Neat Stuff

Individual paper

• Write in the first person!!!! ONLY
• Focus on 2 or 3 things that have resonated

• MBTI
• Articles etc.

• Dig deep into the “So what”

• What impact did it have on me in my leadership style
• What changed for me
• What part of the rock didn’t I see before

• Stop BEFORE you get to implementation

• Why its important to make the changes.

• NOT into the actual implementation

• All of work count going into digging deep
• DON’T woo her. Dig deep for me!
• Professional can be a bit less formalized from Business academia
• Refer to the writings and activities
• APA style
• Can be retrospective.

• In the past this happened
• This is how I would approach it in the future

• Can incorporate things that you are already trying to do.

• MBTI

• Use titles and sub-titles to build a story. title should be short twitter style.
• You can use readings from other courses but the focus should be on this course.

Leadership Challenge

• The lady is the ONLY executive.

• Runs 100 and some doctors
• Carve out a slice of the pie. FOCUS on one!

• ONLY ADDRESS THE QUESTIONS! ONLY ONE OF THEM!

• ONLY 2-3 recommendations

• How much of this course should be tied into the presentation?

• Don’t drop course specific words.

• They wont understand it.
• This is a lot of leadership issues.

• THEY NEED TO LOOK INTO LEADERSHIP!!!!

• This is baby steps.

• Don’t focus on actual implementation!

• Recommendations need to be functional

• But we don’t need to focus on how they do it.

Dig Deeper:

• Collegial and respectful collaboration don’t get defensive.
• “That is out of scope” this isn’t something that we looked into or worked on.
• Be creative – make it memorable

• DON’T read for the presentation. Make it memorable and make it personal.

• Share responsibility – all members should present
• Speak to the panel, not to the whole group. LDFP is the client!!
• Introduce yourself
• Don’t read
• DON’T USE THE WORD HUGE!!

Creating and communicating vision; Succession planning; managing multiple constituencies - Level 4/5 leadership knowledge.

• Lvl 4/5 do this naturally
• Lvl 3 need to be told to do this.

Boal’s

• Three Pillars of Strat Leadership

• Cognitive capacity – MBA do this the best.

• Ties into absorptive capacity

• How open are you to learning?

• Social intelligence

• Managerial wisdom

• How in tune are you with your team?

• Emotional intelligence.
• How is a employee with a Introversion tendency going to respond to an open office space?

• Behavioural capacity

• Capacity to change

• How nimble are you?

• Elephant turns slowly. Personal and corporate

• Discernment: The ability to perceive variation in the environment and an understanding of the social players and their relationships.

• Requires social intelligence and emotional intelligence

• Is this being looked at overall or are you slicing and dicing to figure out the room

• Strategic Inflecion points

• “… Changes in fundamental industry dynamics, technologies and strategies that create opportunities for strategic leaders to develop new visions,…”

• Knowing when there is an opportunity to implement change
• Technology – what is your capacity for change
• Paying enough attention to know when is the right time. Ability to look ahead to anticipate the right time for change.
• What is the dream external change? What is the worst external change?

• Identifying these change can be helpful in nimbility.

• Recognition is essential

• Strategic:

• Set long term direction
• Think broadly
• Seek way to grow business
• Align people and vision

• Forceful

• Take charge
• Take stands
• Leadership presence
• Decision
• Set expectations
• Accountable
• Make tough calls
• Ask probing questions

• Enabling

• Create guidelines for others to be forces
• Empower
• Receptive to here others stand
• Responsive to needs
• Understand when others don’t deliver
• Share the limelight

• Operational

• Short term results
• Involved in operational detail
• Grounded in reality
• Implement strategy
• People on track – perhaps most important
• Monitor progresses to keep

Collins Reading:

• The crucial question is NOT: what do good-to great companies have in common
• The crucial question is: what do they have in common that distinguishes them from comparison companies?
• Steps from good to great:

• Lvl 5 leadership
• First who then what

• Get the wrong people off the bus

• Confront brutal facts yet never lose faith
• A culture of discipline
• Flywheel momentum to breakthrough and beyond Technology accelerators

• Not a fad
• Implement them appropriately

Quinn: Moments of Gretness

4 Questions to ask yourself:

1. Am I results centered?

1. Am I focused on the bottom line only

1. Am I internally directed?

1. How are you impacting other people
2. Are you lvl 5 or a lvl 3
3. Are you giving people what they need

1. Am I other focused?

1. Am I concerned or interested in what others around me have going on.
2. You want to learn about where they are struggling and help them

1. Am I externally open?

Ideally, you want to say yes to all 4.

Personal reflections:

• Lack of personal awareness of introversion has lead to an emotional shutdown. Failure to acknowledge the essential need for a battery charge time has resulted in detachment and inability to meaningfully contribute today.
• Interesting idea put forward that for a manager to be promoted they must have cultivated a successor.
• Tie MBTI to Quinns article about Externally Open.

• There are ways to ramp yourself up.

• I like the idea that you need to have trained a successor to your position before you are able to move out of the position.

• This requires a openness that is lacking
• Really Like this idea

• Find the article that it ties into