arcelor mittal

Authentic Leadership

“Creating Greater Individual & Organizational Synergy”

Elfego Gomez III Adjunct FacultyDuke Corporate Education


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During the decade of the 1990s, a total of 230 companies (46%) disappeared from the Fortune 500.

From the Fortune 100 Global Firms in 1980, only 16 remain on that list today.

In 2006, 40 CEOs of the top 200 companies of the Fortune 500 were removed (fired) or asked to resign; 20% of the most powerful business leaders in the world.

Obviously neither size nor past success guarantees continued success.

2007 Study by Stewart Black Ph.D.

University of Michigan

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Even on the top of Mt. Everest, I was looking at the other mountains and thinking how to climb them.

Sir Edmund Hillary

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The higher you climb, the more your butt shows!Dennis Nally - Chairman, PricewaterhouseCoopers

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Leadership is what moves the human spirit forward. We dull our lives if we don’t view the challenge of leadership against a grand backdrop--a larger destiny.

David Oldfied Director of the Center for Creative Imagination

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Our OBJECTIVES

Examine the journey that has shaped our Authentic Leadership Style & personal brand

Share who we are as a person so we can be known as a Leader

Assess our Behavior Style and how it impacts our interactions and productivity

Provide and get feedback on our Leadership effectiveness

Through Leadership Challenges, provide a practice field for our leadership Effectiveness

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Our AGENDA

8:00-9:00ish Introductions, logistics and setting the stage

9:00-9:45ish Telling your story9:45-10:00ish BREAK10:00-11:15ish Feedback Setup & Leadership Challenge I

11:00-12:00 Behavior Styles12:00-1:00 LUNCH1:00- 2:15ish Behavior Styles continued2:15-2:30ish BREAK2:30-3:45ish Leadership Challenge II3:45-5:00ish Personal Branding

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In times of drastic change,

it is the learners

who will inherit the future.

The learned find themselves

equipped to live in a world

that no longer exists. Eric Hoffer

The Authentic Leader

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What does one do in a dynamic ever changing world, faced with

unexpected and seemingly insurmountable challenges?

THE AUTHENTIC LEADER

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The Learner Mindset - Only Learners Will Prevail

The basic rationale for learning organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel. ~ Peter Senge ~

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Organizations that are continually expanding their

capacity to create their future require a

fundamental shift of mind among their members.

The Learner Mindset - Only Learners Will Prevail

13THE AUTHENTIC LEADER

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Leaders need to:

• Engage curiosity

• Awaken passion

• Harness commitment

Toward completing the Mission


Storytelling

Leadership is autobiographical.If I don’t know your life story,

I don’t know a thing about you as a leader.

Noel TichyUniversity of Michigan


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Research shows that stories have more impact on

whether business people will believe information.

A story enhances belief and buy-in more than simple

straight data.

Likewise, storytelling is the oldest way to convey

values and ideals…they are intended to “teach.”


17Explain Organizational Change

Write Your Business Case as a Story If you’ve been charged with developing the case for a new project at your company, imagine you’re telling a story. The narrative starts, as all good ones do, with a problem. This is the business need you’re trying to solve. Then, identify the characters: the stakeholders who have the authority to approve or reject your business case; the beneficiaries who stand to gain from your proposal; and the subject-matter experts who will clarify how to solve the problem. Next you’ll consider alternatives for meeting the business need—different ways your story might play out. After making the best choice, you’ll create a very high-level project plan. This is the plot. Then estimate the costs and benefits to determine the return on investment (ROI), which is the satisfying end. Remember this isn’t a mystery novel—your story needs to be clear and easy to understand.

The Management Tip of the Day: Harvard Business Review August 28, 2013 Adapted from the HBR Guide to Building Your Business Case

Telling Your Story

Getting to Know You Through

the Five Senses–A favorite childhood smell memory–A sight that brings tears to your eyes–A favorite non-musical sound–To touch or feel something you have never

experienced before–A taste you dislike above all others

Leadership Recipes


Circles of Life

PastPresentFuture


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Setting Up Peer Feedback

GIVING FEEDBACK

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Research from the Center for Creative Leadership on “Encouraging the Heart”

4:1 Feedback PrincipleKepner - Tregoe

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Keys to Successful Feedback

24Behavior Versus Judgment

“Actions that we can see, hear, and

describe”

“Our interpretation of the behavior, or what we think

we know based on the behaviors or traits we see”

Behavior Judgment

25Which Statement is aJudgment or Behavioral?

John, I notice that you have arrived late to the last 3 staff meetings

John, I don’t like it that you don’t respect our staff meeting times.

When I mention things that I’d like you to improve on, you withdraw and change the subject.

When I mention things that I’d like you to improve on, you have an unpleasant attitude.

I heard that you were disrespectful to a customer today. Is that true?

I heard that you hung up on a customer today. Is that true?

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The SBI Method of Giving Feedback

2. Describe what you saw (the BEHAVIOR) and/or what you heard

3. This was the IMPACT on me; what I felt or thought and/or my perception of the impact on others or the environment

1. Give the SITUATION, when, where, what were we/you doing at the time

Examples of SBI Situation Behavior Impact Reflection

Anchor time or place

Observable action What I felt and/or thought

My perception of the impact on others, the task, the work environment

Why did I pay attention to this? What does it tell me about me?

Obs. #1

Monday morning small group discussion

You facilitated the group by getting responses from everyone and not from just the vocal members

I felt appreciated that I was allowed to talk uninterrupted. Appreciated the structure and organization

How frustrated I get when meetings are not planned well or run well. Chaos is very difficult for me.

Obs. #2

MBTI presentation

You shared clearly your frustration about how, as an Introvert, you are often discounted by Extroverts

I felt comfortable with how you disclosed your frustration

I noticed how this comment broke the silence and the classroom discussion was much more lively

I’m discounted in many of my meetings due to my quiet nature

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Examples of SBI Situation Behavior Impact Reflection

Obs. #3

Group decision making process

You raised the volume of your voice and twice interrupted Tim

I felt anxious and uncomfortable that I had to mimic your behavior if I wanted to be heard

The group seemed to follow your lead and use volume to be heard over each other

Obs. #4

During outdoor activities

You were noticeably quiet-said very little and looked down at the ground a lot.

I felt disappointed and sad. I missed your presence.

Obs #5

Organizational Change Discussion

You took out your Blackberry and was working with it during the presentation

I felt annoyed and wished that you would give the same undivided attention and input to the discussion that I was.

We need to hear from everyone on this topic and I feel the group missed your input

I don’t like it when others do not give the same effort and attention that I do, but does everyone have to behave just like me to get the job done?

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Receiving Feedback

1. Listen: Do not defend or explain

2. Acknowledge: Legitimate view of others

3. Check Understanding: Paraphrase

Leadership Challenge I

Behavior Style Profile

Understand My Style

and

Better Understand the Styles of Others

Source: Effectiveness Institute

Leadership Challenge II

Personal Branding – Who is the Authentic Leader in You?

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What would you do if you were Chilean miner

“Luis Urzau?”


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Insensitivity Coldness, AloofnessBetraying a Trust Overly AmbitiousOver-Managing Overly TacticalUnable to Handle Crisis Unable to Adapt to a BossOverly Dependent on a Mentor Poor Staff Selection

Morgan McCall, Jr

The Lessons of Experience

Executive Derailment - The Ten Fatal Flaws


39Who Am I . . .Core Values

Principled, Respectful Honest, Objective Quality

Focused

Define Objectives, Deliver on Commitments Measure Results, Accept Responsibility Identify

Key Drivers, Eliminate Excuses

Work Hard & Smart Keep It Simple, Have Fun

Sponsor People Development Optimize Strengths & Address Weaknesses Recognize

Success, Continuous Improvement

Includes Personal Relationships Work / Life Balance

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Answer the Questions…

Who are you - as an Authentic Leader?

and more importantly…

Why should someone work for you?

41Day End Reflections-”BFOs”

What were 1 or 2 insights or takeaways from today’s classroom sessions, discussions and activities?

So What makes those insights important to you, your enterprise, ArcelorMittal?

Now What will you do differently going forward to have greater impact?

The Challenge of Authentic Leadership

“Creating Greater Individual & Organizational Synergy”

Day 3

Elfego Gomez III Adjunct FacultyDuke Corporate Education


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Our OBJECTIVES

Examine the ArcelorMittal brand & Barrett team results

Create a future visions for ArcelorMittalDevelop crucial personal and organizational skills and experiences with ALP

Practice a coaching methodologySet the stage for future focussed personal growth and development

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Our AGENDA

8:00-9:15ish Reflections, Organizational Branding9:15-9:45ish Motivations & Barrett Results9:45-10:00ish BREAK10:00-11:15ish Barrett Results & The Future Vision Café

11:00-12:00 Action Learning Projects12:00-1:00 WORKING LUNCH – ALP continued1:00- 2:15ish Coaching for Success2:15-2:30ish BREAK2:30-3:45ish Leadership Challenge III3:45-5:00ish Peer Feedback & Development Plans

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From ME to WE

We need to move

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“Employee-centered” supervisors, who focused more on people and relationships, typically managed higher-producing units than “job-centered” supervisors, who ignored human issues, made decisions themselves and dictated to subordinates

Rensis Likert

University of Michigan

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Architect

Translator

Doer

The Authentic Leader

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Leadership appearsto be the art of getting others to want to do something you are convinced needs to be done.

The Pyramid Climbers – Vance Packard

Organizational Branding – Who are “You?”

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Clarify What Your Company Stands For

For your organization to be successful, you must be crystal clear about your brand essence – i.e. your brand’s essential, enduring value. When what you stand for is clearly expressed and delivered in everything you do, every day, you leave an indelible mark on people’s hearts and minds. If that’s not clear yet, ask yourself:

• What was the brand’s biggest accomplishment? • What will it be remembered for? • What did the brand leave unaccomplished? • Who would miss the brand if it was gone? Why?• What lessons can be learned from the brand’s life? • If the brand disappeared, what would take its place?

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Recruiting the Next Generation

To be best in breed....you represent the top of the game in what you do: ex. McKinsey, Nordstrom, Mary Kay, Navy SEALS

To find a “sanctuary“…your organization’s culture honors or represents something distinctively rare: ex. Work-life balance- REI, Ethical- Starbucks, Entrepreneurial- Apple, Environmentally Sustainable “Green”-New Belgium Brewing Company

To change the world...your organization can make a lasting contribution, to leave the world a better place: ex. EPA, Mayo Clinic, Save the Children....

To grow and learn…your organization offers the best environment for personal growth and life long learning: ex. Training & Development- Google (120 hours/year), Vanderbilt University (free tuition to employee children), Edward Jones (fully paid 1 year sabbaticals )

Others…

Why would great performers join your organization?

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Where are your Passions – more importantly – your people’s?

TRADITION: Standards; Discipline; Protocol; Chain of Command; Stability; Beliefs; Routines; Sacrifice

LEADING: Lead; Be #1; The Best; Energetic; Distinctive; Excel; Power; Succeed

CREATIVITY: Create; Harmony; Balance; Appreciate; Work/Balance; Time to Reenergize

KNOWLEDGE: Learn; Understand; Curious; Know; Deeper; Meaning; Wise; Intelligent; Analyze

RESULTS: Practical; Productive; Return on Investment; Useful; Earn; Invest; Bottom Line

PEOPLE: Help; Serve; Contribute; Teach; Coach; Humanity; Connect; Volunteer

54Motivations & Currencies

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“I don’t feel I am making a difference.”

“I don’t feel recognized for my contributions.”

“I don’t feel I am learning/growing enough.”

“I don’t feel I am a ‘fit’ with my colleagues.”

“I can make more money elsewhere.”

McKinsey & Company, The War on Talent

Why do talented people leave their jobs?

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What Makes a Great Place to Work?

Any company can be a Great Place to Work!

Our approach is based on the major findings of 20 years of

research - that trust between managers and employees is the

primary defining characteristic of the very best workplaces.

At the heart of our definition of a great place to work - a place

where employees "trust the people they work for, have pride in

what they do, and enjoy the people they work with" - is the idea that

a great workplace is measured by the quality of the three,

interconnected relationships that exist there: The relationship between employees and management. The relationship between employees and their jobs/company. The relationship between employees and other employees.

Great Places to Work Institute

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Do your people feel responsibility for the

organization’s performance?

”An OWNERSHIP Culture”

Why or why not…?

How do you create it?

The Barrett Team Assessment

A Practice Field for Leadership

5 Leadership Practices and 10 Behaviors

to support those practices

► Inspire a Shared Vision-Envision the future-Enlist others

►Challenge the Process -Search for Opportunities -Experiment & Take Risks

► Enable Others to Act-Foster Collaboration-Strengthen Others

► Model the Way-Set Examples-Plan Small Wins

► Encourage the Heart -Recognize Individual Contributions -Celebrate Accomplishments

The Leadership Challenge - Kouzes & Posner

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“Whenever you see a successful business, someone once made a courageous decision. The good decisions came from experience and experience came from bad decisions.”

Peter DruckerAuthor

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“Leadership is going beyond the predictable to making what is possible

Derek MathiesonChief Strategy Officer

Baker Hughes Incorporated

The Creative Café & Gallery Walk

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Café Conversations

What does one do to inspire a shared vision taking into account the results from the Barrett Team Assessment?

How are our competitors challenging the process in ways we are not ~or~ how are we creating innovate processes in countries outside South Africa?

In what ways can each of us enable the next generation of leaders to act?

Where and when are we the leadership of AcerlorMittal expected to model the way in our personal behaviors?

What are the currencies that encourage the heart of associates and customers within ArcelorMittal?

Action Learning Projects

The purpose of the Action Learning Projects

(ALP) is to closely link programme learning to

your work environment.

The objectives of the ALP are to:

• Deliver a high impact business-relevant

project for Standard Bank

• Direct application of learning to a problem

or an opportunity that exists within

Standard bank

• Practice team work and collaboration

• Apply knowledge

• Unlock potential to be creative and innovate

Change

Solutions Learning

Confidence

Critical mass of Leadership

Skills

• At Individual Level

• At Team Level

• At Organisational Level

The Purpose and Objective of the ALPs

Team Composition

67Rationale- Team composition

The following criteria were used to allocate delegates to teams, to allow for variety and optimal performance on the Action Learning projects:

Individual Team Type

Individual Personality Dimensions

Business Area

Current Role

Age

Gender

The teams were intentionally structured to complement each individual style, whilst to also allow room for certain incongruent dynamics to manifest which is ideal for stretch and learning.

68Teams

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Team 1

Cowhan Govender

Finance

Margaret Kubwalo-Chaika

PBB Malawi

Penny Bibby

Private Clients

AndrewRobertson,

Business Banking, Africa

TetiweJawuna

SBIS, SA

Oupa Masilela

GSS

Team 2

WarrenMoollan

SBIS,SA

Matthew Claxton

PBB Int

Deirdre Crous

HR

MukwandiChibesakunda

PBB Zambia

Simone Cooper

Business Banking, SA

EbrahimMatthews

Card

Team 3

TheunisDuvenhage

Customer Channel

AngelaMhlanga

SBFC

Nana Benneh

PBB Ghana

Alet Griesel

Risk , SA

Sue White

GSS

Nicholas Nkosi

Inclusive Banking, SA

Team 4

Mark Nemakonde

Risk, Africa

Baronice Hans

PBB Namibia

Nico Groenewald

Commercial Banking

Tiri Chitongo

SBIS, SA

Barbara Lee Bell

Finance

Team 5

EthelNyembe

Business Banking

Rika Gertenbach

IT

ChumaNwokocha

PBB Mozambique

Andrew Van Der Hoven

Personal Banking

William Thorp

PBB Int

Prepared for Client NameYour name here

Date

Role of the sponsor

70The Role of The SponsorSets the stage for the challenge

Clarifies the business imperative

Helps frame and scope the project

Sets expectations for the work of the team Supports the team

Is inspiring and motivating

Enables action/opens doors to additional resources if needed

Provides feedback, motivates, and encourages creative thinking

Reviews Output Reviews and provides feedback regarding the solution and

the implementation plan

In short, the role of the sponsor includes assisting the team in any way possible so that they can successfully achieve their goals.


DateDeliverables

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Guidelines:

Each of you will present your after action review on your Action Learning Project 16th of October 2014.

Submit your presentation two weeks prior to presentation

Timing for presentations:

Each team will have a time block of 60 minutes. The 60 minutes will be divided this way:

40 minutes to present your proposal to the EXCO. This will include your research and analysis of the topic area, your solution, how you propose implementation of the solution, the cost savings or additional revenue streams.

10 minutes to present how the team accomplished it, how you employed learning from Summit 1, 2 and 3, obstacles that you anticipated, obstacles that surprised you, etc. What were the learnings for the team, what the team did well and what you may have missed and what you would do differently.

10 minutes for questions and answers from your colleagues and senior leadership.

Presenting What You Did and What You Learned

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Please answer the following questions briefly and substantively What was your Business Challenge Project?

What were your goals?

What was your strategy?

To what degree did you achieve what you set out to achieve? (list quantitative success measurements and what you achieved)

What process/methods did you use to analyze and think through the goal, action steps and potential obstacles?

What became clearer to you as a result of practicing these steps?

What methodologies did you use to track milestone achievement and overall progress on your strategy?

What training/skill development did you have to acquire along the way?

What people processes did you bring to bear on your business challenge?

Presenting What You Did

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How did you communicate the strategy to the stakeholders in the outcome?

How well did you communicate with people involved before, during and after the implementation?

What milestones were critical to your strategy?

How did you celebrate progress/small wins along the way?

What training/skill development did you have to acquire along the way?

What people processes did you bring to bear on your business challenge?

How did you communicate the strategy to the stakeholders in the outcome?

How well did you communicate with people involved before, during and after the implementation?

What milestones were critical to your strategy?

How did you celebrate progress/small wins along the way?

Presenting What You Did

The Challenge of Leadership“Creating Greater Individual & Organizational Synergy”


Date

76Stafford Beer Model

Where We are GoingVision, strategy,

renewal and succession

What We DoAllocation and management

of resources, optimising performance

Who We ArePurpose, brand, values, norms, standards, etc.

If Absent:Short-termism, unlikely to achieve full potential, lack

of direction, etc

If Absent:Great ideas, no action!

Lack of available resources to implement, disappointed investors

If Absent:Lack of passion, displaced energy,

inappropriate behaviors

Source: Dr Peter Dudley 1999; Copyright Telos Partners Limited 2009

Nurturing Identity

Creating the Future

Managing the Present

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What do you want to get out of your experience as a member of this project/team?

What motivates you to do the best work you can?

What can I do to support you in getting what you want out of this experience?

What can I do to help create and maintain a climate of teamwork and trust?

What can I do to help you sharpen your talents and strengthen your skills to become a stronger team member?

What opportunities can I provide for you to assume greater responsibility or achieve greater visibility?

What do you like most about being part of this project/team?

What do you like least about being part of this project/team?

What actions would you have to see and/or what events would you have to experience for you honestly to say, “This was the best project/team I was ever a part of”?

What specific recommendations do you have about how we can improve the way we do our work on this project/team?

To provide the “Resources,”

Leaders: Ask Questions, Listen, and Take Advice

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Action Learning Projects Team Charter

Nurturing Identity:• Purpose: What’s our purpose as an Action Learning Team? • Values: What are my personal values? What are my team’s values?• Roles: What unique talents do we each bring to the table?• Norms: What behaviors will support our success?

Creating the Future:Vision: What’s our picture of success for our Action Learning Team?

Managing the Present:Resources: What questions do you need to be asking of each other (and your subordinates in the future)?

Deliverable: Write-up on flipchart

The Johari Window

Advocacy & Inquiry

80Johari Window

Known by Others

Unknown by Others

Unknown by Self

Known by Self

Unknown Area

Hidden Area

BlindArea/Spot

Open/FreeArea

81Johari Window

Known by Others

Unknown by Others

Open/FreeArea

Unknown by Self

Known by Self

Hidden Area

BlindArea/Spot

Ask

Tell

Self-Disclosure/Exposure

Fe

ed

ba

ck S

olic

itatio

n

Unknown Area

Source: Copyright design Alan Chapman 2001-4 based on Ingham and Luft's Johari Window concept.

82Johari Window

Known by Others

Unknown by Others

Open/FreeArea

Unknown by Self

Known by Self

Hidden Area

BlindArea/Spot

Ask

Tell

Self-Disclosure/Exposure

Fe

ed

ba

ck S

olic

itatio

n

Unknown Area

Source: Copyright design Alan Chapman 2001-4 based on Ingham and Luft's Johari Window concept.

Others’ ObservationsShared Discovery

Se

lf-D

isco

very

83Johari Window Activity

Open your journal and draw what you think your Johari Window looks like from your teams perspective?

–How do the people that are a part of your team see your window?

–How do you experience their windows?

Pair up with one of your colleagues:

–Check each other’s windows as drawn

Coaching for Success

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Coaching or Mentoring?

Coach:

Mentor:

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The ACS Coaching Model

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The ACS Coaching Model

ASSESS to get the fullest picture possible of the current reality and future development opportunities for the coachee; assess the person, his/her performance, and the context

CHALLENGE to create disequilibrium, an imbalance between current skills and demands that call on the coachee to move out of his/her comfort zone; challenge to stretch, to overcome obstacles, and examine options

SUPPORT to provide stability for the coachee’s development by maintaining motivation, accessing resources and strategies, celebrating small wins and managing setbacks, and creating a sustainable learning agenda

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Coaching – Critical Skills

Being Present and CuriousEstablishing Trust and Asking for Permission to Coach

Practicing Active Listening Asking Powerful Open-Ended Questions

Holding the Coachee Accountable to His/Her Agreements

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Powerful Questions

What are all the great questions you use to promote self discovery and facilitate learning?

Work with the individuals at your table to create your “top ten” list of questions….

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Types of Questions

FactualExplanatoryJustifyingLeadingHypotheticalAlternativeCoordinating

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Coaching and The Art of Listening

AcceptanceEmpathyGenuinenessNon-judgmentalPractice Curiosity

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Statements That Help Others Talk

EncouragingRe-statingReflectingAsking powerful questionsSummarizing

The Cave Rescue

Leadership Challenge III

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Coaching Activity

Refer to the situation you previously identified where you were in need of providing some coaching.

Partner A – Explain your challenging situation to your partner

Partner B – Coach your partner using the ACS model – Assess, Challenge and Support.

Partner C – Observe and record notes for feedback session

Conduct feedback (Coach, Coachee, Observer)

Switch roles – Conduct 3 rounds

Use Powerful Questions and Active Listening Skills

95Day End Reflections-”BFOs”

What were 1 or 2 insights or takeaways from today’s classroom sessions, discussions and activities?

So What makes those insights important to you, your enterprise, ArcelorMittal?

Now What will you do differently going forward to have greater impact?