On Launching A Leadership Revolution

I recently finished reading Launching A Leadership Revolution – Mastering The Five Levels of Influence – by Chris Brady and Orrin Woodward.

Below are key excerpts that I found particularly insightful:

1- “Leadership ability is a lot like the drilling equipment used by Yates and his partners to discover the richness of oil that already existed beneath him. Each of us; has a natural wellspring of talent and ability buried within. The drill of leadership is required to tap into the geyser of our potential. As with Yates’s drilling equipment, leadership ability will take effort to attain, but the rewards are incalculable.”

2- “We wrote this book because our work with tens of thousands of entrepreneurs across North America for more than a decade has convinced us that most people (and their organizations) have much more potential locked away inside of them than they realize. Leadership is the key that opens the lock on that potential. Time and again we have seen people come alive and achieve things they never thought possible, once they started learning to take responsibility for leadership. The results, quite frankly, have been revolutionary.”

3- “Leadership is the influence of others in a productive, vision-driven direction and is done through the example, conviction, and character of the leader.”

4- “While people may exhibit differing natural levels of leadership, everybody can cultivate and grow his or her leadership ability. Besides, ability differs from one endeavor to the next, so that a person may have weak influence in one area but be strong in another. Everybody can be a leader at something. and usually people s strengths lie in areas that interest them greatly.”

5- “The three characteristics of “raw material” for a leader are: 1. Hungry 2. Hone-able 3. Honorable. These are the foundational qualities of a leader, the Three Hs that must be possessed by the leader-to-be as a prerequisite to further advancement.”

6- “Hunger itself is one of the biggest facets of leadership. Hunger provides the energy to begin, the stamina to persist, and the will to finish an endeavor. It is this hunger or ambition that births leadership.”

7- “All of leadership starts with hunger. At any point in time when the leader is not hungry, the leader is not functioning as a leader. This may sound radical, but it is true. Remember, a leader takes people somewhere. The moment the leader is not moving, the leader is not leading. And it takes ambition to keep the leader moving…Along each side of the road are shoulders. Often the shoulders of roads are comprised of gravel…On the left shoulder is comfort. Comfort is fine in small doses and in certain areas of life, but, like gravel, it can also serve as a warning. Remember, ambition flourishes in discontent with the status quo. Discontent and comfort cannot coexist. If a leader becomes too comfortable, ambition will die, and the soft gravel of comfort can pull him or her down into the Ditch of Complacency…Also notice that being a leader means traveling close to the Shoulder of Frustration. In fact, this is the mark of any true leader, being a leader is a study in managed frustration. How can one have ambition tor a brighter tomorrow without being frustrated at the current set of realities? How can a leader be at war with the status quo and not be frustrated at the same time? The answer, of course, is that no leader can. Any real leader traveling the Road of Success toward his or her dreams will encounter frustration along the journey. Frustration can be healthy, but, just like the shoulder on the other side of the road, this gravel of frustration presents a trap. Too much frustration can be a warning to the leader that his or her attitude is dipping and could pull the leader down into the Ditch of Discouragement.”

8- “The Three Levels of Motivation There are Three Levels of Motivation where hunger is fed and nurtured. The first is not quite as powerful as the second, and the second is not quite as powerful as the third. Motivation Level 1: Material Success This first category is comprised of all the material things that excite our senses and stimulate us to want to perform. For many people, one of the attractive aspects of performing as a leader in their field is the material or financial gain that can accompany that success…Motivation Level 2: Recognition and Respect The next level of motivation is comprised of recognition and respect. This is a deeper, more powerful level than that of material success…Motivation Level 3: Purpose, Destiny, and Legacy.”

9- “And as any leader will soon discover, real, true. Lasting accomplishment comes mostly from the “deeper” levels of motivation. Indeed, a strong sense of purpose, an understanding of personal destiny, and the desire to leave a lasting, positive legacy obedient to God’s vision for us are by far the strongest types of motivation. Leaders must cultivate these sources of motivation on a regular basis to fuel performance and sustain it over the long haul. Every action one takes is either one step closer or one step farther from his or her destiny. Remember, many begin the journey. Very few finish well. It’s the hungry who make it.”

10- “Foundational Quality 2: Hone’able – The definition of hone is “to sharpen or smooth with a whetstone or to make more acute, intense, or effective.” The second foundational quality of a leader is to be hone-able, to have an attitude that allows intensifying and sharpening…For a leader there is no completion to education. We need to live like we will die tomorrow and learn like we will live forever. When a leader remains teachable, his or her potential is limitless. With this in mind, there are several roadblocks to learning that a leader must constantly avoid…Arrogance…Disinterest…Wrong Assumptions…Entrenched Habits…Not Invented Here Syndrome…Wrong Priorities…Cynicism.”

11- “Foundational Quality 3: Honorable – Integrity can be considered as the condition of “not doing what’s wrong.” Character can be defined as doing the right thing, for the mere reason that it is the right thing, even if that thing is difficult and unpopular. The two sewn together make honor.”

12- “Vision comes from the picture of a dream in the leader’s mind. One doesn’t always get what one wants, and one doesn’t always get what one deserves, but one does generally get what one pictures. Having a clear mental picture is the vision the leader carries and casts. Some call it visualization. This is where the dream-building exercise can come in handy, serving to build and maintain a clear vision in the mind of the leader. It is the iterative Cycle of Achievement loop that leaders deploy in their planned attack on the status quo. Understanding each of the parts and using it as a road map allows leaders to improve their performance on a continuing basis. The Cycle of Achievement gives leaders one way to describe that improvement process and keeps them on track as they rotate the cycle over and over again. With every rotation, the leader improves, advances, and betters himself. (vision, goal setting, game planning, working, seeking counsel).”

13- “Personal growth is internal, taking place deep within a leader. Often, when people embark upon the journey of becoming leaders, they feel frustrated at a lack of external results to show for their efforts. But the process of becoming a leader starts with a lot of effort, which results in improvements the outside world cannot yet see. The gains are internal, inside the person. Only later will all the effort at personal growth and improvement show up in the form of external result Stephen Covey says, “Internal victories precede external victories.””

14- “The Three Categories of Personal Effectiveness: I – Character  1. honesty 2. integrity 3. courage 4. proper values based on absolute truths 5. faith 6. a humble spirit 7. patience with others 8. discipline 9. self-mastery  II- Tasks 1. acceptance of responsibility 2. work ethic 3. availability 4. willingness to invest time 5. tenacity 6. perseverance 7. execution III- Relationships 1. accepting people 2. approving of people 3. appreciating people 4. seeing the good in people 5. encouraging people 6. caring for and about people 7. putting others first 8. seeking win-win arrangements 9. helping people accomplish tasks 10. living the “Golden Rule”.  ”

15- “The Five Levels of Influence Explained – This concept of Levels of Influence will be explored within the framework of the following hierarchy: 1. Learning 2. Performing 3. Leading 4. Developing Leaders 5. Developing Developers of Leaders…Note that the playing field is not level. It is more like a flight of ascending stairs. This is because as a leader progresses through the leadership-development process, his influence increases and the impact of his efforts have broader scope. Also, as the leader ascends the Levels of Influence, each of the previous levels stays with him. Just because a leader has advanced to the level of Performing doesn’t mean he stops Learning. Likewise, a leader who advances to Developing Leaders cannot stop Leading in other areas, and so on.”

16- “The First Level of Influence, Learning: Presuppositions or the “Art” of Learning – Learning Is a Top Priority, Leaders Can Learn from Anyone, Leaders Can Learn Best from Those Who Have Results | Actions or the “Science” of Learning – Leaders Learn About People Leaders Learn About Basics, Leaders Learn About Goals and Objectives, Leaders Learn About Processes, Leaders Learn About Measurements of Performance, Leaders Learn About Rewards, Leaders Learn about Histories, Leaders Learn About Environment, Leaders Learn About Obstacles and Oppositions, Leaders Learn from Books, Leaders Learn from Audio Recordings, Leaders Learn from Videos, Leaders Learn from Association with Other Successful Leaders, Leaders Learn from Coaches and Mentors, Leaders Learn from Action, Leaders Learn by Controlling the Flow.”

17- “The Second Level of Influence, Performing: Presuppositions or the “Art” of Performing – Performers To Understand that Results Come through Personal Effort, Performers Understand that Champions Don’t Start Out that Way, Performers Know There Will Be Many opportunities to Feel Second Best, Performers Don’t Expect Fair Treatment, Performers Know There Will Always Be Critics, Performers Know There Will Always Be Strong Adversaries, Performers Understand that Breaks Will Come to Those Who Prepare, Performers Know that Attitude Conquers Circumstances, Performers Understand that Desire Trumps Talent, Performers Can Never Be Satisfied, Performers Know There Is Power in Belief | Actions or the “Science” of Performing – Performers Work as Part of an Overall Team, Performers Edify the Organization’s Leadership, Performers Promote the Training System and Learning Environment, Performers Follow the Proven Methods, Performers Build on Their Basic Strengths, Performers Initiate Activity, Performers Push to Grow and Improve, Performers Become Relatable, Performers Become Believable and Demonstrate Conviction, Performers Maintain a Positive Attitude, Performers Give Their Best in Every Situation, Performers Get Results (Execute), Performers Ignore Their Press Clippings.”

18- “The Third Level of Influence, Leading: Presuppositions or the “Art” of Leading – Leaders Understand that Results Come Trough Team Effort, Leaders Understand that People Buy In to the Leader before Anything Else, Leaders Understand the Importance of Finding and Developing Good People, Leaders Understand that Dealing with Inadequate Resources Is Common, Leaders Understand that Leadership Is the Limitation, Leaders Understand the Impact of Their Actions on the Organization, Leaders Understand that Leadership Is about Sacrifice, Leaders Understand that a Leader’s Job Is Never Done | Actions or the “Science” of Leading- Leaders Model the Way, Leaders Compel Individuals to Perform, Leaders Coach Others, Leaders Become Servants, Leaders Operate as Field Commanders, Leaders Orchestrate Activity, Leaders Measure Results, Leaders Solve Problems, Leaders Communicate.”

19- “The Fourth Level of Influence, Developing Leaders: Presuppositions or the “Art” of Leadership Development – Level 4 Leaders Know Results Will Come Through the Efforts of Other Leaders, Level 4 Leaders Understand the Power of Duplication, Level 4 Leaders Know that leaders Have Strengths in Various Areas, Level 4 Leaders Know the Vision Must Be Big Enough for Many Leaders, Level 4 Leaders Know that Recognition Is the Most Valuable Motivator | Actions or the “Science” of Leadership Development – Level 4 Leaders Compel Other Leaders to Get Team Results, Level 4 Leaders Become Talent Scouts, Level 4 Leaders Empower Other Leaders, Level 4 Leaders Learn to Mentor.”

20- “…when identifying potential leaders, there are a few more attributes to consider so that the Level 4 Leader does not waste time mentoring those who will not blossom into effective leaders. These are: 4. Activity 5. Respect 6. Connected relationship 7. Attitude 8. Relatability.”

21- “Level 4 Leaders must understand that the process of mentoring is a balancing act. Just as the road to success is bordered by Ditches of Discouragement and Complacency, the process of mentoring is bordered by the Ditches of Friendship and Dictatorship.”

22- “Regarding the protege, the mentor wishes to know: 1. What makes him tick? 2. What makes him special? 3- Why did he get involved in his particular field? 4. What motivates I him? What are his dreams? 5. What is his personality or temperament? 6. What challenges has he had in his life? 7. What victories has he had? 8. What principles does he understand and embody? 9. What principles does he still need to learn? 10. What blind spots does he have about himself? 11. What is his commitment level? 12. What is the basis of his character? 13. Where is his thinking?”

23- “(On Mentoring) Sets the Example, Asks Questions, Builds the Relationship, Affirms the Protege, Builds the Protege’s Belief, Builds the Protege’s Dream, Kills the Protege’s Fear, Gives Confidence, Keeps the Protege in the Action Phase, Reframes the Protege’s Challenges, Allows Struggle to Instruct, Encourages the Protege, Spreads Contagious Enthusiasm, Teaches the Philosophy, Course-Corrects and Confronts the Issues, Gets the Protege to Take Responsibility, Challenges the Protege, Pursues a Heart Change, Develops Balance in the Protege.”

24- “The Fifth Level of Influence, Developing Leaders Who Develop Leaders: Presuppositions or the “Art” of Level 5 -Results Will Come Through the Endurance and Succession of the Vision, The Vision and the Leader Are Intertwined | Actions or the “Science” of Level 5 – Attract the Highest-Caliber Leaders to the Cause.”

25- “The concept of the Five Levels of Influence is especially helpful for many reasons. First, it helps an individual gauge his own ability and understand how and where to improve. Second, it helps a leader understand where people are in terms of ability and what to do to help them develop. Third, it assists a leader in evaluating the Leadership Level that exists in any portion of his or her organization. Understanding this information about self, people, and organizations becomes extremely helpful in diagnosing issues and providing guidance, correction, and direction.

Regards,

Omar Halabieh

Launching A Leadership Revolution

On Why Not?

I recently finished reading Why Not? How to Use Everyday Ingenuity to Solve Problems Big and Small by Barry Nalebuff and Ian Ayres.

Below are five key lessons from the book, in the form of excerpts:

1- “Some people have the notion that coming up with concrete solutions for real-world problems is somehow reserved for the experts – that the techniques for innovation are beyond the capacity of the typical person. Baloney. Innovation is a skill that can be taught. And what’s more, the potential for innovation is all around us. The problem is that the sense of innovation as everyday ingenuity often gets lost in our high-tech world. That is a problem we aim to fix with this book.”

2- “Most “original” ideas aren’t completely original, but instead are the result of two basic methods for generating ideas: problems in search of solutions and solutions in search of problems. People usually think of problem solving as a search for solutions. But in everything we do, we look for symmetries. Thus, we also see that problem solving can be a search for problems once you’ve found a good solution. Both approaches have their advantages.”

3- “What would Croesus do? Why Don’t you feel my pain? Where else would it work? Would flipping it work?…We have now introduced four central idea-generating tools: WWCD, internalization, translation, and symmetry…Now, you might be asking, are these the only tools out there for generating ideas? The answer is clearly no. There are rich theories of how scientific discoveries play out over time – incrementally adding to our knowledge through systematic and painstaking experimentation. But our why-not tools are geared toward discovering solutions that in a sense already exist but have just bot been put into effect…You need to learn different tools because some solutions can best be found with particular tools.”

4- “Principled problem solving means that you take into account the principles that any solution must satisfy. The more of these principles you can identify, the closer you are to the solution. There may be fewer options to explore, but those are the right ones to focus on…While we typically think of filters as constraints, we want to convince you that identifying the underlying attributes of any solution can be liberating and can actually help you generate ideas.”

5- “Coming up with a great idea is only the beginning of the battle. If you really want to change your company or the world, you need to sell the idea and you need others to buy in. The art of persuasion is particularly important because, and we’ve repeatedly emphasized, many ideas for great new products or services are not great ideas to start new businesses. Sometimes – usually, in fact – the best entity to put the idea into practice will be an existing firm. Even if your idea is, objectively speaking, brilliant, you won’t necessarily have an easy time selling others on it. Be prepared to encounter remarkable levels of resistance and prejudice along the way.”

Regards,

Omar Halabieh

Why Not?

On Authentic Leadership

I recently finished reading Authentic Leadership – Rediscovering the Secrets to Creating Lasting Value – by Bill George. I selected this book based on its appearance on Martha Heller’s blog posting entitled Leadership Books Recommended by CIOs and Technology Executives: http://blog.hellersearch.com/Blog/bid/124393/Leadership-Books-Recommended-by-CIOs-and-Technology-Executives . Authentic Leadership was recommended by both Paul Hanson and Dan Wakeman.

As best summarized by Bill: “Its (the book) message is simple to state but challenging to realize: we need authentic leaders to run our organizations, leaders committed to stewardship of their assets and to making a difference in the lives of the people they serve.” The book is structured as follows:  “First, I will describe authentic leaders and how they develop. Next, I will look at how authentic leaders build authentic companies, because that is the crux of leading. Third, I will show how authentic companies compete more effectively in the market, and, finally, how authentic leaders look beyond the bottom line.”

What sets this book apart is its call for authenticity in leadership (“discover and cultivate that authentic self”) – as opposed to being prescriptive, as is the case with most books in its category. Bill brings corporate America back to its root – authentic, genuine, worthy of trust, reliance, and belief. A highly recommended read that stresses the need for new leadership – authentic leadership!

Below are excerpts from the book that I found particularly insightful:

1- “We need authentic leaders, people of the highest integrity, committed to building enduring organizations. We need leaders who have a deep sense of purpose and are true to their companies to meet the needs of all their stakeholders, and who recognize the importance of their service to society.”

2- “I believe that leadership begins and ends with authenticity. It’s being yourself; being the person you were created to be. This is not what most of the literature on leadership says, nor is it what the experts in corporate America teach…They describe the styles of leaders and suggest that you adopt them. This is the opposite of authenticity. It is about developing the image or persona of a leader.”

3- “There is no doubt that  CEOs have tremendous influence on the results of corporations. However, if we examine more closely the great success stories of the past twenty-five years…we see that each was built by a team at the top, not by a single person.”

4- “The key is having people around you who complement your weaknesses and make up for your lack of experience.”

5- “To become authentic, each of us has to develop our own leadership style, consistent with our personality and character. Unfortunately the pressures of an organization push us to adhere to its normative style. But if you conform to a style that is not consistent with who we are, we will never become authentic leaders.”

6- “Dimensions of Authentic Leaders: 1) Understanding their purpose 2) Practicing solid values 3) Leading with heart 4) Establishing connected relationship 5) Demonstrating self-discipline”

7- “The medium for developing into an authentic leader is not the destination but the journey itself – a journey to find your true self and the purpose of your life’s work.”

8- “…For each of the dimensions, a developmental quality is required for leaders to be effective: 1) Purpose: Passion 2) Values: Behavior 3) Heart: Compassion 4) Relationships: Connectedness 5) Self-Discipline: Consistency”

9- “Balanced leaders develop healthier organizations. By appropriately delegating their work, balanced leaders are able to make more thoughtful decisions and lead more effectively. Their employees make higher levels of commitment to the organization. In the end they achieve better results on the bottom line.”

10- “These five characteristics of the authentic company parallel closely the five dimensions of the authentic leader: 1) Purpose: Mission and vision 2) Values: Company values 3) Heart: Empowering employees to serve customers 4) Relationships: Enduring and committed organization 5) Self-Discipline: Results for all stakeholders”

11- “Articulating an organization’s value is straightforward, but gaining alignment of all employees throughout the company is much more difficult…Inculcating values throughout an organization starts with the leader, who sets the standard of behavior for everyone in the organization. The leader has to work hard every day to gain alignment with the company’s values, reinforcing positive actions and swiftly taking action with employees who do not emulate these values.”

12- “Companies that devote themselves to maximizing shareholder value will ultimately fail to do so. It is true that a sharp eye to cutting costs can result in significant improvements in a company’s short-term position, but unless the cost cuts are followed by  much larger long-term investments, the company is bound to lose its way. Shareholder value will stagnate and eventually decline.”

13- “Some executives mistakenly believe serving all stakeholders results in trade-offs and compromises shareholder value…In serving all the company’s stakeholders, the company’s sustained success makes shareholders the ultimate beneficiaries.”

14- “Pitfalls to Sustainable Growth: 1) Working without a clear mission 2) Underestimating the core business 3) Depending on a single product line 4) Failing to spot technology and market changes 5) Changing strategy without changing culture 6) Going outside core competencies 7) Counting on acquisitions for growth”

15- “(On Acquisitions)…The key is the integration process. Acquired companies can bring great creative and technical capabilities with them and challenge the existing organization to sharpen its innovative skills. They can also strengthen the management team with new talent and new approaches to serving customers. As the result of an effective process of integrating acquired companies, companies develop more enduring organizations.”

Regards,

Omar Halabieh

Authentic Leadership