15h00 three questions followers want their leaders to answer ccmg 28 august 2014

Contact Centre  Management Group
Contact Centre Management GroupContact Centre Association
THREE QUESTIONS FOLLOWERS 
WANT THEIR LEADERS TO ANSWER 
… before they give them their full support
1. What will you model to me? 
2. What is the destination? 
3. How will you engage me?
1. What will you model to me? 
Character 
Asking forgiveness (vulnerability) 
Getting back up from setbacks (resilience, tenacity) 
Hold yourself responsible for a higher standard than 
anybody else expects of you. Never excuse yourself. 
Never pity yourself. Be a hard master to yourself - and be 
lenient to everybody else. 
Henry Ward Beecher
1. What will you model to me? 
Character 
Walking away from temptations (moral strength) 
Recognition of others (humility) 
Willingness to stop and listen (empathy)
Nearly all men can stand adversity, 
but if you want to test a man's 
character, give him power 
– Abraham Lincoln
1. What will you model to me? 
Character 
Integrity 
Courage 
Personal mastery
The 3 questions represent 3 areas of leadership 
Leading self 
Character 
Leading change Leading others 
Competence Charisma
Leadership principles 
Leading self 
Authenticity: A leader cannot help others unless he shares himself openly and honestly. 
Passion: The leader does not only have to have a strong sense of responsibility, but 
passion for the cause. 
Self-regard: Positive self-regard is necessary for a leader in order to accept criticism, learn 
from it and continue leading with confidence. 
Character: Leadership involves many tests of courage, resilience and morality which 
makes strong character indispensable. 
Self-awareness: Self-awareness opens the door to effective communication and the 
leader’s ability to relate to others. 
Perseverance: Leadership disappears when we give up and emerges when we choose to 
persevere when others would have given up. 
Life balance: To sustain his energy and ability to focus, and to set a credible example, a 
leader needs to have good balance between the different areas of his life.
Leadership principles 
Leading change 
Adaptability: Effective leadership is more a consequence of the leader’s ability to adapt 
well to changes than a consequence of his knowledge or experience. 
Visionary thinking: The mental picture of a desired destination, big or small, sparks 
focused activities and worthwhile endeavours, which is why leaders’ first task is to imagine 
the ideal future. 
Strategic thinking: With the vision or goal in mind, leaders accept responsibility for the 
most effective way to achieve the vision or goal. 
Trend- and systems awareness: A big-picture view to spot trends early on and an 
understanding of the influences of systems and their relationships is needed for the 
strategic direction that the leader must give. 
Cultural awareness: In an age of globalisation and culturally diverse workplaces, sensitivity 
for differences is critical to the leader’s success in mobilising people as a community.
Leadership principles 
Leading others 
Building relationships: Leadership is by definition action in the context of relationships. To 
ignore relationships contradicts leadership whereas building them enhances teamwork. 
Being servant: By choosing to serve and not boss the team, the leader builds them up and 
collectively they grow to become better leaders in service of the organisation. 
Building trust: By being honest, open and consistent and by showing the willingness to 
trust the team, the leader lays a strong team foundation for the good, but especially bad 
times. 
Recognition: Leaders recognise people privately and publicly out of real appreciation for 
their contributions as well as personal qualities. 
Inspiring hope: Nothing is as damaging to an organisation as the negative attitudes of its 
people. It is the leader’s uppermost responsibility to inspire hope and create a positive 
climate.
The status of leadership 
Leading self 
Character 
10% 
70% 20% 
Leading change Leading others 
Competence Charisma
The need to shift our focus 
Strategy Culture 
Head and hand Heart and soul 
What and how Why and what for 
Change of processes 
and tools 
Change of heart and 
attitude
Expectations of leaders over time
Criteria and development focus 
OLD CRITERIA AND 
DEVELOPMENT FOCUS 
NEW CRITERIA AND 
DEVELOPMENT FOCUS 
Knowledge 
Experience 
Strategic and tactical skills in 
position of power 
Awareness 
Inner work 
(reflection and self-challenge) 
Context-sensitive leadership 
responses (use of inner wisdom) 
Advocacy 
Good for transactional 
environment 
Questioning and shared learning 
Needed for transformational 
environment
Societal changes 
From materialism and economic measurements to 
meaning and measuring of well-being 
“Imagine the current race to dominate the world 
economy being transformed into a race for well-being 
… Perhaps in 15 years we will have just as many 
experts studying emotional well-being as we have 
economists today.” 
“People are both body and spirit. The spiritual aspect 
of humanity is coming back to us” 
‘All businesspeople should ask: “What kind of emotional appeal, what kind of 
meaning, or which story are we selling? What dreams are we fulfilling?” The 
same applies to services... Anyone seeking success in the market of the 
future will have to be a storyteller.’
Deeper foundations for higher 
aspirations 
“The blind spot in current leaders’ 
thought is that they know all about 
what leaders do and how they do it - 
but not know about the source level, 
that is, the inner place or the state of 
awareness from which leaders and 
social systems operate.” 
- Otto Scharmer
Leadership is built on personal 
growth or else it is nothing but 
position (power), an ego-trip, and 
tactics
The inner growth path 
Otto Scharmer – U Theory
Answering followers’ three 
questions 
Can you show me 
the destination 
and how to get 
there? 
Is your life an 
example of 
character, 
integrity, courage 
and personal 
mastery? 
How am I to travel 
with you on this 
journey in a 
meaningful way?
The example of Mandela 
Surely, if we recognise leadership excellence 
in the person of Nelson Mandela, we should 
endeavour to look for and grow the qualities 
he lived and demonstrated. For organisations 
it is not a call to become more ‘touchy or 
feely’, but to responsibly address the context 
within which business decisions are taken and 
to ensure that these decisions accurately 
reflect the organisation’s heart, mind and soul, 
be this in its strategy, finance, marketing, 
technology and corporate social values.
Leadership development offering 
• ±18 month leadership development intervention 
(assessments, individual coaching and teamwork) 
• Executive coaching (contracting for 12 individual 
sessions) 
• 32 Leadership principles online development 
programme (www.newlead.co.za)
1 de 21

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15h00 three questions followers want their leaders to answer ccmg 28 august 2014

  • 1. THREE QUESTIONS FOLLOWERS WANT THEIR LEADERS TO ANSWER … before they give them their full support
  • 2. 1. What will you model to me? 2. What is the destination? 3. How will you engage me?
  • 3. 1. What will you model to me? Character Asking forgiveness (vulnerability) Getting back up from setbacks (resilience, tenacity) Hold yourself responsible for a higher standard than anybody else expects of you. Never excuse yourself. Never pity yourself. Be a hard master to yourself - and be lenient to everybody else. Henry Ward Beecher
  • 4. 1. What will you model to me? Character Walking away from temptations (moral strength) Recognition of others (humility) Willingness to stop and listen (empathy)
  • 5. Nearly all men can stand adversity, but if you want to test a man's character, give him power – Abraham Lincoln
  • 6. 1. What will you model to me? Character Integrity Courage Personal mastery
  • 7. The 3 questions represent 3 areas of leadership Leading self Character Leading change Leading others Competence Charisma
  • 8. Leadership principles Leading self Authenticity: A leader cannot help others unless he shares himself openly and honestly. Passion: The leader does not only have to have a strong sense of responsibility, but passion for the cause. Self-regard: Positive self-regard is necessary for a leader in order to accept criticism, learn from it and continue leading with confidence. Character: Leadership involves many tests of courage, resilience and morality which makes strong character indispensable. Self-awareness: Self-awareness opens the door to effective communication and the leader’s ability to relate to others. Perseverance: Leadership disappears when we give up and emerges when we choose to persevere when others would have given up. Life balance: To sustain his energy and ability to focus, and to set a credible example, a leader needs to have good balance between the different areas of his life.
  • 9. Leadership principles Leading change Adaptability: Effective leadership is more a consequence of the leader’s ability to adapt well to changes than a consequence of his knowledge or experience. Visionary thinking: The mental picture of a desired destination, big or small, sparks focused activities and worthwhile endeavours, which is why leaders’ first task is to imagine the ideal future. Strategic thinking: With the vision or goal in mind, leaders accept responsibility for the most effective way to achieve the vision or goal. Trend- and systems awareness: A big-picture view to spot trends early on and an understanding of the influences of systems and their relationships is needed for the strategic direction that the leader must give. Cultural awareness: In an age of globalisation and culturally diverse workplaces, sensitivity for differences is critical to the leader’s success in mobilising people as a community.
  • 10. Leadership principles Leading others Building relationships: Leadership is by definition action in the context of relationships. To ignore relationships contradicts leadership whereas building them enhances teamwork. Being servant: By choosing to serve and not boss the team, the leader builds them up and collectively they grow to become better leaders in service of the organisation. Building trust: By being honest, open and consistent and by showing the willingness to trust the team, the leader lays a strong team foundation for the good, but especially bad times. Recognition: Leaders recognise people privately and publicly out of real appreciation for their contributions as well as personal qualities. Inspiring hope: Nothing is as damaging to an organisation as the negative attitudes of its people. It is the leader’s uppermost responsibility to inspire hope and create a positive climate.
  • 11. The status of leadership Leading self Character 10% 70% 20% Leading change Leading others Competence Charisma
  • 12. The need to shift our focus Strategy Culture Head and hand Heart and soul What and how Why and what for Change of processes and tools Change of heart and attitude
  • 14. Criteria and development focus OLD CRITERIA AND DEVELOPMENT FOCUS NEW CRITERIA AND DEVELOPMENT FOCUS Knowledge Experience Strategic and tactical skills in position of power Awareness Inner work (reflection and self-challenge) Context-sensitive leadership responses (use of inner wisdom) Advocacy Good for transactional environment Questioning and shared learning Needed for transformational environment
  • 15. Societal changes From materialism and economic measurements to meaning and measuring of well-being “Imagine the current race to dominate the world economy being transformed into a race for well-being … Perhaps in 15 years we will have just as many experts studying emotional well-being as we have economists today.” “People are both body and spirit. The spiritual aspect of humanity is coming back to us” ‘All businesspeople should ask: “What kind of emotional appeal, what kind of meaning, or which story are we selling? What dreams are we fulfilling?” The same applies to services... Anyone seeking success in the market of the future will have to be a storyteller.’
  • 16. Deeper foundations for higher aspirations “The blind spot in current leaders’ thought is that they know all about what leaders do and how they do it - but not know about the source level, that is, the inner place or the state of awareness from which leaders and social systems operate.” - Otto Scharmer
  • 17. Leadership is built on personal growth or else it is nothing but position (power), an ego-trip, and tactics
  • 18. The inner growth path Otto Scharmer – U Theory
  • 19. Answering followers’ three questions Can you show me the destination and how to get there? Is your life an example of character, integrity, courage and personal mastery? How am I to travel with you on this journey in a meaningful way?
  • 20. The example of Mandela Surely, if we recognise leadership excellence in the person of Nelson Mandela, we should endeavour to look for and grow the qualities he lived and demonstrated. For organisations it is not a call to become more ‘touchy or feely’, but to responsibly address the context within which business decisions are taken and to ensure that these decisions accurately reflect the organisation’s heart, mind and soul, be this in its strategy, finance, marketing, technology and corporate social values.
  • 21. Leadership development offering • ±18 month leadership development intervention (assessments, individual coaching and teamwork) • Executive coaching (contracting for 12 individual sessions) • 32 Leadership principles online development programme (www.newlead.co.za)