocean
Consulting Group
25
Relationship of Leadership Style
to Development Level
Situaltional Leadership 2006 – Ocean
Consulting Group
26
Using Leadership Style
Appropriately
Leadership Style – Individual/Group Activity
“Its not just different strokes for different folks but
different strokes for the same folks depending on what
you want them to do…” - Ken Blanchard
Take 10 minutes and answer the questions on page 17
individually, Then…
In your group discuss and share some of observations
and insights on all questions
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Sources and Uses
of Power
Source of Power
Power Base
Position
(Provided by the Organization)
Personal
(Developed by the Leader)
Authority
Reward
Discipline
Influence/Effect
Compliance
Compliance
Resistance
Information
Commitment
Expertise
Commitment
Goodwill
Commitment
Scriptures
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Linking Style and Power
Leader’s Style
Directive
Coaching
Affiliative
Expert
Use of Power
Relationship
Dominating
Receptive
Dependent
Interdependent
Empathy
Interdependent
Knowledge
Scriptures
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Independent