Do You See Yourself as a Leader?

If
so, in What Ways?

What Individuals Have Been

Important Leaders in Your Life?
Why?
 Powerful/influential
 Intelligent
 Mobilize people and resources to work
toward a common goal
 Effectuate positive change
 People of high values/standards/ethics – role
models
 Well known/famous – leave a legacy
 Operate with a mixture of formal and
informal authority
 Money?
 Pedigree/education?
 Beliefs?
 Actions?
 Personalities?
 Looks?
 Connections?
 Work ethic?
 Chance?
 "Leadership is a combination of strategy
and character. If you must be without one,
be without the strategy."

- Gen. H. Norman Schwarzkopf

 Powerful/influential
 Intelligent
 Mobilize people and resources to work
toward a common goal
 Effectuate positive change
 Role models
 People of high values/standards/ethics
 Well known/famous
 Operate exclusively with formal authority,
usually by coercion
 Demagogue(influence- emotional speech)
 Dictator
 Madman
 Control Freak(curiosity)
 Other….?
 Leadership is the position, office, or term
of a leader
 A leader is one who
 Directs
 Guides
 Is in command
 Has influence
 It ignores values/ethics
 It does not describe the work of leadership
 It does not distinguish between a shift
worker at a restaurant and 4-star general!
 Leadership is unavoidably tied to values,
morality, and ethics
 We shape our values early in life, and
thereafter our values shape us
 Respect cannot be demanded, it must be
earned – by giving it away.
 Look at how long these people have been in
power or the influence they have!
 Do you think they ultimately will succeed?
 Leadership seeks positive outcomes to
benefit others – a servant(internal)
viewpoint
 Humility is not thinking less of yourself,
but thinking of yourself less
 “We make a living by what we get; we make
a life by what we give."

- Winston Churchill
 Leadership is called forwards by crisis and
challenge and helps shape it, but is not
produced by it
 “This is a great truth, one of the greatest
truths. Once we truly know that life is
difficult – once we truly understand and
accept it – then life is no longer difficult.
Because once it is accepted, the fact that life
is difficult no longer matters.”

- Scott Peck (The Road Less

Traveled)
 “…[we] complain the scale of [our]
problems…as if life should be easy. [We]
voice [our] belief…that [our] difficulties
represent a unique kind of
difficulty...visited upon [our] families,
people, class, nation, race, or species…and
not on others.”

- Scott Peck (The Road Less

Traveled)
 More than 1 billion people live on less than
$1 per day
 6 million children under the age of five die
each year from malnutrition
 More than 800 million people go to bed
hungry every day; 300 million are children
 More than 40% of the world’s population
does not have basic sanitation or access to
clean water
 …It is in this whole process of meeting and
solving problems that life has its meaning.
Problems call forth our courage and our
wisdom; indeed, they create our courage and
wisdom.”

- Scott Peck (The Road Less

Traveled)
 In a nutshell, that’s what leaders do – they
solve problems
 But they do so in a way fundamentally
different than what you might imagine
 Leadership and Management are very
different, though some confuse them as
being nearly synonymous
 Few people are effective leaders and
managers
 Management
 is about coping
with complexity
 brings order and
consistency out
of potential confusion
 applies known
solutions and
strategies
 Leadership
 is about coping
with or planning
change,
especially if
it’s sudden
 "Management is efficiency in climbing the
ladder of success; leadership determines
whether the ladder is leaning against the
right wall."

- Stephen R. Covey
 "Management is doing things right…

Leadership is doing the right things."

- Peter Drucker
 Management
– Creating a plan
– Defining steps
– Establishing a
structure
– Allocating
resources
– Executing the plan
– Controlling situations
and solving problems
 Leadership
 Developing a vision
and setting direction
 Defining strategies
 Aligning, motivating,
and inspiring people
 Testing reality
 Delegating work
 The crucial feature of visions is
that they must serve the interests
of the community
 Management controls people by pushing
them in the right direction
 Leadership motivates people by drawing
them in a way that satisfies the basic human
needs for
 achievement
 recognition
 self-esteem
 a sense of belonging
 The role of the leader is to take people on
journeys where they’ve not been before
 By definition, you don’t know how to get there!!!
 “Never walk the traveled path because it
only leads you where the others have been”
(Alexander Graham Bell)
 Leaders hate, and instinctively challenge,
the status quo!
 You know you’re a leader if you…
 feel you can do things better, and know how to do
them better, without offending those in authority
 are comfortable being challenged
 are comfortable with being under authority
 are comfortable with crediting other people for things
you helped accomplish
 How many of these fit you?
 Leadership involves coping with or producing
useful change in response to challenges, problems
or opportunities
 Leadership can be exercised with or without
formal authority
 Leadership involves coping with or
producing useful change in response to
challenges, problems or opportunities
 Leadership can be exercised with or
without formal authority
 Problems -- when circumstances do not
conform to the way we think things ought
to be
 Two solutions
 Apply a known technical fix (management)
 Develop solutions that previously were
unknown (leadership) – known as adaptive
change
 Someone doesn’t show up for work
 Terrorism threat in the United States
 Leadership involves coping with or
producing useful change in response to
challenges, problems or opportunities
 Leadership can be exercised with or
without formal authority
 Conferred in exchange for protection,
direction, conflict control
 Based on a set of expectations or a job
description
 Essentially a formal contract – it can be
revoked or walked away from
 Pros and cons
 Breadth and completeness of information
 Must operate within specific bounds
 Must operate at a distance from the front lines
 Based upon trust, reputation, respect,
admiration, creativity and availability
 It can never be withdraw, though the trust
relationship can be broken and the
reputation damaged
 This is the most powerful type of authority
 Can deviate from norms of decision making
 Can focus on hard issues
 Can get closer to the experiences of the
stakeholders down in the trenches, where
relationships are developed
 If you don’t learn to lead “under,” you’ll
have few opportunities to lead “over.”
 You cannot have authority unless you are
under authority (formal or informal)
 President (Constitution, Courts)
 Policemen/policewomen (Laws)
 Professors (Chairs, Deans)
 Students (Professors)
 Children (Parents)
 Part I: Intellect
 Intellectual capacity (IQ)
 Technical expertise
 Knowledge and experience
 Part I: Intellect
 Intellectual capacity (IQ)
 Technical expertise
 Knowledge and experience
 Part II: Emotions
 90% of the difference between outstanding and
average leaders is due to emotional intelligence
(EI)
 It’s twice as important as IQ and technical
expertise combined
 It is THE differentiating factor in leadership
 Have you been around people that don’t
have a clue when they insult others?
 What instructors did you enjoy or value the
most?
 The really brilliant one who cared nothing
about you individually? or …
 The one who was really smart (can’t be a
professor otherwise) but made an effort to learn
about your plans and dreams?
 People are persuaded by reason, but
moved by emotion; [the leader] must both
persuade them and move them."

- Richard M. Nixon
 The capacity for recognizing our feelings and
those of others; for motivating ourselves and
others; for managing emotions in ourselves
and in our relationships
 #1a: Understanding yourself (self-awareness)
 #1b: Managing yourself (self-regulation)
 #2a: Understanding others (empathy)
 #2b: Managing others (motivation, social skills)
 This is a key aspect of being a leader
 The ability to recognize and understand
your moods, emotions, and drives, as well
as their effect on others
 Self-confidence (but not arrogance)
 Self-assessment
 Self-deprecating sense of humor (rolling with
the punches)
 What are my strengths and weaknesses?
 “Good timber does not grow with ease; the
stronger the wind, the stronger the trees” -
J. Willard Marriott
 Taking criticism – tough medicine to
swallow, but usually always valuable
 Giving criticism -- kindly?
 Leaders have to bring correction, but HOW
it’s brought can make or literally break
someone
 Being aware of how people
respond to you
 This is another key aspect of being a leader
 Self-regulation is the ability to manage your
emotions and reactions
 Creates an environment of trust, safety, and
fairness
 Discourages those around you from losing control
or reacting suddenly
 Bad scenes fix in people’s minds
 Others can and should be understanding, but
SELF-regulation -- is up to YOU!
 Empathy – do you understand others and take
an interest in their concerns?
 Are you concerned with serving the needs of
others – do you put others ahead of yourself?
 Do you encourage others, inspire, and
communicate well?
 Do you encourage relationships?
 This requires that you see the difference
between you and your role . . .
 . . . and that you put yourself in another
person’s shoes – empathy
 Leaders are under pressure to
restore equilibrium and produce
solutions
 Emotions usually suggest
censorship those who raise
disturbing questions
 displeasure is often a signal of
opportunity
 Deviants are a leader’s best friend!
 Power abusers over-value themselves and
under-value or de-value others
 The “I owe this to myself”
syndrome
 Power abusers use people, often without
realizing it
 Power abusers often don’t take the time to
deal with the root cause of problems
 Power abusers often are blind to counsel
because of their “positional ego”
 A true leader is likely to be one who has no
desire to lead, but is forced into a position of
leadership by the press of the external
situation.
 I believe it might be accepted as a fairly reliable
rule of thumb that the man who is ambitious to
lead is disqualified as a leader. (A.W. Tozer)
 The true leader will be as ready to follow as to
lead, and when a wiser and more gifted man
than himself appears, he will step aside.
 "I've missed over 9,000 shots in my career.
I've lost almost 300 games.
26 times I've been trusted to take the game-
winning shot . . . and missed.
I've failed over and over and over again in
my life. And that is why I succeed."

- Michael Jordan
 Cover it up, quickly!
 Totally a protection of our ego
 We put the focus on ourselves rather than
others
 “Never let them see you sweat”
 This is the worst advice in the world
 Remember about acknowledge our
strengths and weaknesses?
 Think how others will respond to
your mistakes if you come across as
perfect and full of infinite wisdom!
 "It is necessary for us to learn from others'
mistakes. You will not live long enough to
make them all yourself."

-- Adm. Hyman G. Rickover

 From the Greek “ethos,” ethics is the
critical inquiry about the adequacy of any
morality
 Morality is group norms for acceptable
behavior that give the possibility for
continued membership
 You must know where you stand because
this determines your actions
Values
Beliefs

Values
Attitudes

Beliefs

Values
Behaviors

Attitudes

Beliefs

Values
 Credibility
Behaviors is lost when
behavior is
inconsistent
with values
Attitudes

Beliefs

Values
 Character and good feature are inseparable
from leadership and ethics
 The true judge of character is what one
would do if no one could find out!
 Where does character arise in science?
 Collaborative research and sharing
 Factual reporting – negative and positive
 Reproducibility of results
 Balanced reporting of negative and post
 stand on “moral” issues, even if not
meteorological (duplicate, etc)
 You WILL…
 Disappoint
 Receive unjust criticism
 Be misunderstood, misquoted, mistreated
 Be viewed as other than you really are
 Be unappreciated
 You WILL…
 Receive incredible satisfaction
 Make an impact on people
 Not be forgotten
 Life is difficult, leadership is difficult, and
nothing will change that fact!
 One of the most important factors that
define great leaders is determination
 His brother died when he was 7
 His mother died when he was 9
 His fiancée died
 His eventual wife had 4 sons, only 1 of whom
made it to adulthood
 He suffered deep depression and was
hospitalized for a nervous breakdown
 He started two businesses and both failed
 He was defeated multiple times in runs for the
state legislature, Congress, and Senate
 Had Lincoln lived an easier life, would he
have become a great man?
 He accepted the difficulty of life and
refused to let obstacles discourage him
 He used them to build his character and
impacted the world in thoughtful ways
 That’s a hope for all of us as leaders
 This is not about getting people to buy into
your own ideas!
 It’s about teaching people to
 Recognize and hold their unique abilities and
limitations
 Relate effectively to people having different
views
 Deal with situations they’ve never faced and
that have no known solutions
 Work for a broader purpose while fulfilling
their own specific goals and needs
 Draw the best out of others by motivating and
inspiring
 There are NO UNIMPORTANT people or positions
 Everyone is a leader to some extent because
everyone has a set of followers
 Leadership isn’t a task but rather a way of life!
 Find out what you’re good at both technically and
emotionally
 Walk in those things and try to shore up other
weaknesses
 History may not recognize you as a “leader,” but
you’ll be a history-maker if you mobilize people to
do something that’s socially useful
 Don’t waste your time looking around to
see what the world needs. Rather, look
inside to see what makes you come alive,
and do those things…for the world needs
people who are alive, walking in their
passions.