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How to be an authentic leader
This document is a presentation on authentic leadership given by Stan Garfield on March 12, 2008. It discusses the attributes of authentic leaders, such as establishing core values and principles, communicating an inspiring vision, and empowering others through listening and support. Authentic leaders are described as treating others with respect, honesty, and fairness. Examples of authentic leaders in various fields are provided, including business, politics, sports, and military. The document emphasizes the importance of knowing oneself, acting with integrity, treating people well, communicating openly, sharing knowledge, and making a positive difference.
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How to be an authentic leader
- 1. © 2008 Hewlett-PackardDevelopment Company, L.P. The information contained herein is subject to change without notice Technology for better business outcomes How to be an Authentic Leader Stan Garfield March 12, 2008
- 2. 2 12 March2008 Pre-test 1. How many people think they have been leaders in the past? 2. How many people think they are leaders right now? 3. How many people would like to become leaders in the future?
- 3. 3 12 March2008 Have you ever • Been a team captain? • Done volunteer work? • Held an elected office? • Implemented a new idea? • Served as a scout leader? • Influenced others to take action? • Organized an event or a trip? • Spoken on behalf of others? • Tried something you hadn’t done before? • Helped connect people to one another?
- 4. 4 12 March2008 Anyone Can Lead •Leadership is not the same as management •You don’t have to be the supervisor of people to lead them •You can lead in any situation School Work Family Friends Team Organization Group
- 5. 5 12 March2008 Roles of Authentic Leaders •Establish core Principles Values Objectives •Communicate to Inspire Align Motivate •Empower by Listening Trusting Supporting
- 6. 6 12 March2008 Attributes of Authentic Leaders •NOUNS Trust, Truth, and Transparency Caring, Sharing, and Daring Integrity, Loyalty, and Courage •VERBS Respect, Recognize, and Reward Empower, Empathize, and Encourage Coach, Communicate, and Collaborate •ADJECTIVES Approachable, Fair, and Logical Passionate, Persistent, and Persuasive Calm, Creative, and Curious
- 7. 7 12 March2008 Authentic Leaders DO NOT: • Criticize, Blame, or Ridicule • Demean, Embarrass, or Undermine • Intimidate, Threaten, or Bully • Lie, Cheat, or Exploit • Badmouth, Belittle, or Backstab Questions • Have you ever had a coach, supervisor, or teacher like this? • How did that make you feel? • Do you think any of these behaviors are necessary?
- 8. 8 12 March2008 Know Thyself •What are your Values Principles Beliefs •What are your Passions and Interests Skills and Abilities Weaknesses and Blind Spots •How do you allocate your time to Studies and Career Friends and Family Communities and Pastimes
- 9. 9 12 March2008 Maintain Your True Self •Act the same in all settings Studies and Career Friends and Family Communities and Pastimes •Don’t compartmentalize •Let everyone know your beliefs, interests, and priorities •Embody Competence, Commitment, and Compassion
- 10. 10 12 March2008 Lead by Example • Model desired behaviors • Practice what you preach • Put yourself in the shoes of others • Prove what can actually be done • Demonstrate expertise and credibility • Keep in touch with reality • Convey optimism • Get your hands dirty
- 11. 11 12 March2008 Be Bold • Take prudent risks • Be willing to fail • Tackle your fears and overcome them • Take the initiative to start things • Imagine, Invent, and Innovate • Prototype, Pilot, and Perfect • Rock the boat, stir the pot, and shake things up • Expect the unexpected
- 12. 12 12 March2008 Follow Your True North • Stick to your principles • Act on your beliefs • Don’t be swayed due to expediency or pressure • Maintain healthy skepticism • Avoid fads • Ignore the prevailing wisdom • Don’t follow the crowd or run with the herd • Don’t always do it by the book • Adjust over time based on experience
- 13. 13 12 March2008 Decide • Use common sense • Be assertive • Make tough decisions • Avoid paralysis by analysis • Know when to declare success • Admit failure, learn, and move on • Embrace debate, set a deadline, decide, and proceed to implement • Propose, Plan, and Produce
- 14. 14 12 March2008 Have a Bias for Action •Set high standards for Achievements Results Deliverables •Follow up, inspect, and adjust •Follow through and don’t let anything drop •Avoid complacency, delay, and indecision •Attack your own position before others do
- 15. 15 12 March2008 Communicate Relentlessly • Write and speak convincingly, completely, and compellingly • Use language concisely, correctly, and clearly • Use multiple channels and vehicles • Avoid jargon, corporate speak, and buzz words • Ask questions, listen attentively, and respond forthrightly • Return calls and reply to email in a timely manner • Link, converse, and correspond with diverse people
- 16. 16 12 March2008 Reach Out and Engage • Be generous with your time • Be approachable, available, and accessible • Avoid isolation • Practice MBWA (Management By Walking Around) • Seek input, encourage constructive suggestions, and follow through • Pay attention • Reach out, motivate, and inspire
- 17. 17 12 March2008 Use Storytelling • Motivate others to action • Build trust in you • Build trust in your organization • Transmit your values • Get others working together • Share knowledge • Tame the grapevine • Create and share your vision
- 18. 18 12 March2008 Be Thirsty for Knowledge • Curiosity won’t kill you • Set a regular time for reading • Make time to attend lectures, seminars, and conferences • Listen to books on tape, podcasts, and broadcasts while multitasking • Know what is going on in your organization, specialty, and field • Participate in communities of practice and interest • Know your stuff and become a respected thought leader • Share your knowledge • Try things out • Allow time for thinking, imagining, and brainstorming
- 19. 19 12 March2008 Practice Personal Knowledge Management • Share – let others know what you have learned • Innovate – take good ideas and improve on them • Reuse – don’t reinvent the wheel • Collaborate – take advantage of what others know • Learn – don’t repeat the same mistakes • Be aware of what you don’t know • Hypothesize, Test, Analyze, Ponder, and Conclude • Observe, Experiment, and Improve
- 20. 20 12 March2008 Can you lead without deep knowledge? • Some say good managers can manage anything; they can manage without really knowing what they are trying to manage. It’s the management skills that count. • I argue strongly that the best job can be done when the manager has a genuine and thorough knowledge and understanding of the work. • I don’t see how managers can even understand what standards to observe, what performance to require, and how to measure results unless they understand in some detail the specific nature of the work they are trying to supervise. Source: David Packard in The HP Way, pages 154-155
- 21. 21 12 March2008 Build Your Team • Recognize others with similar strengths • Seek out others with complementary skills and attributes • Recruit, mentor, and promote wisely • Learn from those you lead and those who lead you • Don’t be threatened by others with more knowledge and skills • Encourage team members to move on when they are ready • Constantly add to your social network • Set high expectations, but treat people decently • Replace team members as required
- 22. 22 12 March2008 Manage Your Time • Always be on time • Be organized • Don’t short-change any element of your life • Don’t be a workaholic • Work efficiently during the normal work hours, and then go home • Encourage others to do the same • Delegate appropriately • Don’t micromanage • Budget your time • Consistently use electronic tools such as calendar and task list
- 23. 23 12 March2008 Focus • Identify key priorities • Stay on task • Stick to a few key goals • Don’t get distracted • Follow a schedule • Meet all commitments • Expect the same from others
- 24. 24 12 March2008 Check Your Ego • Act unselfishly • Let your deeds speak for you • Share the credit for achievements • Publicize the accomplishments of others • Don’t worry about yourself • Help anyone who asks • Pay it forward – it will all come back to you
- 25. 25 12 March2008 10 Commandments Authentic Inauthentic 1. Be bold 2. Be upbeat 3. Know what’s going on 4. Tell stories 5. Act 6. Collaborate 7. Seek out ideas of others 8. Try new things 9. Remain calm 10. Plan 1. Be reluctant 2. Point out what’s wrong 3. Be ignorant 4. Recite dry facts 5. Wait 6. Go it alone 7. Know it all 8. Stick to the tried and true 9. Blow up 10. React
- 26. 26 12 March2008 10 More Commandments Authentic Inauthentic 11. Admit mistakes 12. Speak spontaneously 13. Use direct language 14. Communicate openly 15. Be visible and accessible 16. Be courageous 17. Tell the truth 18. Take a chance and go for it 19. Think for yourself 20. Treat others fairly 11. Spin, make excuses, and pass blame 12. Repeat the usual message 13. Use clichés 14. Withhold information 15. Hide behind closed doors 16. Be afraid to fail 17. Obscure, obstruct, and obfuscate 18. Play it safe and delay 19. Always go by the book 20. Exploit others
- 27. 27 12 March2008 The Wisdom of Hewlett and Packard Dave Packard: Create an environment where people • Have a chance to do their best • Realize their potential • Are recognized for their achievements • Take initiative in return for individual freedom • Work as a team for a common purpose Bill Hewlett: Cardinal points of his moral compass 1. Knowledge 2. Modesty 3. Justice 4. Hard Work
- 28. 28 12 March2008 Corporate Objectives 1. Profit: To recognize that profit is the best single measure of our contribution to society and the ultimate source of our corporate strength. We should attempt to achieve the maximum possible profit consistent with our other objectives. 2. Customers: To strive for continual improvement in the quality, usefulness, and value of the products and services we offer our customers. 3. Field of Interest: To concentrate our efforts, continually seeking new opportunities for growth but limiting our involvement to fields in which we have capability and can make a contribution. 4. Growth: To emphasize growth as a measure of strength and a requirement for survival.
- 29. 29 12 March2008 Corporate Objectives (continued) 5. Employees: To provide employment opportunities for HP people that include the opportunity to share in the company's success, which they help make possible. To provide for them job security based on performance, and to provide the opportunity for personal satisfaction that comes from a sense of accomplishment in their work. 6. Organization: To maintain an organizational environment that fosters individual motivation, initiative and creativity, and a wide latitude of freedom in working toward established objectives and goals. 7. Citizenship: To meet the obligations of good citizenship by making contributions to the community and to the institutions in our society which generate the environment in which we operate.
- 30. 30 12 March2008 Bill George on Authentic Leadership Create your own Personal Leadership Development Plan based on: 1. Knowing your authentic self 2. Defining your values and leadership principles 3. Understanding your motivations 4. Building your support team 5. Staying grounded by integrating all aspects of your life Authentic leaders demonstrate these five traits: 1. Pursuing their purpose with passion 2. Practicing solid values 3. Leading with their hearts as well as their heads 4. Establishing connected relationships 5. Demonstrating self-discipline Source
- 31. 31 12 March2008 Examples 1-5 from Bill George • Purpose: We ndy Ko pp started Teach For America, the most successful secondary educational program of the past 25 years. • Values: Thad Alle n built the Coast Guard around values. When Hurricane Katrina hit, officials at all levels of government argued about who was responsible while the Coast Guard simply swung into action, saving the lives of stranded victims. • Leading with heart: Marilyn Carlso n Ne lso n changed Carlson Companies from decades of top-down rule to expressing empathy for her employees and compassion for her customers. • Relationships: A. G. Lafle y, CEO of Procter & Gamble, took over an organization in turmoil. On a visit to a remote office, he looked a young employee in the eye and said, "The work you are doing is vital to the future of P&G." • Self-discipline: Warre n Buffe tt became the wealthiest man in the world by avoiding debt and high-risk investments, concentrating on value companies and long-term positions. Buffett has been a model of self- discipline – also reflected in his personal life. Source
- 32. 32 12 March2008 Examples 6-8: World Leaders •Mohandas Gandhi •Martin Luther King Jr. •Nelson Mandela
- 33. 33 12 March2008 Examples 9-10: Presidential Candidates • "The two leading candidates in 2008, Jo hn McCain and Barack O bam a, stood out precisely because they are authentic. • McCain, who experienced his crucible as a prisoner-of-war in Vietnam, tells it like it is. He is not afraid to go against popular positions or the Republican hierarchy, including the current president. As he has assumed front-runner status for the nomination, the hard-liners in the Republican Party have tried to bring him in line, but he has steadfastly refused. • O bam a's authenticity is precisely what makes him so appealing to such a wide range of voters. He seems "good in his skin," and is able to rise above the negative attacks. His message of hope and change, backed up by specific programs that seem logical to most people, is inspiring a lot of Americans to get engaged in the political process. For all the talk that he would wither under the pressure, he seems to get stronger and more confident as he goes." Source: Bill George
- 34. 34 12 March2008 Examples 11-12: Hewlett-Packard •Bill Hewlett •Dave Packard
- 35. 35 12 March2008 Examples 13-14: Basketball •Larry Brown •Hubie Brown
- 36. 36 12 March2008 Examples 15-17: Baseball •Gil Hodges •Whitey Herzog •Jim Leyland
- 37. 37 12 March2008 Examples 18-19: Michigan State •Tom Izzo •Mark Dantonio
- 38. 38 12 March2008 My Leadership Journey • Boy Scouts • Washington University • Saint Louis University • DEC • Compaq • HP • Deloitte • Conferences • Publications • Communities • Coaching
- 39. 39 12 March2008 Ten Keys to Remember 1. Follow your passions – play to your strengths 2. Treat others with respect – and earn theirs 3. Never give up – keep on striving 4. Be true to your word – do what you say you will 5. Stay positive – have fun in what you do 6. Expect a lot of yourself – and of others 7. Challenge conventional wisdom – think for yourself 8. Ask not what others can do for you – ask what you can do for them 9. Leave the world a better place – make a contribution 10. Put a little love into everything you do – it is always possible
- 40. 40 12 March2008 How to remember the keys: PICKLES • Passion • Integrity • Communication • Knowledge • Love • Empowerment • Service Bob Farrell
- 41. 41 12 March2008 Final Exam 1. What would the world be like if everyone adopted these principles? 2. How would you like to work for an authentic leader? 3. Are you willing to be an authentic leader?
- 42. Note: Most imagesare linked to sites with additional details My Articles and Presentations http://sites.google.com/site/stangarfield/ Reading List http://docs.google.com/View?id=ddj598qm_18d7gg48cw These Slides http://sites.google.com/site/stangarfield/HowtobeanAuthenticLeader.ppt