Contemporary Leadership Issues

Leaders set the vision and strategy.

Managers interpret the vision and implement the strategy.

Leaders influence individuals and/or groups to achieve goals and results.

Managers provide structure and a system to obtain results.

Leadership vs Management

Leaders-Setting a Direction-Aligning People-Motivating and Inspiring People

Managers-Planning and Budgeting-Organizing and Staffing-Controlling and Problem Solving

The Five Practices of Exemplary Leadership®

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

Model the Way

• Clarify values by finding your voice and affirming shared ideals.

• Set the example by aligning actions with shared values.

Inspire a Shared Vision

• Envision the future by imagining exciting and ennobling possibilities.

• Enlist others in a common vision by appealing to shared aspirations.

Challenge the Process

• Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.

• Experiment and take risks by constantly generating small wins and learning from experience.

Enable Others To Act

n Foster collaboration by building trust and facilitating relationships.

n Strengthen others by increasing self-determination and developing competence.

Encourage the Heart

• Recognize contributions by showing appreciation for individual excellence.

• Celebrate the values and victories by creating a spirit of community.

Credibility is the foundation on which leadership is built

Credibility

Leadership

How does working for a credible leader affect employees?

What difference does it make?

4 Most Commonly Cited Elements of Leader Credibility

[1] Honesty

[2] Forward-looking

[3] Competent

[4] Inspiring

Honesty

Ethical Authentic Integrity Truthful Principled Character Trustworthy

DWYSYWDDWYSYWD

Do what you say you will do…

“Choose accountability over popularity”

The Five Temptations of the CEO

Leadership is a process of discovery…

~ one of the first steps in becoming a credible leader is discovering what your core values are

How does having a strong sense of your core personal values make you a better leader?

• The nature of your values

Values are critical in developing credibility

• How well you know your own values

• The extent to which others understand your values

• The degree to which your actions align with your values

A strong sense of your core values helps you to be ‘inspiring’

…that which compels you, makes you compelling

What compels you?

The paradox and challenge of credibility

Credibility can be hard to earn, but easy to lose

You can work for years to establish credibility, and lose it in an instant

Gaining credibility: What should be the first step?

[1] demonstrate a willingness early on to connect with your employees

shows that you have an interest in them as individuals

provides them the opportunity to assess your character and your trustworthiness

gives you the opportunity to informally share some information about yourself

Gaining credibility: What should be the second step?

As a leader, it is good to have built up “idiosyncratic credibility credits” with ees

“Idiosyncratic credibility credits” provide us with a ‘buffer’ for those times when we falter or make mistakes

[2] establish competence in some realm

If you do not yet have ‘technical’ competence, focus on competencies in other realms that you do have now

Find ways to convey competence without being arrogant but do not downplay your accomplishments

If we falter, are we lost?

Steps for regaining credibility

1. Acknowledge mistake immediately2. Be accountable; don’t blame others3. Be forthcoming with why you made the decision

you did, or acted the way you did4. Invite ees to share how they feel about what

happened, what effect it had on them5. State what you learned from the situation6. State clearly what you will do different in the future

The Art of the Apology

Say you are sorry and mean it

The Apology Pathology

drive-by apology

reciprocal apology

condescension apology

qualifier apology

passive apology

Source: http://www.poynter.org/how-tos/leadership-management/what-great-bosses-know/71124/the-pathology-of-apology/