Presented by Henry Lewis 12 June 2018

Transcription

1 Three Vi Voices on Leadership Presented by Henry Lewis 12 June 2018 Kicking things off Your presentertoday: today: Henry Lewis MBA PMP Principal of small software consulting firm for over 18 years Executive Project Manager and Global Instructor with IBM for 20 years Independent consultant, writer, and speaker Rules of play: Authenticandtransparent transparent, honest andencouraging Passionate desire for each of us to be inspired to new heights Something about ourselves 1

2 Where are we heading? Our Agenda: Kicking it off What is that something that leaders have? Our three voices today Looking back an ancient view What does true leadership look like? The challenge for each of us Let s think about leadership What makes a leader someone others will follow? What something is it that real leaders have that makes them the kind of person others are drawn to, that others will follow even when the going becomes difficult orthe road is nearly impossible? 2

3 Let s think about leadership What makes a leader someone others will follow? What something is it that real leaders have that makes them the kind of person others are drawn to, that others will follow even when the going becomes difficult orthe road is nearly impossible? The litmus test Here is a simple litmus test. t Have you created tdan atmosphere that draws others to want to join the magic of your group, or do they want to escape from it? True leaders nurture an atmosphere in which teams thrive and grow and do great things. 3

4 Consider this Here is a simple litmus test. t Have you created tdan atmosphere that draws others to want to join the magic of your group, or do they want to escape from it? True leaders nurture an atmosphere in which teams thrive and grow and do great things. How s it going? Our voices today The Wisdom of Teams By Jon R Katzenbach and Douglas K Smith 1993, 2003 Leadership Is an Art by Max DePree 1987, 2004 Start with Why and Leaders Eat Last by Simon Sinek 2009,

5 Something about people working together Katzenbach and Smith studied team dynamics for years. In their book The Wisdom of Teams they explore what they call the Team Performance Curve. Team structures are represented five ways: Working group Pseudo team Potential team Real team High performance team The ol working group Working group: This is a group for which there is no significant incremental performance need or opportunity that would require it to become a team. Part of a larger organization and perform df defined dfunctions. Also called a single leader unit. The Wisdom of Teams p.91 rformance Impact Pe Working group 100% working group Time Required 5

6 It s a pseudo team for a reason Pseudo team: This is a group for which there could be a significant, incremental performance need or opportunity, but it has not focused on collective performance and is not really trying to achieve it. The Wisdom of Teams p.91 rformance Impact Per Working group Pseudo team 100% working group Time Required All the potential in the world Potential team: This is a group for which there is a significant, incremental performance need, and that really is trying to improve performance impact. The Wisdom of Teams p.91 rformance Impact Per Working group Potential team 100% working group Pseudo team Time Required 6

7 Let s get real or you re gonna need a plan Real team: This is a small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable. The Wisdom of Teams p.92 rformance Impact Per Working group Pseudo team Potential team Real team 100% working group Time Required Fire up the engines and stand back High performance team: This is a group that meets all the conditions of real teams, and has members who are also deeply committed to one another s personal growth and success. That commitment usually transcends the team. The Wisdom of Teams p.92 Pe erformance Impact Working group Pseudo team Real team Potential team High Performance team 100% working group Time Required 7

8 Aiming for the stars with no limit in sight Extra ordinary team deliver performance well in excess of similar teams and far greater than reasonable expectations The members evolve a genuine, mutual concern for each other s personal well being that often transcends the life of the team. The Wisdom of Teams p.xxii Pe erformance Impact Working group Pseudo team Real team Potential team Time Required High Performance team 100% working group Take aways aways from Katzenbach and Smith [Katzenbach Smith] Simple focus on mission launches a team toward higher performance Adding clarity and structure continues the team s flight to increased performance Real leaders nurture an environment encouraging personal commitment among the team members Extra ordinary teams care deeply about each other and the results can be truly extraordinary Getting amazing things done 8

9 Living with ambiguity We don t grow by knowing all of the answers, but rather by living with the questions. Max DePree, Leadership is an Art, 2004, p 58 Living with each other We don t grow by knowing all of the answers, but rather by living with the questions. Max DePree, Leadership is an Art, 2004, p 58 Three of the key elements in the art of working together are how to deal with change, how to deal with conflict, and how to reach our potential. Max DePree, Leadership is an Art, 2004, p 59 9

10 Is it a contract or a covenant? The right to be needed The right to be involved The right to a covenantal relationship The right to understand The right to affect one s own destiny The right to be accountable The right to appeal The right to make a commitment Max DePree, Leadership is an Art, 2004, p Abandoning oneself to others The process of integration is simply py abandoning oneself to the strength of others, being vulnerable to what others can do better than we can. Max DePree, Leadership is an Art, 2004, p 89 Getting amazing things done 10

11 Giving space to each other The process of integration is simply py abandoning oneself to the strength of others, being vulnerable to what others can do better than we can. Max DePree, Leadership is an Art, 2004, p 89 We need to give each other space to give, to be ourselves, to exercise our diversity. Max DePree, Leadership is an Art, 2004, p Leaders, missions, and people Leadership is an art, something to be learned over time, not simply by reading books. Leadership is more tribal than scientific, more a weaving of relationships than amassing information. Max DePree, Leadership is an Art, 2004, p 3 Leadership is a condition of indebtedness. Max DePree, Leadership is an Art, 2004, p 68 11

12 Take aways aways from Max DePree [Katzenbach Smith] Simple focus on mission launches a team toward higher performance Adding clarity and structure continues the team s flight to increased performance Real leaders nurture an environment encouraging personal commitment among the team members Extra ordinary teams care deeply about each other and the results can be truly extraordinary [Max DePree] Living with ambiguity, the unknown, with change and conflict to be expected and normal Right to be needed, to be involved, to understand, to be accountable, to appeal, to affect one s own destiny Right to a covenantal relationship, to make a commitment; a weaving of relationships and a sense of indebtedness Abandoning oneself to the strength of others, being vulnerable, giving each other space to give, to be ourselves What s our motivation? TheGolden Circle Simon Sinek, Start with Why, 2009, p 37 WHAT 12

13 WHAT we sell and HOW we sell it TheGolden Circle Simon Sinek, Start with Why, 2009, p 37 HOW WHAT But WHY? TheGolden Circle Simon Sinek, Start with Why, 2009, p 37 WHY HOW WHAT 13

14 The heart of our motivation TheGolden Circle Simon Sinek, Start with Why, 2009, p 37 WHY HOW WHAT People don t buy the WHAT you do, they buy WHY you do it. Simon Sinek, Start with Why, 2009, p 41 The WHY impacts our lives Within each of us there is an inherent need to bl belong (Start with Why, p 53) Our need to belong draws us to products, causes, and companies that espouse our same values (Start with Why, p54) We are drawn to leaders and organizations that are good at communicating what they believe They inspire us. (Start with Why, p55) Great companies don t hire skilled people they inspire them. (Start with Why, p94) The role of the leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen. (Start with Why, p99) The WHY is the belief that drives the decision. (Start with Why, p124) 14

15 Leaders serve the needs of others What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people. Simon Sinek, Leaders Eat Last, 2014, p 83 Leaders care about other people s lives What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people. Simon Sinek, Leaders Eat Last, 2014, p 83 Every single employee is someone s son or daughter. Like a parent, a leader is responsible for their very precious lives. Simon Sinek, Leaders Eat Last, 2014, p 19 15

16 Take aways aways from Simon Sinek [Katzenbach Smith] Simple focus on mission launches a team toward higher performance Adding clarity and structure continues the team s flight to increased performance Real leaders nurture an environment encouraging personal commitment among the team members Extra ordinary teams care deeply about each other and the results can be truly extraordinary [Max DePree] Living with ambiguity, the unknown, with change and conflict to be expected and normal Right to be needed, to be involved, to understand, to be accountable, to appeal, to affect one s own destiny Right to a covenantal relationship, to make a commitment; a weaving of relationships and a sense of indebtedness Abandoning oneself to the strength of others, being vulnerable, giving each other space to give, to be ourselves [Simon Sinek] We have an inherent need to belong and are drawn to leaders that inspire us Real leaders create an environment in which great ideas can happen, with openness, authenticity and safety WHY is the belief that drives the decision; People don t buy the WHAT you do, they buy WHY you do it Good leaders spend their time and energy to support and protect their people; a deeply personal commitment Standing back and taking a look [Katzenbach Smith] Simple focus on mission launches a team toward higher performance Adding clarity and structure continues the team s flight to increased performance Real leaders nurture an environment encouraging personal commitment among the team members Extra ordinary teams care deeply about each other and the results can be truly extraordinary [Max DePree] Living with ambiguity, the unknown, with change and conflict to be expected and normal Right to be needed, to be involved, to understand, to be accountable, to appeal, to affect one s own destiny Right to a covenantal relationship, to make a commitment; a weaving of relationships and a sense of indebtedness Abandoning oneself to the strength of others, being vulnerable, giving each other space to give, to be ourselves [Simon Sinek] We have an inherent need to belong and are drawn to leaders that inspire us Real leaders create an environment in which great ideas can happen, with openness, authenticity and safety WHY is the belief that drives the decision; People don t buy the WHAT you do, they buy WHY you do it Good leaders spend their time and energy to support and protect their people; a deeply personal commitment 16

17 Jon R Katzenbach and Douglas K Smith [Extra ordinary team members] evolve a genuine, mutual concern for each other s personal well being that often transcends the life of the team. Katzenbach and Smith, Wisdom of Teams, 2003, p XXII Max DePree The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. Max DePree, Leadership is an Art, 2004, p 11 Getting amazing things done 17

18 Simon Sinek Every single employee is someone s son or daughter. Like a parent, a leader is responsible for their very precious lives. To treat people like family and not as mere employees. To sacrifice the numbers to save the people and not sacrifice the people to save the numbers. These are among the most stable, innovative and high performing companies in their industries. Simon Sinek, Leaders Eat Last, 2014, p The ancients A word from Lao Tzu The Chinese philosopher Lao Tzu 6th or 4th century BC, author of the Tao Te Ching, founder of philosophical Taoism 18

19 To be invisible As for the best leaders, the people do not notice their existence. To be held in esteem As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. Getting amazing things done 19

20 To be feared or hated As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate. To give others freedom to be As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate. When the best tleader s work is done, the people say, We did it ourselves. Lao Tzu Wisdom of Teams p

21 Ancient wisdom in today s world As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate. When the best leader s work is done, the people say, We did it ourselves. Lao Tzu Lao Tzu, our voices today, and a hotel in China To be invisible; to give others freedom to discover their potential Lao Tzu 21

22 Lao Tzu, our voices today, and a hotel in China To be Nurturing a invisible; genuine, mutual to give others concern for each freedom to other s personal discover their well being potential Katzenbach and Lao Tzu Smith Lao Tzu, our voices today, and a hotel in China To be Nurturing a Providing clarity invisible; to give others freedom to discover their potential Lao Tzu genuine, mutual concern for each other s personal well being Katzenbach and Smith of purpose in an atmosphere of gratitude; a servant leader putting others first DePree 22

23 Lao Tzu, our voices today, and a hotel in China To be Nurturing a Providing clarity Seeing others as very invisible; to give others freedom to discover their potential Lao Tzu genuine, mutual concern for each other s personal well being Katzenbach and Smith of purpose in an atmosphere of gratitude; a servant leader putting others first DePree precious lives like family. To sacrifice the numbers to save the people and not sacrifice the people to save the numbers Sinek What something special? What makes a leader someone others will follow? What something is it that real leaders have that makes them the kind of person others are drawn to, that others will follow even when the going becomes difficult or the road is nearly impossible? Getting amazing things done 23

24 What something special? What makes a leader someone others will follow? What something is it that real leaders have that makes them the kind of person others are drawn to, that others will follow even when the going becomes difficult or the road is nearly impossible? As leaders we must win their hearts As a leader what must I do? Speak Truth The leader speaks honestly and with genuine authenticity in every situation and fosters openness Focus on Mission The leader maintains focus on the objective throughout the many venues of each day Truly Care The leader truly cares about his/her people, demonstrating this through daily service, commitment, and sacrifice 24

25 The challenge for each of us What can we take away from these voices? Bibliography The Wisdom of Teams By Jon R Katzenbach and Douglas K Smith (orig.1993) 2003 Leadership Is an Art by Max DePree (orig.1987) 2004 Leadership Jazz by Max DePree 1992 Start with Why by Simon Sinek 2009 Leaders Eat Last by Simon Sinek 2014 Getting amazing things done 25

26 Henry points out leadership principles to getting things done that t result in amazing projects. For new and seasoned project managers. Henry highlights the impact of honesty, transparency, authenticity and care to build trust, to inspire them to be exceptional. Lead with grace and you will be rewarded beyond measure. Thomas Walenta, PgMP, PMP, PMI Fellow Germany Available on Amazon and through major retailers worldwide and at gettingamazingthingsdone.com Last things Getting amazing things done 26