1. The Leading from the Heart Workshop®
2009 Annual Concept Schools Conference

2. “Employees are
assets with feet.”
Press Release, Walker Information

3. About half of Human
Resource professionals
say they are seeing new
workers entering the
workforce lacking
overall professionalism,
written communication
skills, analytical skills, or
business knowledge.
SHRM: 2005 Future of the U.S.
Labor Pool Survey Report

4. By 2012, one out of
five workers will be
fifty-five years old
or older.
Source: Bureau of Labor Statistics

5. “Why Retention Should Become a Core Strategy Now”
Harvard Management Update, October 2003

6. “It may be time to
reconsider the ‘they
have no place else
to go’ strategy of
employee retention.”
“Why Retention Should Become a Core Strategy Now”
Harvard Management Update, October 2003

7. values-based
LEADERSHIP

8. Values-based leaders
enlist employees
by identifying
common interests
and showing them
how that shared
vision will satisfy
mutual needs.

9. 49
PERCENT
Less than
half of all U.S.
employees trust
their senior
leaders.
Source: Watson Wyatt’s WorkUSA 2006/2007 Survey

10. People join an organization.
They leave a manager.

11. Forget reality.
Perception drives
behavior.

12. “
WHAT WE FOUND IN
OUR INVESTIGATION OF
ADMIRED LEADERSHIP
KOUZES & POSNER
QUALITIES IS THAT MORE
The Leadership Challenge THAN ANYTHING, PEOPLE
WANT TO FOLLOW
LEADERS WHO ARE
CREDIBLE.”

13. !
!
!
!
!
!

15. values-based leaders:
1 Accept Challenges and
Take Risks
Risk seeking separates values-based
leaders from the yesteryear-theory
bureaucrats who sit around supervising
the work. Why is that important?
Leadership is proactive, as people can
only follow leaders who are moving.

16. risk
Verb: To do something despite danger;
to incur the chance of harm or loss
by taking an action.

17. Risk Takers
Some people respond to challenges that are
presented…
Risk Seekers
…while others seek out opportunities to
lead.

18. First, we weigh our chances of
success.
Next, we measure the importance of
success.
We also gauge how much control we
have in the outcome.
How we We assess our own skill.
assess risk
A values-based assessment should
determines override all other assessments of risk.
how we That is: does taking this risk
demonstrate your adherence to the
take risk.
organization’s values, or not?

19. Leaders prefer asking
for forgiveness rather
than begging for
permission.

20. “Each day brings you opportunities to raise
important questions, speak to higher values,
and surface unresolved conflicts. Every day
you have the chance to make a difference
in the lives of people around you.”
Ronald Heifetz, Leadership on the Line

21. Risk
Seeker

22. values-based leaders:
2 Master Both Listening
and Speaking
The way we communicate with our
employees impacts how workers
understand our messages, and what
actions, if any, they take in response.

23. “ The biggest problem
with leadership communication is
”
the that it has occurred.
—Boyd Clarke and Ron Crossland, The Leader’s Voice

24. Jargon
Jargon

25. J A R G O N

26. Industrial phrases,
buzzwords, and acronyms
are used as verbal
shorthand to streamline
communication among
colleagues.

27. “We need to meet our AMO in
order to satisfy NCLB.”

28. “The ADA for our at-risks
is twice as high as for
our GATEs.”

29. “We’re using integrated
curriculum to meet the
benchmark for instructional
minutes, but its messing
up our PTR.”

30. “What the…?”

31. why jargon?
Speakers sometimes invoke workplace
jargon to impress others, or to establish
their membership in an elite faction.
Some use jargon to exclude or
confuse others, or to mask their
own inexperience or lack of
knowledge.

32. JARGON
often includes euphemisms
used to substitute inoffensive
expressions for those
considered offensive.

33. These actions will
align our resources
with market needs and
adjust the size of our
infrastructure.
– DuPont CEO
announcing the elimination of 3,500 jobs

34. of employees are regularly confused about what their
20 percent colleagues are saying, but are too embarrassed to ask for
clarification
admitted using jargon deliberately—as a means
More than a third of either demonstrating control or gaining
credibility
found the use of jargon in office meetings both
40 percent
irritating and distracting
One
out of dismissed speakers using jargon as both pretentious and untrustworthy
ten
Source: Office Angels

35. A single voice.
A candid voice.
A genuine voice.
Your voice.

36. values-based leaders:
3 Live By The Values
They Profess
Now, since the onslaught of corporate
scandals, we conceive of business
leaders as justice-obstructing, debt-
hiding, earnings-overstating thieves who
use company funds to purchase personal
artwork and to put on lavish birthday
parties for family members.

37. “You will be confronted
with questions every day
that test your morals.
Think carefully, and for
your sake, do the right
thing, not the easy thing.”
- Dennis Kozlowski, speaking to
the St. Anselm College Class of 2002

38. “Ex-Tyco Chief
Executive Kozlowski
Sentenced to 8 to 25
Years”
Headline / Bloomberg.com / 09.19.2005

39. Strong Fundamental Values
“We must demand of ourselves
and of each other the highest
standards of individual and
corporate integrity. We
safeguard company assets. We
comply with all company
policies and laws.”
Source: The Tyco Guide to Ethical Conduct

40. “We safeguard company assets.”
Regency mahogany bookcase, c. 1810, $105,000
George I walnut arabesque tallcase clock, $113,750
Custom queen bed skirt, $4,995
Custom pillow, $2,665
Ascherberg grand piano, c. 1895, $77,000
Chandelier, Painted Iron, c. 1930, $32,500
Pair of Italian armchairs, c. 1780, $64,278
Persian rug, 20 feet by 14 feet, $191,250

41. “We’ve got this idea
that business means
anything goes.
”
R. Edward Freeman, Director
Olsson Center for Applied Ethics

42. Used-car salesperson…slick
Politician…dishonest
Personal injury lawyer…greedy
Insurance agent…pesky
Postal worker…postal

43. Business leader…fraud

44. Consistency between an
organization’s stated values
and its leaders’ actual behavior
is critical to credibility.

45. alignment
Once they feel aligned,
individuals can start envisioning
their place in supporting the
organization’s success.

46. When there is
discrepancy
between what leaders
say and what they do,
employees immediately
and rightly recognize
those leaders as frauds.

47. WHY BOTHER?
Eighty-two percent of workers
would rather earn less money at
an organization with ethical
business practices than receive
higher pay at a company with
questionable ethics.
LRN Ethics Study 2006

48. Employees are
searching for leaders
with integrity who prove
their credibility
continuously.

49. Prove yours!

50. values-based leaders:
4 Freely Give Away Their
Authority
Why the emphasis on giving away
authority? Giving authority to others
demonstrates trust in people. Trusted
employees are more effective, creative,
and satisfied. And a funny thing happens
when you trust people—they trust you
back!

51. “Hierarchy is an
organization with its face
toward the CEO and its ass
toward the customer.”
-Kjell A. Nordström and Jonas Ridderstråle
Funky Business

52. Giving away our authority is a
personal challenge. It involves
sharing influence, prestige,
and applause, while forcing us
to deal with our personal
insecurities.

53. Once you abandon
those concerns, you
will recognize
empowering others as
its own reward.

54. “But my employees
don’t want to be
empowered!”
Common Rebuttal

55. Gary Hamel
“The bottleneck
is at the top of
the bottle.”

56. Micromanaged
employees “live
down to” the
expectations set
for them, thereby
perfectly
conforming to the
micromanager’s
views of them.

57. SAT THEM FURTHER AWAY
SMILED AT THEM LESS
MADE LESS EYE CONTACT
WITH THEM
CALLED ON THEM LESS
CRITICIZED THEM MORE
GAVE THEM LESS TIME TO
ANSWER QUESTIONS
TEACHERS & WITHHELD PRAISE FOR
SUCCESSFUL ANSWERS
MICROMANAGERS
PRAISED THEM FOR
Researchers studied how teachers MARGINAL ANSWERS
behaved toward students for whom
DEMANDED LESS WORK
they had low expectations. They: FROM THEM

58. Leaders who consider
themselves effective
are less apt to micromanage
high
and more likely to set
expectations for their
employees.

59. values-based leaders:
5 Recognize the Best in
Others
Values-based leaders recognize that each
person’s talents are unique and that a
person’s best opportunity for growth is in
exploiting those strengths.

60. What prevents
our employees
from doing what
they do best?
Usually, our
emphasis on what
they do worst.

61. Gallup
survey
question:
! Strongly Agree
“At work do (20 percent)
you have the
opportunity to do
what you do best
every day?”

62. ! Strongly Agree
38 percent more likely to work in business units
with higher productivity
50 percent more likely to work in business units
with lower turnover
44 percent more likely to work in business units
with high customer satisfaction scores
Source: Now, Discover Your Strengths Marcus
Buckingham and Donald Clifton

63. When we force our
employees to strive for
proficiency in
everything, we miss the
opportunity for them to
achieve greatness
or mastery in something—
in the one area where they
may, indeed, achieve just
that.

64. Identifying each person’s strongest
talents permits everyone the
opportunity to contribute what they do
BEST.

65. jeff bezos@amazon.com
“I’d rather interview 50 people
and not hire anyone than hire
the wrong person.”

66. values-based leaders:
6 Have a Vision and Convince
Others To Share it
We often describe children as having
wild or active imaginations. The best
leaders never outgrow their
imaginative gift.

67. “The age-old secret to
generating buy-in is to
strategically design, target, and
deliver a story that projects a
positive future.”
Mark S. Walton
Generating Buy-In: Mastering the Language of Leadership

68. Good leaders
have a vision.
They hold in Have a
their minds
pictures of Vision
what is
possible.

69. Great leaders
convince
Convince others to share
Others to their vision by
articulating it in
Share It memorable and
inspirational
ways.

70. Old story:
Two stonemasons are
working on the same
project. An observer
asks, “What are you
doing?”
The first stonemason
replies: “I’m cutting stone.”
The second stonemason
replies: “I’m building a great
cathedral.”

71. “If you want to build a ship, don’t drum up
people to collect wood and don’t assign them
tasks and work, but rather teach them to long
for the endless immensity of the sea.”

72. Churchill
“Before you can inspire
with emotion, you must
be swamped with it
yourself. Before you can
move their tears, your
own must flow. To
convince them, you
must yourself believe.”

73. I N S P I R E

74. vital
SIX
integrities
! Accept challenges and take risks
! Master both listening and speaking
! Live by the values they profess
! Freely give away their authority
! Recognize the best in others
! Have a vision and convince others
to share it
values-based leadership

75. leadership
is a craft, with the
best practitioners
guided by their
values

76. The Leading from the Heart Workshop®
2009 Annual Concept Schools Conference