Leadership An Activity….Not a Position Thomas Scott Associates, Inc.

Leadership

An Activity….Not a Position

Thomas Scott Associates, Inc.

Being in power is like being a lady. If you have to tell people you are….you aren’t”

Margaret Thatcher


LEADERSHIP CHARACTERISTICS

Modeling The Way Creating A Vision For The Future Challenging The Process Enabling Others To Act Motivation/Recognition


THE ICEBERG OF IGNORANCE


Problems known to top managers

Problems known to general supervisors

Problems know by employees

4%

74%

100%

MODELING THE WAY

Set The Example Take action. If you say you are going to do something…DO

IT! Model the professional behavior you expect of others People first follow the person, then the plan

“Followers may doubt what their leaders say, but they usually believe what they do.” John Maxwell

“Show me what you can do, don’t tell me what you can do:”John Wooden


MODELING THE WAY Express Yourself

Look Out Learn from others What works for them and what doesn’t Read Observe Imitate Learn the fundamentals Develop your tools


FIND YOUR VOICE Express Yourself

Look In Develop your own voice Explore and experiment Be you and be authentic Audit your assets and continually define and develop Make a conscious effort to move forward


MODELING THE WAY Set the example

Build and affirm shared values to: Foster strong feelings of personal effectiveness. Create consensus about key organizational goals. Promote strong work and caring norms Reduce stress and tension Foster pride in the company Facilitate understanding


DEFINING A PURPOSE

Life is a journey

Business is a destination


CHALLENGING THE PROCESS

You must first determine where you are going, and then and only then,

can you see what barriers or

impediments are in your path.


CHALLENGING THE PROCESS

Seize the initiative

Make the challenges meaningful

Innovate and create

Look outside for fresh ideas ( NIH Factor)

Make something happen


ENABLEMENTPeople rise to the challenge when it is their challenge.

It is replacing imposed discipline with self discipline. It is getting people to be responsiblefor their own performance


ENABLEMENT Fosters Collaboration

It improves performance It creates a climate of trust Fosters positive independence Supports face to face interaction Promotes commitment

Strengthen Others Generates power Develops self leadership Develops competence and confidence Strengthens others by sharing power and discretion


TRUST Trust Others First

Be vulnerable- permit others to be powerful and develop their own leadership potential.

Be balanced –set boundaries that permit an appropriate degree of risk.

Be tolerant – support and encourage different ways of seeing and doing.

Be understanding – knowing that nobody is perfect and that sometimes mistakes are the best teachers.

Give trust before you expect trust


TRUST


THE EMPOWERED LEADER Understands their own parameters of risk and authority. Acts enabled themselves. Provides others with the skills, information and training and

encourages them to make the decisions. Is a coach and a mentor rather than the decision maker. Takes actions that help remove the barriers that are in the

way. Shares all information with all members of the team Provide frequent acknowledgement of positive initiated

actions. Doesn’t do the job of other employees job even if they think

they know how to do it better. Takes risk on the people side of the business.


THE EMPOWERED LEADER Empowers based on the individual’s skill, knowledge

experience, and their desire to be empowered. Doesn’t have to know all the details Doesn’t do the employees job even in a crisis Refers superiors directly to the responsible people in the

organization. Realizes that empowered people take ownership and are

more committed to the purpose at hand. Provide the what and when, but the how is determined by

the person


ENCOURAGE THE HEART Recognize Contributions

Focus on clear standards Expect the best Pay attention Personalize recognition Show appreciation for individual excellence

Celebrate the Values and Victories Create a spirit of community Tell the story Set the example


RECOGNITION

Praise is like champagne….it is best

served while still bubbly.


RECOGNITION Ensure expectations are communicated Provide timely and accurate performance feedback Start looking for people doing good things…..and you

will find them Make deposits in the persons emotional bank account Reward achievement Reward effort Reward what you want repeated with the person and

the organization Calendar people Provide the recognition face to face….then follow up

with an e-mail


RECOGNITION Tell others in the organization about the person’s

success Be prepared to be spontaneous – from a pat on the

back to let me take you to lunch Celebrate when the thrill of victory is still a thrill Encourage the heart Celebrate along the way…. Don’t always wait until the

task is complete When the task is complete….throw a party Tailor your recognition to the person It works at home Be sincere


LEADERSHIP Leadership is people. Management is

process Consider: It is the people that get the process

done. Set the positive example for other to follow.

Lead from the front. Connect with others. Leaders touch the heart before they ask for the hand.

As a leader your success is measured by your ability to take others where they want and need to go. But you can only do that if people buy into you.


LEADERSHIP Identify and then knock down the barriers

that are in the path to success. Fight it up and support it down.

Share all information and empower others to do what they are capable of doing. You cannot empower without a solid foundation of TRUST. Enabling others makes you larger!

Celebrate the effort, and the success on a daily basis.

Develop your leadership skills. Be an active learner.

Have fun!


LEADERSHIP

YOUR LEADERSHIP EFFECTIVENESS IS NOT DETERMINED BY WHAT PEOPLE DO

WHEN YOU ARE PRESENT.

YOUR TRUE LEADERSHIP EFFECTIVENSS IS DETERMINED BY WHAT PEOPLE DO WHEN YOU ARE NOT PRESENT.


THE CHALLENGE Are you as a member of ARMA, acting as a

leader within your own organization to impact/influence the accepted recordkeeping principles of:

Accountability Integrity Protection Compliance Availability Retention Disposition Transparency


Leadership An Activity….Not a Position Thomas Scott Associates, Inc.

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