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LEADERSHIP
Susan Riehle
sue@studio-productions-inc.com
(812) 579-5063
© 2015, all rights reserved
Teamwork
WHAT IS NOT LEADERSHIP?
MANY VERY IMPORTANT THINGS ARE
NOT LEADERSHIP
 Many
very important things are not Leadership….
 …..
and still just as important
 But
leadership involves ‘leading’ and ‘following’
 Leadership
 Usually
requires a cause
an emotion connected to that cause to stir passion
 Management
can be important to leadership
 You
can be a great manager and lousy leader
 Not
by itself leadership
I
can manage a bunch of people not committed to a cause

I
But I rarely lead that bunch
can lead a bunch of people committed to a cause

And I may not need to manage them at all.
MANAGEMENT IS NOT LEADERSHIP
Someone
who can move a team to take initiative
 Frequently
Someone
them
 They
to go beyond boundaries
who the team recognizes as representing
trust a leader to act in their stead
WHO IS A LEADER?
In
America one leader resonates with us.
In
other cultures, there are groups that act as
leaders.
 The
three leaders concept
 Someone
who has the vision
 Someone
who has the plan
 Someone
who never lets anyone fail**
**its tempting to arrange these three in a hierarchy, but not
desirable
IS THERE ONE LEADER?
 Some
of the greatest instances of leadership come about
because of a cause.
 “We
don’t do these things because they are easy…..we do them
because they are hard.”
 “that
if the British Empire and its Commonwealth last for a thousand
years, men will still say, This was their finest hour.”
 “these
dead shall not have died in vain—that this nation, under God,
shall have a new birth of freedom—and that government of the
people, by the people, for the people, shall not perish from the
earth.”
 And
not just a cause but an emotional cause.
CAUSES LEAD TO LEADERSHIP MOMENTS

Pride

Best product in the industry (Video
Games)

Devotion

Camaraderie

Loving the cause (Finding a Cure)

Service

The best team in the world (NASA)

A friend in unfriendly space
(Cancer Hospital)
WHAT TYPES OF CAUSES FIT A
WORK SITUATION?
 Kirkpatrick
and Locke’s key leadership traits

Drive

Leadership motivation,-- the desire to lead others toward a vision

Honesty and integrity--respect

Self-confidence

Cognitive ability

Knowledge of the business,
 Three
they forgot?

Responsibility/ownership of problem

Emotional intelligence’

Communication skills
 Many
of these can be developed
 These
can be harvested from different people on a team.
SIGNS OF LEADERSHIP SKILLS
 Look
for Emotional Intelligence—
are they trustworthy?
Emotional
Intelligence
 Look
for Responsibility/Ownership—
are they motivated?
 Communication
skills –in particular
can they articulate a vision
 Work
on growing the rest.
Ownership
 Look
for effective teamwork solutions
(3 leaders?)
GROWING SKILLS/ HARVESTING SKILLS
Communication
We
all come from a different culture. We have
gender differences, heritage differences, familial
differences.
 Look
for different ways of ‘taking the lead’
 Anything
you might associate with interest or
responsibility
CULTURAL DIFFERENCES
 Is
aggression a sign of leadership? Can be if it indicates drive
and passion. Avoid aggressive players who direct aggression
negatively
 Past
and present history: Taking leadership roles is a strong
indicator. Look for someone who is always involved in getting
things done
 Look
for different ways of taking leadership
 Persuasiveness:
 Does
Could this person persuade someone?
this person identify and work toward an end-point?
FINDING LEADERS
 Negative
leader result from charisma and an environment
that supports bad behavior.
 Teams

become divided, paranoid, high drama
Dilbert’s cartoon
 Team
building efforts and sometimes products and people are
sabotaged. Most often schedules are sabotaged
 Negative
leaders can be identified by the projects that become
quickly dysfunctional
 Harnessing
 Remove
Negative Leaders
the rewards for the leader
 Reassign,
and redirect his energies if possible
NEGATIVE LEADERS
 To
find a leader you have to understand what motivates
them.
 Leaders
have a cause!
GROWING LEADERS—DO YOU KNOW
YOUR OWN PEOPLE?
Ask
them what they see as your challenges
Ask
them what they would do.
GROWING LEADERS—CAN YOU
IDENTIFY FUTURE LEADERS?
Recognize
 Don’t
Build
 If
that their strengths are not yours.
clone yourself
on their strengths
they are great communicators, grow that skill
 Teach
them to go around their weaknesses or
borrow skills
GROWING LEADERS—THINK ABOUT
THEM, NOT YOU
 Mentor
them, or assign a mentor
 Give
them responsibility
 Give
them credit….
 ….and
teach them not to take it.
GROWING LEADERS—TEACH THEM TO
THINK ABOUT THE LONG GAME
Make
them develop others
 Expect
them to mentor others
 Teach
them to ask the right questions
 Teach
them to build a rapport & trust
 Expect
them to take the time
 Reward
them for that.
GROWING LEADERS—TEACH THEM
THE PEOPLE TRADE
LEADERSHIP
Susan Riehle
sue@studio-productions-inc.com
(812) 579-5063
©2015, all rights reserved