WELCOME!
BUILDING A CULTURE OF
LEADERSHIP
The Academy for Advanced Leadership and Development
www.chairacademy.com
RATE THE CLIMATE IN YOUR ORGANIZATION
Comment (Rate 1 as low, 5 as high)
Leadership development and training is intentional
and comprehensive in my organization.
The right leaders are well positioned to facilitate
organizational success.
In general, return on investment more than justifies
our current leader development program.
Succession planning is alive and well in my
organization.
I am confident that we have the right people to
meet the needs of the organization in the future.
The culture of the organization supports risk taking
and allows for mistakes at some level.
Organizational standards, values, and expectations
are connected to leader development.
1 2 3
4 5 NA
BUILDING LEADERSHIP CULTURE
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Rate your leadership climate
Remember what leadership IS and is NOT!
The importance of WHO!
Assessing talent needs
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What to look for
What drives potential
Organizational leadership challenges
Leadership culture
Taking stock
Know what to look for
The WHO is YOU!
Develop the leaders around YOU!
Lead with honor
LEADERSHIP IS NOT A SOLO ENDEAVOR
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Identify the adaptive challenge(s)
Who is in charge?
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What to do?
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Clarify authority
Codify type of issue/problem
Connect to purpose
Classify strengths
Claim imperfection(s)
Declare core values
Commit to adaptive change
Conserve energy
FIRST WHO . . .
The right people ON the Bus
The right people in the right SEATS
The right people OFF the Bus
“ . . . Executives who ignited the transformations from
good to great did not first figure out where to drive
the bus and then get people to take it there. No, they
first got the right people on the bus (and the wrong
people off) . . . .”
Jim Collins, Good to Great
TAKING STOCK OF TALENT/NEEDS
FOCUS
Leadership
Assessment
METRICS
DEPARTMENT/TEAM
Tenure in Key Positions
EXEC
 < 1 Year
 1-3 Years
 4-6 Years
 > 6 Years
Diversity (%)
Gender, Age, Race, Nationality
Performance
 Excels
 Exceeds
 Meets Expectations
 Needs Help
Succession
Coverage
In House (Develop)
Development
Strategy
Experience
Mentor
Train
 Search Locally
 Search Nationally
INSTR
SVCS
ADMIN
OTH
WHAT TO LOOK FOR
Aspiration
Ability
Engagement
High Potential
Someone with the
recognized ability,
aspiration, and level
of engagement.
WHAT DRIVES POTENTIAL?
Key Drivers
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Job Experience
Organizational Culture
Training and Development
Manager
Support from Colleagues
“Not surprisingly, a rising leader’s chance of success is higher
when they are supported by the people around them and
pushed to grow.”
Chief HR Officer, Manufacturing Company
ORGANIZATIONAL LEADERSHIP CHALLENGES
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Lack of a clear vision or future direction
Conflicting behaviors: ask for one thing, reward another
Inadequate pool or pipeline for future leaders
Obsolete leadership competencies — failure to grow
competencies to meet challenges
Lack of organizational alignment
Lack of senior leadership unity
Inability to initiate and/or sustain change
TAKE STOCK OF YOUR SITUATION
Comment on YOUR Organization — does it apply?
My organization’s leaders do a good job of articulating a vision
and strategy for the future.
In general, I/we understand the role we can play in achieving
this vision.
In general, all levels of leadership are in sync with what senior
leaders emphasize and do.
Leaders at all levels are viewed as credible and honest.
My organization has made a formal commitment to
underscore the importance of leadership development.
Succession plans are in place and linked to recruitment,
training, evaluation, and advancement.
A leadership philosophy exists in my organization to help all
employees understand what is expected of them.
My organization uses core leadership attributes as the basis
for appraisals, feedback, and recognition.
Mission and strategy are aligned to support key priorities.
Management practices support new/emerging needs.
YES
NO
TAKE 10 AND REVIEW
What does your assessment reveal to you?
 What is/are your areas of greatest concern?
 What might you do to move things forward?
 Report back on your key observations.
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REMEMBER THE WHO IS YOU
What employers look for:
 Intellect
 Leadership Ability
 Integrity
 Likability
 Competence
 Courage
 Inner Strength
DISPEL THE MYTHS
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Position Myth
Destination Myth
Influence Myth
QUESTIONS
Inexperience Myth
Freedom Myth
Potential Myth
All-or-Nothing Myth
John Maxwell, The 360 ̊Leader
UP, DOWN, AND ALL AROUND
“Ninety-nine percent of all leadership occurs not
from the top but from the middle of an organization.”
John C. Maxwell, The 360 ̊ Leader
INVEST IN OTHERS
“The primary role of an organization in today’s society should be
to accelerate the capability building of its members so they can
create more value. Institutions that can do the most effective job
of building capability will create and capture value – the rest will
inevitably fall by the wayside.”
Hagel and Brown, The Only Sustainable Edge
DEVELOP THE LEADERS AROUND YOU
Assess Motivation
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What do they want/need?
Do they have a way to get it?
What does success look like?
Be a Good Listener
Develop a Plan
Give them Experience
Care to Confront
Coach, Mentor
“Grow a leader grow the organization.”
John Maxwell, Developing the Leaders Around You
BE A SERVANT
Servant Leaders
 Seek to serve others
 Can come from anywhere in the organization
 Recognize when courage is called for
 Speak truthfully
 Encourage others to live up to their potential
 Are colleagues we can depend on
 Naturally perform small acts of kindness
TRANSFORM THE CULTURE
Change is not a natural
organizational phenomena — it
requires an intentional process.
TRANSFORM THE CULTURE
REMEMBER ALIGNMENT
Personal
Alignment
Organizational
Alignment
LEAD WITH HONOR
Leading Yourself
Leading Others
Know Yourself
 Guard Your
Character
 Stay Positive
 Confront
Doubts/Fears
 Be Resilient
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Clarify/Build Culture
 Over Communicate
 Develop People
 Balance
Mission/People
 Build a Cohesive
Team
 Exploit Creativity
 Treasure Your Trials
 Free the Captives
Lee Ellis (Former POW), Leading with Honor
SUMMARY
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Leadership is not a solo endeavor, it is a social
discipline that involves a complex skill set.
COMMENTS
First WHO, then WHAT
Assess needs, explore
QUESTIONS
talent pool, PLAN ahead
Know what to look for
Consider your leadership culture
Embrace the principles of
servant leadership
Align your culture
REFLECT
Lead with honor
QUESTIONS? COMMENTS?
QUESTIONS
COMMENTS
REFLECTION
THANK
YOU!
REFLECTION
Record two or three ideas or issues that came out
of the discussion that were most meaningful to you.