LinkedIn emplea cookies para mejorar la funcionalidad y el rendimiento de nuestro sitio web, así como para ofrecer publicidad relevante. Si continúas navegando por ese sitio web, aceptas el uso de cookies. Consulta nuestras Condiciones de uso y nuestra Política de privacidad para más información.
LinkedIn emplea cookies para mejorar la funcionalidad y el rendimiento de nuestro sitio web, así como para ofrecer publicidad relevante. Si continúas navegando por ese sitio web, aceptas el uso de cookies. Consulta nuestra Política de privacidad y nuestras Condiciones de uso para más información.
Components of a Leader Leadership Team Building Diversity of Thought Recognize both Positive and Negative Behavior Negative One man show; works alone Collateral Damage: loss of employees Being coached but not listening Belittle the team Take Credit for everything No planning, just uses speed – just go faster Situational Awareness: Thought they were safe and got blindsided Short Term Gain for a Long Term Loss Day dreaming – Lose sight of the big picture Positive: Innovation: Jumped over cars; Other Leaders Coaching the Rookie
Trust Models PM Leadership Cars T Wright revc 2015
* Concept derived from an excerpt from Mr. Edward Jopson, Assistant Director, Assurance Integration Quality, Safety
and Mission Assurance MDS/QS Briefing
•Hold People Accountable
•Give them the Authority
•Provide them Access
•Allow them to take Action
•Goals & Objectives Alignment
Competimates & Partners Community
The Force Field of Trust is ALL encompassing
• Components of a Leader
– Team Building
– Diversity of Thought
• Recognize both Positive and Negative Behavior
– Ask yourself: what could the character have done differently to be more
– What effect did the character have on the team or individual?
– Is that behavior conducive to ensuring the employee has the “State of
Mind” to reach his/her highest potential?
This is the movie that I used as a training video for Leadership Development, Team
Building and Diversity of Thought
Need to AACT to Mitigate Risk
Source or Alternate Design
1. Don’t do anything you will regret and don’t regret anything you do. Think through your thoughts before you do or speak and do not try to change or rewrite
the past – focus on the future.
2. Incentive – the one word the whole world revolves around. If you want to know why someone did or said something, or is focused on something – find out
what is their incentive, on the average you can predict their next behavior
3. What gets measured gets done. Be mindful not to over specify what gets measured. Measure only what is significant in the process.
4. Sometimes you have to fire your boss. When the chemistry is not right – switch bosses. You invested a lot of time at your company, a change in bosses
could be a positive change in your life.
5. Attitude: you have a choice, choose it wisely – people are watching
6. Confidence: Have the confidence to do the right thing, especially when it not necessarily is the most popular thing to do
7. Passion – Give everything you do 110% no matter how menial the task, it will get noticed at all levels
8. Balance – keep a good balance with work, home and play – Like a fine tuned orchestra, there must be a balance of all the instruments in order to be in
9. Have Fun – People are more productive when they are happy – have fun while you are at work, you are there for 2/3 of your life.
10. Be whole with yourself – Count on yourself 100% and allow others to complement your talents
11. Negotiate, get a commitment and then hold people accountable -- period!
12. Before assessing something in detail, look at it from the ‘balcony” – 50,000 ft level --, get an idea what it should be and then review to ensure it flows and
nothing is left out
13. Don’t shoot the messenger. Reward bad news: you might not want to hear what people have to say, but listen even at the bad news – it may save you
14. Listen all the time, every word one says via mouth, emotions, body language, eye movement, actions – they tell all – focus on the message you would like
others to receive
15. Sometimes you have to make decisions on less than 100% of the information – assess the risks, mitigate them, make a decision and move on
16. Everything is relative. Keep your feet planted on the ground. When faced with a new situation, rely on the basics of your training and experience – take one
piece at a time.
17. Don’t be afraid to say “I don’t know”. Stick to the facts – remember, every time you attempt to communicate you are being judged – stick to the facts, you
can ruin a reputation – or gain a negative one with just a single misrepresentation
18. Push back if it does not pass the goofy test or add value – then offer an alternative solution. Engage in continuous improvement.
19. Just say NO – if you are overextended say no – it is your responsibility to ensure success – make sure your boss knows when he needs to address
20. No surprises to the boss – positive or negative
21. Communicate effectively, then state it again, after that, ask the employee to state back what they believe is their task to ensure proper communication has
22. Survival of the fittest -- If you do not have a little anxiety, you most likely are in your ‘comfort zone’ and deteriorating at your job or your industry - -you will
be replaced – keep learning & adapting to new situations.
23. Positive things happen to positive thinking people – Successful people like being around other successful people. Negative vibes repel those successful
people - -think positive
24. Paralysis by analysis – On the average, you make the same or better decisions in a blink than if you contemplate for hours or months. Give the time
commensurate with the level of Risk involved
25. Stay focused on your Vision, and Mission. Don’t try to be everything to everyone.
26. Give credit where credit is due – both good and bad.
Manager versus Leader:
• · The manager administers; the leader innovates.
• · The manager maintains; the leader develops.
• · The manager accepts reality; the leader investigates it.
• · The manager focuses on systems and structure; the leader focuses on
• · The manager relies on control; the leader inspires trust.
• · The manager has a short-range view; the leader has a long-range
• · The manager asks how and when; the leader asks what and why.
• · The manager has his or her eye always on the bottom line; the leader has
his or her eye on the horizon.
• · The manager accepts the status quo; the leader challenges it.
• · The manager is the classic good soldier; the leader is his or her own
• · The manager does things right; the leader does the right thing.
Traits of a Good LeaderCompiled by the Santa Clara University and the Tom Peters Group
• Honesty - Display sincerity, integrity, and candor in all your actions.
• Competent - Your actions should be fact-based on reason and moral principles.
• Forward-looking Set goals and have a vision of the future. The vision must be
owned throughout the organization. Effective leaders envision what they want and
how to get it.
• Inspiring - Display confidence in all that you do. Take charge when necessary.
• Intelligent - Read, study, and seek challenging assignments.
• Fair-minded - Show fair treatment to all people. Display empathy by being sensitive
to the feelings, values, interests, and well-being of others.
• Broad-minded - Seek out diversity.
• Courageous - Have the perseverance to accomplish a goal, regardless of the
seemingly insurmountable obstacles. Display a confident calmness when under
• Straightforward - Use sound judgment to make a good decisions at the right time.
• Imaginative - Make timely and appropriate changes in your thinking, plans, and
methods. Show creativity by thinking of new and better goals, ideas, and solutions to
problems. Be innovative!