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Transcript of Darren Nelson Deputy Manager/Analyst, CRA, Inc. Ensign, US Navy Reserves 3 rd Year UCD...
![Page 1: Darren Nelson Deputy Manager/Analyst, CRA, Inc. Ensign, US Navy Reserves 3 rd Year UCD MBA-Sacramento MBA Program Darren Nelson, 20151.](https://reader030.fdocuments.net/reader030/viewer/2022032612/56649ebf5503460f94bca121/html5/thumbnails/1.jpg)
Darren Nelson, 2015 1
Servant Leadership &
Forging Strategic Vision
Darren NelsonDeputy Manager/Analyst, CRA, Inc.
Ensign, US Navy Reserves3rd Year UCD MBA-Sacramento MBA Program
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Brief Introduction
Overview of Servant Leadership◦ Principles and points of emphasis
Overview of Strategic Vision◦ Need and identifying a process
Closing Remarks
Agenda
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What is leadership to you?
Is leadership something you’re born with or is it acquired/trainable?
Are you a leader?
Pre-Game
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Scenario: You’re leading a team of six people in a high-stress construction setting. You’ve been charged with three separate tasks, all of which can be performed by all team members. The deadline for completion is five hours and you have to ensure the highest quality of work. However, your team cannot stop working to take breaks and two individuals don’t respond well to stress. You also have to provide periodic status updates to your superiors throughout the five hour period.
Task: Devise a plan on how to accomplish the task at hand, addressing all points listed above.
(Hint: Don’t overthink it)
Exercise (Pre-Overview)
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Disclaimer If you seek:
◦ Only personal fame/quick buck;◦ Ego-stroking;◦ Leadership shortcuts;
This style will not resonate well with you!
However, if you want:◦ To breed trust and authentic leadership;◦ Achieve sustainable results & build-up others;◦ A rewarding experience;
Then, you’re in the right place!
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Servant Leadership
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Leadership by placing the interests and needs of others first before you own
Servant Leaders seek to improve their staff by sharing power to develop them◦ “A” talent seeks “A+”; “B’s” seek out “C’s”
“Primus inter Pares” = “First among equals”
What is Servant Leadership (SL)?
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Sources: Various 8
Robert K. Greenleaf – “Father” of modern SL
Coined the term “Servant Leader” in the 70’s
25 years consulting on SL after 38 years with AT&T (Worked in management training and development)
“The Servant Leader is servant first…It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first…”
Origin of Modern SL
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1. Listening;2. Empathy;3. Healing;4. Awareness;5. Persuasion;6. Conceptualization;7. Foresight;8. Stewardship;9. Commitment to the Growth of People; and,10. Building Community.
Source: Lichtenwalner, Benjamin; Servant-Leadership: An Introduction to the Power of Leadership Through
Service
Ten Principles of SL
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Three Dimensions of SLServan
tLeade
r
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to
Others
Building Community
Source: Lichtenwalner, Benjamin; Servant-Leadership: An Introduction to the Power of Leadership Through
Service
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Listening – Active; 360°, from top-to-bottom; listen first, then react
Empathy – Understand the person, their perspective; be personable, but know limits
Healing – Understand your staff and help them become whole; build a future with them (vision)
First Dimension - Servant
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Awareness – Self & Organization
Persuasion – Not using power to coerce; convince & build consensus
Conceptualization – S.M.A.R.T; design a strategy
Foresight – Consequences of present decision on future outcomes
Second Dimension - Leader
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Stewardship – Entrusted with resources of others; Responsible for ROI
Commitment to the Growth of People – Ensure development of one’s staff; Not just the favorites
Building Community – Effectiveness; Build camaraderie
Third Dimension – The SL
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Good Enough to Forgo Pride◦ Give your team the credit, you take the blame
Compassionate Enough to Discipline◦ Resolute – set high expectations and follow through
Strong Enough to Say “I’m Wrong”◦ Admit your mistakes; take ownership of actions
Wise Enough to Admit “I Don’t Know”◦ Don’t mislead
Busy Enough to Listen◦ Always find time to listen
Striking Balance
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As recommended by James C. Hunter—the “Three F’s”:
Foundation:◦ Training, mentoring, researching, & understanding what’s
expected
Feedback:◦ 360° feedback on areas of improvement◦ Pair feedback with measurable plans to improve
Friction:◦ Seek S.M.A.R.T. objectives◦ Audit your performance v. objectives
Developing SL Skills
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Companies Individuals
Noteworthy Servant Leaders
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Forging Strategic Vision
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Vision is paramount – for organizations and leaders◦ Ships don’t leave port without knowing their destination
Vision brings various stakeholders together Allows others to buy-in to the mission
Vision allows leaders to paint a picture of where they want to go◦ Shares risk – not all on leader◦ Builds trust with the leader
Vision
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Captures big picture◦ Allows you to see all elements of a desired course
Enhanced ability to forecast◦ Take account of various
stakeholders; obstacles
Reinforce/enhance locallevels◦ Support/improve on more
local endeavors
Why Strategic Vision?
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What do you want to accomplish?
What can you accomplish?
What are your values?
What are the issues?
Identifying A Strategic Process
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Starting Point – SWOT Analysis
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Starting Point – Porter’s 5 Forces
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Exercise (Post-Discussion) Scenario: You’re leading a team of six people in a high-
stress construction setting. You’ve been charged with three separate tasks, all of which can be performed by all team members. The deadline for completion is five hours and you have to ensure the highest quality of work. However, your team cannot stop working to take breaks and two individuals don’t respond well to stress. You also have to provide periodic status updates to your superiors throughout the five hour period.
Task: Devise a plan on how to accomplish the task at hand, addressing all points listed above.
(Hint: Don’t overthink it)
![Page 24: Darren Nelson Deputy Manager/Analyst, CRA, Inc. Ensign, US Navy Reserves 3 rd Year UCD MBA-Sacramento MBA Program Darren Nelson, 20151.](https://reader030.fdocuments.net/reader030/viewer/2022032612/56649ebf5503460f94bca121/html5/thumbnails/24.jpg)
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We are all leaders, though scope matters
SL is a style of leadership for some; not for all and not suitable for all situations
Principles of SL are good for life, not just leadership
Vision matters; aim for the appropriate level you can facilitate
Key Take-Aways
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Be the leader others want to follow◦ Build trust, create vision, and lead by example
Don’t get too caught up in titles◦ Attract more bees with honey…
Learn when to switch between leadership approaches; consider SL for you
Finally, lead based on ethics, not personal gain
Final Thoughts