1. Leading for the Winning
Mind
Dave Smith
thebucksavage@gmail.com

2. Listen Selfishly
What does this mean to
me?

3. What’s the Secret to
Effective Organizations?
Focus on
Mission
&
People

4. Survey Says
Name
Position / Responsibilities
Strengths
Weaknesses

5. Two Reasons
for Failure
1. System Flaws
2. Leadership Flaws

6. Defining Dysfunctional Behavior
The road to success is often
difficult to identify but…
… the road to failure is easy to
recognize.

7. 10 Things That Will
Guarantee Failure
in Your
Organization

8. 10 Ways to Guarantee Failure
1. Lose trust of each other
2. Failure to communicate
3. Misuse of resources
4. Take no risks
5. Focus on the negative

9. 10 Ways to Guarantee Failure
6. Contempt (Disrespect) for others
7. Lose sight of the Mission (Vision)
8. Micromanagement
9. Avoid conflicts
- Fight fair
- Don't personalize
- Stick to current issue

10. 10 Ways to Guarantee Failure
10. Don't have fun
Others that made the list
11. Failure to provide resources
12. Unwillingness to change
13. Failure to deal with customers (internal / external)
14. Failure to define roles
15. Failure to stay flexible

11. 1. System Flaws
A. Mission
Unclear, confused
Undefined roles/responsibilities
Forgotten
Overly ambitious

12. 1. System Flaws
A. Mission
B.
C.
Unclear, confused
Undefined roles/responsibilities
Forgotten
Overly ambitious
Lack of Accountability
Silos (vertical & lateral)

13. The Problem with Systems
Systems develop their own goal
the instant they come into being
Intra-system goals become the
priority
Complex and rigid systems are
normally failing
Loose systems last longer and
work better!

14. 2. Leadership Flaws
Fails to Create and Nurture the
Proper “Climate”
Poor Communication Skills
Failure to Define Roles
Ignores Talent
Micro-manages

15. Deputy Kyle Dinkheller, 22
January 12, 1998 - Laurens CO, GA

17. What Happened?

18. Did His Organization
Fail Him?

19. You
What are your priorities?
 Your career
 The Mission of the organization
 The people who work for you
What would those who work for
you say about your priorities?

20. Make changes, shake things
up, question, think outside the
proverbial box, partner with
line, be the bond between line
and admin.
My favorite question; “Why are
we doing this?”
The organizational system and
the Monkey Mind.

21. Part I.
The Common
Denominators of
Successful
Organizations
What do successful
leaders and
organizations have in
common?

22. I.
II.
III.
IV.
V.
VI.
Leadership is not Left to Chance
Communal Spirit
A Synergistic System (Team)
Talent is the Key
Mission
The Human Factor

23. I.
Leadership is not
Left to Chance
Effective Leaders
Actually Work at
Their Craft

24. II.
Communal Spirit - How long
Communal Spirit
employees stay and how productive
they are is determined by the
relationship with their immediate
supervisors and the climate they are
exposed to on a daily basis.

25. In the book, First Break All the
Rules, the authors conclude
that “No matter what your
business the only way to
generate enduring profits is to
begin by building the kind of
work environment that attracts,
focuses, and keeps talented
employees.”

26. First, Break All the Rules
http://www.slideshare.net/alexgrech/fir

27. The #1 Goal, everyday, of all
supervisors, managers, and leaders in
any organization anywhere should be
to;
Create an Atmosphere of
TRUST
TRUST is the backbone of any
relationship!!!!

28. Technological advances - only tools
People are the engine and heart of
any organization (cliché - alert)
+65% of people leaving a job are
really leaving their managers’
Cost of losing experienced officer?
-1 ½ times the annual salary and good
will in and out of organization
Counterproductive if not “satisfied”

29. The Adam-Henry Test
Self-Evaluation
We Are All Leaders

30. Self Test
http://
electricpulp.com/guykawasaki/arse
/

31. “AH” Test #1
After talking to the alleged
adam henry, does the “target”
feel oppressed, humiliated, deenergized, or belittled by the
person? In particular, does the
target feel worse about him or
herself?

32. “AH” Test #2
Does the alleged adam henry
aim his or her venom at people
who are less powerful rather
than at those people who are
more powerful?

33. Good Boss
Bad Boss

34. http://
www.slideshare.net/Rypple/good
-boss-bad-boss

35. III.
A Synergetic System
(Effective Teams)
The Combined Effort is
Greater than its Parts

36. CEOs/Chiefs
 Establish and articulate the overall
Mission
 Exceptional communication skills
Management
 Establish strategies
 Communicate goals & objectives
Managers/Command
 Ensure strategies are carried out
 Recognize and manage talent
 Communication and patience

37. Supervisors/Sergeants
 Are the Coaches of performance
 Insure the performance of the
subordinates matches the goals
and expectations of the
organization
Leaders ?

38. The Silo Theory

39. http://lib.nu.edu.sa/uploads/m1/53.pdf

40. Team Concept
Allows for individual
achievement and utilization of
unique skills and interests
while accomplishing the
Mission
Sink or Swim together
The Unit itself
Team Leaders

41. Team Leader Level
Communication
If a decision by one unit will effect
another, it must be brought to the
attention of the other unit’s team
leader (manager) immediately
Discuss reason
Must be designed with the Mission in
mind
Be on the same page when it is
implemented

42. The 5 dysfunctions of a team Management Pre

43. IV.
Talent is the Key
Recognizing and Utilizing Talent
Within the TEAM Concept

44. “A true leader is the one
who has sense enough to
pick good men to do what
he wants done, and selfrestraint to keep from
meddling with them while
they do it.”
Theodore Roosevelt

45. V. Mission, Goals & &
Mission, purpose, goals
objectives, and Purpose
Objectives,are absolutely
essential for the individuals
and the work force as a
whole.

46. Without a Mission, Purpose, and
Direction, performance is left to
chance!
The Purpose and Mission of an
organization must be translated
into Objectives.
There must be acceptance &
buy-in. (How do you get that?)

47. VII.
Understand the
Human Factor
The Essence of
Organizational Success

48. Belief Systems
External Belief Systems
 God / Family / Mission (Life’s Meaning)
Internal Belief Systems
 Optimism vs. Pessimism (victim)
 Locus of Control
 Healthy Expectations
 Commitment to Team
 Relationships

50. Good habits/Bad habits

52. Skills & “Recall”
When you learn a skill, it is
organized in a motor program
divided into a “recall side”
where your body remembers
how to perform the skill…

53. Skills & “Recognition”
…the “recognition” side, where
the brain and body recognize
where and when to perform
the skill
What the result will be
And how you feel about it

54. Skills & “Beliefs”
NO MATTER HOW
WELL YOU ARE
TRAINED, IF YOU
THINK YOU’LL
LOSE YOU WILL

55. Cognitive Issues
Short Term Sensory
Stores
Short Term Memory
(Consciousness)
Long Term Memory
The Role of the

56. The Brain’s
Emotional
Gatekeeper
The Amygdala is the
Center for fear, anger,
aggression, affection
There is one in each
hemisphere

57. AMYGDALA
Receives and
Responds to
Stressors

60. Recognition Primed
Decisions
Focus is on the way we
assess the situation and
judge it familiar, not
compare options

61. Recognition Primed
Decisions
Courses of action are evaluated
by imagining how they will be
carried out, not analysis or
comparison

63. Recognition Primed
Decisions
Decisions are usually first workable
but not the best option…
satisficing
First option is usually workable!

66. 1.PHYSICAL EXERCISE

68. 1.PHYSICAL EXERCISE
2.MIND/BODY CALMING
• Autogenic breathing

78. HOMEWORK
Download Tactical Breather
Try it for two weeks
Teach it to your loved ones

79. 1.PHYSICAL EXERCISE
2.MIND/BODY CALMING

81. 1.PHYSICAL EXERCISE
2.MIND/BODY CALMING
3.VALUES RESOLUTION
Is it okay for good
people to kill bad
people?

82. Shame/Honor
v
Guilt
Bushido, Spartans, Middle Eastern
V
Western Guilt

83. 1.PHYSICAL EXERCISE
2.MIND/BODY CALMING
3.VALUES RESOLUTION
4.CRISIS REHEARSAL

85. We live by emotions
Rehearse and visualize the
tactical as well as the
emotional
Visualize winning!
Rehearse for the aftermath!

87. 1.PHYSICAL EXERCISE
2.MIND/BODY CALMING
3.VALUES RESOLUTION
4.CRISIS REHERSAL
5.POSITIVE SELF-TALK

88. 1.PHYSICAL EXERCISE
Would you be described
2.MIND/BODY CALMING
as…
3.VALUES RESOLUTION
4.CRISIS REHERSAL
… a Victim or Winner
5.POSITIVE SELF-TALK
… a Pessimist or Optimist

92. 6.SKILLS PRACTICE
-Skills are perishible!
-Artifact-free training!

95. 6.SKILLS PRACTICE
7.NEAR-REAL SIMULATIONS

96. 6.SKILLS PRACTICE
7.NEAR-REAL SIMULATIONS

97.  Attend to
6.SKILLS
PRACTICE
what’s important
7.NEAR-REAL SIMULATIONS
 Be aware of tunnel vision
 Don’t
let others control your
focus with words / attitudes

99. 6.SKILLS PRACTICE
7.NEAR-REAL SIMULATIONS
8.FOCUS CONTROL
9.COMMON SENSE

101. 6.SKILLS PRACTICE
7.NEAR-REAL SIMULATIONS
8.FOCUS CONTROL
9.COMMON SENSE
10.COURAGE

104. Why we fail
Simple Human Error

106. Why we fail
Simple human error
Inattentional Blindness

111. Why we fail
Inexperience

113. Why we fail
Inexperience
Reaction Time

116. Why we fail
Inexperience
Reaction Time
We can become predictable
to others

118. Why we fail
Others are unpredictable
Information, misinterpretation, or
miscommunication

120. Why we fail
Others are unpredictable
Information, misinterpretation, or
miscommunication
PANIC!

121. The Three
Elements of Panic!
I’m Trapped! (nowhere to run)
I’m Alone! (sense of isolation)
I Can’t Do This! (I’m helpless)

123. Is The
Archenemy
of Survival
-Ben Sherwood:
“The Survivors Club”

127. “Chicago Cubs Mental Ineptitude
Becoming Routine”
By
Carl Stine
(Featured Columnist) on June 19, 2010
As a lifelong Cubs fan, I am used to watching failure. From the infamous
Bartman ball, to being swept out of the playoffs by the Dodgers in 2008,
inability to win games has been a hallmark of Chicago Cubs baseball. This
season, however, has been even more difficult to watch than usual due to the
slew of mental errors and unforced mistakes.

128. Cubs' Comedy Of Errors
Results In 3-2 Loss To Giants
by Al Yellon
by Al Yellon
Mar 16, 2012 7:00 PM CD
Mar 16, 2012 7:00 PM CD

132. Why we fail
Poor Training or
Artifacts

133. Practice Makes
Permanent!!!

139. Why we fail
Poor Training or Artifacts
Simple lack of knowledge
Risk Thermostat gets set
by routine!

140. Police and the mythology of
RISK
Better equipment and
training are the variables
that matter.
We seek less and less risk in
our lives.
Veterans are at less risk

141. HOMO
PRUDENS
•ZERO RISK MAN
•SEEKS LOWER RISK
•A MYTH

142. •HOMO ALEATORIUS
•DICE SHOOTING, GAMBLER
•RISK TAKING IS GLORIFED
•LIFE IS UNCERTAIN
-GAMBLERS OUT OF
NECESSITY
-RISK IS PART OF
FULFILLMENT
-LIVE BY THE DANCE OF
RISK
THERMOSTATS

144. RISK
THERMOSTAT
Police and the
mythology of Risk
–Just don’t use the word
“ ROUTINE ” and we’ll be
okay
–We evaluate risk with

145. THE DANCE OF RISK
THE DANCE OF RISK
PROPENSITY
PROPENSITY
TO TAKE
TO TAKE
RISKS
RISKS
BALANCING
BALANCING
REWARDS
REWARDS
BEHAVIORS
BEHAVIORS
PERCEIVED
PERCEIVED
DANGER
DANGER
ACCIDENTS
ACCIDENTS

147. EXAMPLES OF RISK
COMPENSATION
THE 55 MILE LIMIT
THE 55 MILE LIMIT
THE AIRBAG EXPERIENCE
THE AIRBAG EXPERIENCE
SEATBELTS IN SCANDINAVIA
SEATBELTS IN SCANDINAVIA

149. UNDERSTANDING
UNDERSTANDING
RISK
RISK
VOLUNTARY V.
VOLUNTARY V.
INVOLUNTARY
INVOLUNTARY
– WE TOLERATE MUCH
– WE TOLERATE MUCH
MORE VOLUNTARY
MORE VOLUNTARY
REAL RISK V.
REAL RISK V.
PERCEIVED RISK

150. RESILANCE
Harden the Target!

151. Understanding Risk
DEALING WITH RISK
DEALING WITH RISK
RESILIANCE
– HARDEN THE TARGET
ANTICIPATION
– TRAINING
– EXPERIENCE
ANTICIPATION
•TRAINING
•EXPERIENCE
•WE LEARN FROM
OURS & OTHERS
WE LEARN FROM OURS AND OTHERS
– RITUALS NOT ROUTINES
•RITUALS
NOT
ROUTINES

152. UNTRAINED
PERCEIVED RISK
REAL RISK

153. TRAINED
PERCEIVED RISK
REAL RISK

154. DETRAINED BY ROUTINE
PERCEIVED RISK
REAL RISK

155. TRAINED
PERCEIVED RISK
REAL RISK

156. DETRAINED BY ROUTINE
PERCEIVED RISK
REAL RISK

157. ROUTINE

158. ROUTINE AS
TRAINER
IT IS INVISIBLE BY ITS NATURE
A REPETITION IS A REPETITION
IF I DO IT I LEARN IT
IF I DO IT A LOT, I LEARN IT WELL

159. ROUTINE AS
TRAINER
LEVELS OF LEARNING
–COGNITIVE
–ASSOCIATIVE
–AUTOMATIC
(A Habit)

160. How to break habits (from The Power of Habit
Duhigg) - YouTube

161. How the military uses habits by Charles
Duhigg
(author of The Power of Habit) - YouTube

164. Complacency KILLS

167. THE ROLE OF
ACCIDENTS
REINFORCE TRUE RISKS
MAKE THE JOB MORE
FULFILLING

169. THE ROLE OF
ACCIDENTS
MAY OR
MAY NOT
BE REAL

171. THE ROLE OF
ACCIDENTS
HELP US BY
INNOCULATION
THE ROLE OF THE TRAINER
– MAKE YOUR
REALISTIC
– MAKE YOUR
EMOTIONAL
– MAKE YOUR
ACCIDENTS
ACCIDENTS
ACCIDENTS SAFE

174. The Closer to the
Performance the
Feedback the Greater
the Effect!

176. MAXIMIZE YOUR
CHANCE
OPPORTUNITIES

177. LISTEN TO YOUR
LUCKY HUNCHES

178. EXPECT GOOD
FORTUNE

179. TURN YOUR BAD
LUCK INTO
GOOD

180. THE DANCE OF
RISK
PROPENSITY
TO TAKE
RISKS
REWARDS
BALANCING
BALANCING
BEHAVIORS
BEHAVIORS
PERCEIVED
DANGER
ACCIDENTS

182. Are the BEST
Antidote For
ROUTINE There Is!

183. We Defeat
Routine
By Creating
Rituals

184. David Lee Roth and his M and M’s

185. CREATE
YOUR OWN
PILOT’S
CHECKLIST

188. Maintaining
Optimism

189. Optimism:
-More
half full
than a glass
or half empty

190. Internal Belief
Systems
Optimists
Locus of Control
– Who controls your life and destiny?

192. Victim-Based
Thinking

193. “There are Two
Things I Hate!”

196. Victim-Based Thinking
Merging of personal and
professional roles
Hypersensitive to change
(change is an assault)

197. Victim-Based Thinking
Rigid/Inflexible
Believes control lies
with others

198. Victim-Based Thinking
Retaliate for perceived wrongs
Social isolation from most
others
(only a chosen few of “the good people”)
Grandiose sense of selfimportance

199. Victim-Based Thinking
Exaggerated perception of
own accomplishments
and worth
Sense of entitlement

200. Forgiveness
•Can you forgive others
who wrong you?
•Can you forgive
yourself when you
do wrong?

201. Understand
the Power of
Forgiveness…

202. Forgiveness
Gives You
Freedom!

205. Leadership for Optimal
Performance!!
Dave Smith
thebucksavage@gmail.com