ASIS Conference on May 18, 2011

1. ASIS Central Pennsylvania Chapter
Annual Seminar
Executive Development
for
The Security Professional:
A Leadership Seminar
May 20, 2011
8:00 AM to 3:30 PM
Hershey Country Club 1

2. ASIS Central Pennsylvania Chapter
Annual Seminar
SESSION NO. 2
“PERPETUATING the CULTIVATION of EXCELLENCE”
Presented by:
Barbush Enterprises
James Eugene Barbush
2

3. BARBUSH ENTERPRISES
with
James Eugene Barbush
Success Facilitator
Speaker
Leadership Developer/Trainer
3

4. The Focus
of
BARBUSH ENTERPRISES
OUR MOTTO is
“Building Leaders for Today's Success"
OUR OBJECTIVE is
“Building People Into Leaders They Are Destined To Be”
OUR OFFERINGS are
“Guaranteed to
INSPIRE Leaders, Management, and Project Teams, and thus
MOTIVATE Leaders in Ways to Boost Their Proven SUCCESS”
4

5. BARBUSH ENTERPRISES
We invest in people!
INVESTMENTS yield DIVIDENDS:
• Paid when we enable attendees
to further understand
who they are and what they are capable of doing
so they can fulfill passions and dreams.
• Paid when attendees determine the actions
to change their lives
the lives of those around them.
With investment and invigoration,
Attendees produce successful events
in their personal lives and in their careers,
further contributing to
their success and their employers.
5

6. POINT #1
THE CALL COMES IN
6

7. THE CALL
COMES IN
7

8. CRISIS LEADERSHIP
ARE YOU READY
For
QUICK RESPONSE?
Jan. 15, 2009,
Chesley B. Sullenberger III [ a 59 year old pilot ]
masterfully landed US Airways Flight 1549 on New York’s
Hudson River just minutes after takeoff from New York’s
LaGuardia Airport.
The passenger plane’s twin engines were disabled after it
struck a flock of Canada geese.
8

9. CRISIS LEADERSHIP
ARE YOU READY?
Toastmasters are students of leadership.
What can you teach us about
leadership in crisis situations?
A 3 minute pre-flight meeting
“I didn’t have time in
those incredibly intense 208 seconds from when our
airplane hit the birds until we landed in the Hudson River
to learn what I needed to learn.
I had to have already learned it. I had to have invested
the preparation, put in the hard work, and paid attention
for decades – during thousands of hours of flying time.
The same is true in many other areas of our lives,
including leadership. It’s a daily process.” 9

10. CRISIS
LEADERSHIP
ARE YOU READY?
ARE STAFF READY?
TO PROVIDE QUICK
RESPONSE 10

11. POINT #2
OVERVIEW
11

12. SESSION NO. 2
“PERPETUATING the CULTIVATION of EXCELLENCE”
A discussion for professionals who
want to lead - - - have to lead - - - or - - - wish they could just follow
but
find themselves in leadership.
Some managers may ask
„why lead when I can follow and stress less?‟
„am I more successful the more I tell others what to do?‟
This session will provide you with some fascinating insights :
1. Discovering your values and natural leadership talent
2. Determining the needs of others
3. Coaching staff through challenges
4. Garnering commitment from coworkers and colleagues
5. Achieving accountability while
6. Building trust
12

13. POINT #3
YOUR MISSION
13

14. YOUR ORGANIZATION’s MISSION
ASIS International, Chapter #79
(American Society For Industrial Security)
1. The Preeminent Organization For Security Professionals
2. Dedicated To Security Management
3. Advancing Security In Pennsylvania & Worldwide
4. Addressing Broad Security Interests
5. Publishing No. 1 Magazine in Security Industry
Security Management
http://www.securitymanagement.com/ 14

15. 15

16. 16

17. YOUR MISSION ON YOUR CAMPUS?
Does your mission statement give
Life Giving Reminders of Why We Need To Lead?
PROTECT the LIFE and PROPERTY of the CUSTOMERS we serve
in a manner consistent with the highest ideals within our industry
take advantage of SCIENTIFIC ADVANCEMENTS
which will help us succeed in that endeavour.
provide unsurpassed, personalized, quality MONITORING
Whether your security concerns are large or small
suit customer needs in all EMERGENCY situations
17

18. YOUR DEPARTMENT’S MISSION?
Does your mission statement give
Life Giving Reminders of Why We Need To Lead
On Our Campus
Reflect the seriousness of
what we are tasked with doing
in security and safety,
to affect staff
in accomplishing assignments?
18

19. BOOKS FROM
TREMENDOUS LIFE
FOR
BOOKS
LIFE LONG IN
LEARNING MECHANICSBURG, PA
YELL!!!
“DON’T
FORGET
THE
BOOKS!!!”
19

20. POINT #4
APPLICATION
TO
YOU AND OTHERS
20

21. OUR APPROACH IN THIS DISCUSSION
1ST YOU 2ND OTHERS
Whatever We Are Talking About
Should Be Considered
In The Context Of
1st APPLIED TO YOURSELF
2nd APPLIED TO OTHERS YOU ARE
CHARGED WITH LEADING
21

22. POINT #5
APPLICATION
OF
WORDS
22

23. AN EXCELLENT QUOTE TO CONSIDER
“Thank you for your willingness to
help us continue our JOURNEY
to become EFFECTIVE, THINKING LEADERS
in TODAY‟S Dynamic Business Environment.”
EFFECTIVE: adjective
1. adequate to accomplish a purpose
2. producing a deep or vivid impression
Stephen Hensley
Lead Security Guard
Highmark Data Center
ASIS Chapter 79 Program Chairperson 23

24. SESSION NO. 2:
“PERPETUATING THE CULTIVATION OF EXCELLENCE”
WHAT‟S IT MEAN?
WORDS DEFINITION ANTONYM
PERPETUATING ACTION KEEPING ALIVE PUTTING AN END TO
CONTINUING
the PROPOGATING
CULTIVATION ACTION TURNING THE SOIL NEGLECT
NUTURING
of PREPARING TO PLANT
EXCELLENCE CONDITION BRILLIANCE MEDOCRE
SUPERIORITY
24

25. POINT #6
CULTIVATING EXCELLENCE
25

26. SESSION NO. 2:
“A CULTURE OF EXCELLENCE”
CREATING
a Culture
of
EXCELLENCE
CHANGING
the World of Work
One Person at a Time
26

27. SESSION NO. 2:
“A CULTURE OF EXCELLENCE”
CREATING
a Culture
of
EXCELLENCE
CHANGING
the World of Work
One Person at a Time
27

28. CREATE a Culture of E X C E L L E N C E
CHANGING the World of Work One Person at a Time
Cultivate A Culture Of
INSPIRATION
That Leads To
MOTIVATION and EXCELLENCE
INSPIRE? EXPIRE?
EXAMPLE
Insurance Company Kick Off
28

29. BOOKS FROM
TREMENDOUS LIFE
FOR
BOOKS
LIFE LONG IN
LEARNING MECHANICSBURG, PA
YELL!!!
“DON’T
FORGET
THE
BOOKS!!!”
29

30. POINT #7
“Why Lead
When I Can Follow & Stress Less?”
want to lead - - - have to lead - - - wish to just follow
30

31. “Why Lead
When I Can Follow & Stress Less?”
want to lead - - - have to lead - - - wish to just follow
1ST YOU 2ND OTHERS
Look around at today‟s world ! ! ! !
YOU are desperately needed ! ! ! !
Can you ignore what is happening?
Like it or not
YOU are a player
YOU are involved
Accountability to yourself
if you are able and permitted to lead where you are. 31

32. “Why Lead
When I Can Follow & Stress Less?”
want to lead - - - have to lead - - - wish to just follow
1ST YOU 2ND OTHERS
WHAT IF
you just want to follow
and
SUDDENLY your leaders are removed?
What are you going to do?
Will you be prepared to survive?
Can you fulfill your Mission Statement?
An experience caused by others’ retirements
32

33. “Why Lead
When I Can Follow & Stress Less?”
MY EXPERIENCE
want to lead - - - have to lead - - - wish to just follow
….
MY EXPERIENCE….
• Leaders Retired. I and others remained.
Change continued. New leaders came and went.
• I RECOGNIZED THAT
Those who were with us started something that I liked.
They created an atmosphere that I was able to fit into.
NOW, THEY WERE GONE.
It Was Up To Me And Those Around Me
To Affect The Atmosphere Around Us
By Being Leaders by Default.
33

34. “Why Lead
When I Can Follow & Stress Less?”
want to lead - - - have to lead - - - wish to just follow
MY EXPERIENCE….
I told my co-workers:
The atmosphere was
not being cultivated for us
as it was.
We now had to cultivate
the atmosphere.
34

35. “Why Lead
When I Can Follow CStress Less?”
When Things & h a n g e
want to lead - - - have to lead - - - wish to just follow
Who will pick up THE MANTLE
of what was established by those gone by ?
THE MANTLE of
Cultivating The Atmosphere You Are In
To make
the atmosphere
what it should be and could be?
35

36. POINT #8
Discovering
your values and natural leadership talent
36

37. INSIGHTS FOR THIS DISCUSSION
1. Discovering your values and natural leadership talent
2. Determining the needs of others
3. Coaching staff through challenges
4. Garnering commitment from coworkers and colleagues
5. Achieving accountability
6. Building trust
37

38. “The Leadership Summit”
A Noted Presenter
Play to one’s strengths,
not their weaknesses 38

39. “A Must Read Book”
BUCKINGHAM’S
12 QUESTIONS
SELF-ANALYSIS
THAT LEADS TO
Great Personal
CHANGE
That influences others
39

40. The 12 Questions
“First, Break All The Rules”
By Marcus Buckingham
Your Self Analysis
A. WHAT DO I GIVE
B. WHAT DO I GET
C. HOW DO I BELONG
D. HOW DO I GROW
40

41. MEASURING
THE CORE ELEMENTS NEEDED
TO ATTRACT, FOCUS, & KEEP
THE MOST TALENTED EMPLOYEES
The 12 Questions
Adapted From “First, Break All The Rules”
• Expectations Of Me? GIVE
• What I Do Best? GIVE
• Recognition? GET
• Materials & Equipment? GET
• Concern For Me? BELONG
• My Opinions? BELONG
• My Job Important? BELONG
• Committed Co-Workers? BELONG
• Best Friend At Work? BELONG
• Interest In My Development? GROW
• My Progress At Work? GROW
• Learning And Growing? GROW
41

42. MEASURING
THE CORE ELEMENTS NEEDED
TO ATTRACT, FOCUS, & KEEP
THE MOST TALENTED EMPLOYEES
The 12 Questions
Adapted From “First, Break All The Rules”
YES ___ NO ___
1. Do I have the opportunity to do what I do best every day at work? GIVE
2. Do I know what is expected of me at work? GIVE
3. Have I received recognition or praise for doing good work in the last 7 days? GET
4. Do I have materials and equipment I need to do what I do best every day? GET
5. Does my supervisor, or someone at work, care about me as a person? BELONG
6. Do my opinions seem to count at work? BELONG
7. Does my company’s mission & purpose make me feel that my job is important? BELONG
8. Are my co-workers committed to doing quality work? BELONG
9. Do I have a best friend at work? BELONG
10. Has someone talked to me about my progress at work in the past 6 months? GROW
11. Is there someone at work who encourages my development? GROW
12. Have I had opportunities at work to learn and grow in the last year? GROW
42

43. MY STAIRWAY TO DISCOVERING MY
VALUES AND NATURAL TALENTS
DESTINY
SUCCESS
CATCH MY WAVE ADVENTURE
LEADING
SPEAKING
WRITING
READING
43

44. Discovering
Your Values and Natural Leadership Talent
EXPLORE - - TURN THE SOIL - - PLANT
Explore your/their passions
Explore your/their abilities
Explore with respect to your/their job
44

45. BOOKS FROM
TREMENDOUS LIFE
FOR
BOOKS
LIFE LONG IN
LEARNING MECHANICSBURG, PA
YELL!!!
“DON’T
FORGET
THE
BOOKS!!!”
45

46. POINT #9
Cultivating
Interaction
Between
Generations
46

47. 47

48. 48

49. Cultivating
Interaction Between Generations
Staying Relevant
Using Social Media
Learning New Technology
Wisdom Of The Older
Experience Of The Older
Energy Of The Younger
Initiative Of The Younger
Differing Values 49

50. WORKING TOGETHER WITH DIFFERENT GENERATIONS
How To Work Well With Different Generations Of People
Posted on 3/23/2008
http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm
A SON WORKING WITH DAD
This is my very first time when I have invested money in my dad’s
business.
I never liked his way of working or his attitude to the business but I
had no other options.
I was looking for some opportunities where I can invest and who
else can be better than my dad? I started investing but my
problem started since then.
His work culture, business ethics, passion, commitments, and
even communications were never compatible with me.
It was really hard to adjust with him.
50

51. WORKING TOGETHER WITH DIFFERENT GENERATIONS
How To Work Well With Different Generations Of People
Posted on 3/23/2008
http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm
YOUNG TECHIE AND OLDER “NO” TECHIE
I have a colleague from sales department who is around 60 to 65
years old.
I am a tech guy so everyone in office runs to me when they face
problems with their PC.
I am scared to see this guy near my desk as
he doesn’t understand what I say and
I really don’t understand what he speaks.
He even doesn’t know how to save a file, composing emails in
outlook and many more.
I feel it was easier to teach my 7 year old niece than this guy.
51

52. WORKING TOGETHER WITH DIFFERENT GENERATIONS
How To Work Well With Different Generations Of People
Posted on 3/23/2008
http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm
MY 7 YEAR OLD NEICE or AN OLDER MAN
My niece is just 7 years old,
She is always better to work with than any older guys.
The only problem I see when working with her is,
she wants to learn things faster and commits mistakes while going
so fast. At the same time she learns fast as well.
It helps me in working with her as I go with a lower expectation but
still it is not the same as working with people of my generation.
52

53. WORKING TOGETHER WITH DIFFERENT GENERATIONS
How To Work Well With Different Generations Of People
Posted on 3/23/2008
http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm
YOUNGER GEN WORKING WITH OLDER GEN
How can WE (who are the we?) get THE OVER 40s to see we can do the job
more effectively IF they would LET US do it in OUR WAY?
First, let them know you understand the old ways. Because If you always have an
innovative system and you fail their little quiz on the old system, you’re toast.
If you are 24 and your coworker is 41, you need to make sure he knows that you
know that his experience is an asset to you.
Example: A 26 year old department head with 30 direct reports who were all in their
30s and 40s did not heed this advice personally in those days, so his
nickname was “Punk-Boy Manager.”
It’s hard to wield authority with that label floating around the office.
GRATITUDE and RESPECT are what the over 40 group really wants.
53
You’ve got it made if you can fake that.

54. WORKING TOGETHER WITH DIFFERENT GENERATIONS
How To Work Well With Different Generations Of People
Posted on 3/23/2008
http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm
OLDER GEN WORKING WITH YOUNGER GEN
How can we get more productivity and work well with people under 20?
Wishing people to be like you is not a strategy.
You have to motivate the under 20s the way they grew up being motivated. INSPIRE?
They need to be always praised along the way to the goal.
• Celebrate the small victories on the road to their success and quit telling these
workers about 5 year plans; their plan in 5 years is to have another plan.
• Mostly likely, this plan will not involve you or your company (no offense).
Give them short, tight deadlines.
Make sure low-tech tools do not hinder your objectives.
If their home PC is twice as fast as their work PC, they have a crummy job.
And most important, they always want to do a good job and get a reward in the first
week. Make sure your system will allow that to happen (DO YOU AGREE?).
54

55. WORKING TOGETHER WITH DIFFERENT GENERATIONS
How To Work Well With Different Generations Of People
Posted on 3/23/2008
http://www.quotestreasury.com/Working-Together-with-Different-Generations.htm
What do we need to do to work more effectively with each
other as a team?
Get ourselves over! Recognize that people who grew up at different part of
history have a unique outlook and experience toward life.
• It’s always been that way and will continue.
• Though these differences seem a bit greater than those in the past, they are
in effect natural.
Dealing with generational diversity and understanding their differences is
critical to communication and success.
So, LETTING PEOPLE BE WHO AND WHAT THEY ARE and dealing with it is not new.
It’s always easy to say, “We were all young once” – but the truth is
we were not all young under the same circumstances.
55

56. INSIGHTS COVERED
1. THE CALL COMES IN LIFE LONG LEARNING
2. OVERVIEW
3. THE MISSION LIFE GIVING WORDS OF PURPOSE
4. CREATING A CULTURE APPLICATION TO YOU & OTHERS
5. APPLICATION OF WORDS DWELL ON DEFINITIONS
6. CULTIVATING EXCELLENCE ONE PERSON AT A TIME
7. WHY LEAD YOU ARE NEEDED. BY DEFAULT
8. DISCOVER VALUES & TALENTS SELF-ANALYSIS REQUIRES
9. CULTIVATING GENERATIONS WORK WITH DIFFERENCES
10.QUALITIES OF LEADERSHIP VIDEO NEXT
56

57. BOOKS FROM
TREMENDOUS LIFE
FOR
BOOKS
LIFE LONG IN
LEARNING MECHANICSBURG, PA
YELL!!!
“DON’T
FORGET
THE
BOOKS!!!”
57

58. 58
http://www.youtube.com/watch?v=UhxINyIZ454

59. EXCELLENCE IS NOT
AN ACT
EXCELLENCE IS
A HABIT
59

60. APPA 2010 PODCASTS
Moving Past Tragedy
Hear from individuals who were in the middle of some of the most historic
campus tragedies in the last 20 years.
Learn from how their wisdom and their leadership helped heal their
communities and spearhead the movement for the advancement in safety
on campuses throughout the world.
The link below will take you to the podcast::
http://www.appa.org/professionaldevelopment/APPA2010Podcasts.cfm
Dawson College
Donna Virraca, Communications Coordinator
APPA
1643 Prince Street
Alexandria, VA 22314
P: 703.684.1446, ext. 233
60

61. 61

62. CLOSING
THE CALL COMES IN
62

63. THE CALL
COMES IN
63

64. BARBUSH ENTERPRISES
with
James Eugene Barbush
Success Facilitator
Speaker
Leadership Developer/Trainer
64

65. The Focus
of
BARBUSH ENTERPRISES
OUR MOTTO is
“Building Leaders for Today's Success"
OUR OBJECTIVE is
“Building People Into Leaders They Are Destined To Be”
OUR OFFERINGS are
“Guaranteed to
INSPIRE Leaders, Management, and Project Teams, and thus
MOTIVATE Leaders in Ways to Boost Their Proven SUCCESS”
65

66. BARBUSH ENTERPRISES
We invest in people!
INVESTMENTS yield DIVIDENDS:
• Paid when we enable attendees
to further understand
who they are and what they are capable of doing
so they can fulfill passions and dreams.
• Paid when attendees determine the actions
to change their lives
the lives of those around them.
With investment and invigoration,
Attendees produce successful events
in their personal lives and in their careers,
further contributing to
their success and their employers.
66