1. Putting Together the Pieces of Leadership
Junior League of Toledo

2. WHY 360
WHAT DO WE HOPE TO ACCOMPLISH?
 Reward my friends and punish my enemies
 Learn how effective I am as a leader
 Determine how I compare to my colleagues
 Discover my weaknesses
 Find out who’s been saying bad things about me

3. know the perils

4. why bother?

5. task vs. relationship

6. Task-focused
leaders concentrate
T A on end results and
S K appraise their personal
worth by the list of
their achievements.

7. Relationship-
centered
leaders think
about the
people doing
the work

8. Task vs. Relationship
High on Execution High on People
Results oriented Sincere and straightforward
Are decisive Set a positive example
Hold others accountable Encourage open dialog
Demand excellence Open to criticism
Follow through on their Recognize and reward
commitments contributions of employees
Understand the business Motivate and inspire others

9. FACT:
While tasks and results are
important, it’s the ability to form
and nourish relationships that
sets highly effective leaders
apart from the rest

10. High
Effective
Task Master
Leader
Focus on
Execution
Disengaged Motivator
Low High
Focus on
People

11. High
Focus on
Execution
Disengaged:
Going through the
motions; indifferent
and apathetic
Low High
Focus on
People

12. High
Task Master:
Heavy emphasis
on authority and
compliance; people
are simply an ends
to a mean
Focus on
Execution
Low High
Focus on
People

13. High
Focus on
Execution Motivator or
“Country Club”
Manager: Low
concern for
productivity; too
worried about
being liked
Low High
Focus on
People

14. High
Effective Manager:
Strong emphasis on
both tasks and
relationships
Focus on
Execution
Low High
Focus on
People

15. eitheror
HIGH SCORES IN ONE
COMPETENCY NORMALLY
CORRELATE TO LOW GRADES IN
THE OTHER, SUBSTANTIATING THE
THEORY THAT LEADERS ARE EITHER
TASK OR RELATIONSHIP ORIENTED

16. Lamar and Michael are on a seesaw. Michael is bigger than Lamar, so
the seesaw is not balanced. How could the seesaw be balanced?
Lamar Michael
!
a. Lamar should move toward the center, while Michael stays where he is.
✓ b. Michael should move toward the center, while Lamar stays where he is.
c. Michael should move toward the end, while Lamar should move toward the center.

17. Raw Scores
An average of your feedback
results on a five-point scale,
with 1 being the lowest and
5 being the highest.

18. T-Scores show
how your results
compare to
hundreds of
managers and
executives
!
across a broad
range of different
organizations. Mean = 50
Standard Deviation = 10

19. Forget reality.
Perception drives
behavior.

20. 10 sure-fire ways
of improving your
360 o evaluation results

21. 1. Be a risk seeker.

22. risk
Verb: To do something despite
danger; to incur the chance of
harm or loss by taking an action.

23. Risk Takers
Some people respond to
challenges that are presented…
Risk Seekers
…while others seek out
opportunities to lead.

24. Admitting Ignorance
Leadership requires
the courage to
surround yourself
with employees who
are potentially better
at their jobs than you
are at yours.

25. Pushing for
PRO Change
ACT “In a time of constant
change, one thing hasn’t
IVE changed: Organizations are
still resistant to change.”
Robert Reich

26. challenging bad decisions
“If you are in middle management,
don’t be a wimp. Don’t sit on the
sidelines waiting for the senior people
to make a decision so that later on you
can criticize them over a beer—‘My
God, how could they be so dumb?’
Your time for participating is now.”
Andrew Grove, CEO Intel

27. Blowing the Whistle
Most workers are far too
faint-hearted for whistle
blowing. Too many
exhibit an unquestioning,
even fearful, reverence
for authority.

28. Addressing
Performance
Issues
If you’re like most
managers,
you tend to blame
yourself for
an employee’s
disappointing
performance.

29. first
GO
“Leadership is going first
in a new direction—
and being followed.”
Andrew Grove

30. Trusting Your
Employees
Many managers find trusting
their employees highly anxiety-
provoking because of the risk
involved. The urge to peek over
their shoulders, or even do the
work themselves, is great.

31. Risk
Seeker

32. “Leadership matters
most when it is least
clear what course
should be followed.”
–Michael Useem

33. 2. Embrace the chaos.

34. Challenge is not an activity,
it’s a state of mind.

35. psychological
hardiness
“Hardy” individuals are more likely
to approach stressful events as
opportunities from which to learn,
rather than as threats to
fear or avoid.

36. 2:1
Non-Hardy to Hardy

37. Our survival requires
avoiding deadly outcomes;
ignoring a potential danger
could be fatal.
“fight or flee”

38. the three attitudes of hardiness
Commitment: Control: Challenge:
the belief that the conviction that the perception
stressful events are individuals can that change is both
not threatening, but actively influence expected and
interesting and life’s events. stimulating.
meaningful.
Source: Kobasa and Maddi, The Hardy Executive: Health Under Stress

39. Commitment
People who are committed to and
involved in their work are more apt to
perceive chaos as interesting.

40. Control
People adapt to change best when
they understand the control they
have over their environments.

41. Challenge
When chaos is welcomed, we can
perceive it as stimulating, if not a
hidden opportunity for personal
development.

42. “Crises are part of
what makes work fun.”
Robert Hayes

43. Be hardy!

45. 3. Speak english.

46. “ The biggest problem
with leadership communication is
the that it has occurred.
”
—Boyd Clarke and Ron Crossland, The Leader’s Voice

47. “Yeah-uhhh! Yo, yo dude.
What’s up dawg? How you
feelin’? You feelin’ alright?
Listen, man. I’ve got to give you
props. You’re doin’ your thing
and it was dope. I ain’t mad.”

48. “Let’s talk offline after the
lateral-thinking quality circle.”

49. “With all this synergy, we should
shift our paradigm and identify
some best practices.”

50. “At the end of the day, we must
tee up a seamless solution to
our disconnect, per se.”

51. “What the…?”

52. J A R G O N

53. JARGON
often includes euphemisms
used to substitute inoffensive
expressions for those
considered offensive.

54. why jargon?
Speakers sometimes invoke workplace
jargon to impress others, or to establish
their membership in an elite faction.
Some use jargon to exclude or
confuse others, or to mask their
own inexperience or lack of
knowledge.

55. Why Didn’t You Just Say So?
Out of Pocket. When you used to say, “I’ll be unavailable.”
Escalate. To tell someone more important than you that
something very bad is about to happen.
“I’ll Reach Out to You.” I’ll telephone, e-mail, text, or
otherwise communicate with you later.
“You Loop Back to Me.” You telephone, e-mail, text, or
otherwise communicate with me later.
Bandwidth. Computer term used to describe the capacity to
handle a job (“I’m not sure we have the bandwidth to handle
this many new clients”).
Open the Kimono. Exposing the truth—revealing what
you’ve been hiding all this time.

56. of employees are regularly confused about what their
20 percent colleagues are saying, but are too embarrassed to ask for
clarification
admitted using jargon deliberately—as a means
More than a third of either demonstrating control or gaining
credibility
found the use of jargon in office meetings both
40 percent
irritating and distracting
One
out of dismissed speakers using jargon as both pretentious and untrustworthy
ten
Source: Office Angels

57. A single voice.
A candid voice.
A genuine voice.
Your voice.

58. 4. Tell stories.

59. Communication and intellectual
is most effective areas of your
when you speak listeners’
to both the minds.
emotional

60. Stories
create the emotional
perspective listeners need
to connect with your
message.

62. “It is impossible even
to think without a
mental picture.”
Aristotle
On Memory and Recollection
358 B.C.

63. FIVE:
Walk your talk.

64. “We aspire to be known as a
company with the highest standards
of moral and ethical conduct—
working to earn client trust, day in
and day out. Our word is our bond.”
From Citigroup’s statement of values

65. “Our word is our bond.”
Sanford “Sandy” Weill John Reed
CEO Citigroup Citigroup co-CEO
C. Michael Armstrong Jack Grubman
AT&T CEO and Citigroup Salamon Smith Barney’s
Board Member Top Telecom Analyst
92nd Street Y
Exclusive NYC Preschool

66. “I used Sandy to get my kids into 92nd
St. Y pre-school (which is harder than
Harvard) and Sandy needed Armstrong’s
vote on our board to nuke Reed in
showdown. Once coast was clear for
both of us (ie Sandy clear victor and my
kids confirmed) I went back to my
normal negative self on [AT&]T.
Armstrong never knew that we both
(Sandy and I) played him like a fiddle.”
E-mail from Jack Grubman
January 13, 2001

67. 49
PERCENT
Less than
half of all U.S.
employees trust
their senior
leaders.
Source: Watson Wyatt’s WorkUSA 2006/2007 Survey

68. “In corporate
America, crime
pays. Handsomely.
Grotesquely,
even.”
Arianna Huffington
Pigs at the Trough

69. “
WHAT WE FOUND IN
OUR INVESTIGATION OF
ADMIRED LEADERSHIP
KOUZES & POSNER
QUALITIES IS THAT MORE
The Leadership Challenge THAN ANYTHING, PEOPLE
WANT TO FOLLOW
LEADERS WHO ARE
”
CREDIBLE.

70. “Credibility is the
foundation on
which leaders and
constituents will
build the grand
dreams of the
future.”
Kouzes & Posner

71. DWYSYWD

72. The mission statement is “not a
trophy that decorates office walls,
but an organic body of beliefs
and a foundation of guiding
principles we hold in common.”
Howard Schultz, founder of Starbucks

74. “Clearly, there is a link
between core values and
emotional commitment.”
Gary Cohen
President, CO2 Partners

75. Only
4 of 10
workers say their
employer’s core values
match their own
Source: CO2 Partners

76. Employees need to know
how aligning with the
organization’s values will
meet their personal interests
and needs. Otherwise, their
initiative diminishes and
money becomes their
primary motivator.

77. Employees are
searching for leaders
with integrity who prove
their credibility
continuously.

78. prove yours!

79. Give away
your authority.

80. “Hierarchy is an
organization with its face
toward the CEO and its ass
toward the customer.”
-Kjell A. Nordström and Jonas Ridderstråle
Funky Business

81. By its very nature, a
top-down hierarchy
places multiple
restraints on its
employees.

82. ONE-SIDED
accountability
Employees must produce results—
though they have little influence on,
or authority over, the process for
producing those results.

83. EMPOWERMENT
Unleashing your organization’s potential
requires placing authority in the hands of
those people who actually do the work.

84. Wally who?

85. Giving authority to workers on
the front lines is a cornerstone to
job enrichment.

86. “But my employees
don’t want to be
empowered!”
Common Rebuttal

87. Gary Hamel
“ The bottleneck
is at the top of
the bottle.”

88. Leaders who consider
themselves effective
are less apt to micromanage
high
and more likely to set
expectations for
their employees.

90. “ A basic function of
leadership is to produce
more leaders, not more
”
followers.
Ralph Nader

91. 7 Figure out what people do
best–and then let them do it.

92. Gallup
survey
question:
“At work do  Strongly Agree
(20 percent)
you have the
opportunity to do
what you do best
every day?”

93.  Strongly Agree
38 percent more likely to work in business units
with higher productivity
50 percent more likely to work in business units
with lower turnover
44 percent more likely to work in business units
with high customer satisfaction scores
Source: Now, Discover Your Strengths
Marcus Buckingham and Donald Clifton

94. What prevents
our employees
from doing what
they do best?
Usually, our
emphasis on what
they do worst.

95. strivingforimprovement,
most of us do the same thing:
we take our strengths for granted,
and concentrate all our efforts on
conquering our weaknesses

96. Not surprisingly,
the vast majority of organizations
appear to believe that the best
way for individuals to grow is to
eliminate their weaknesses.

97. Identifying each person’s strongest
talents permits everyone the opportunity
to contribute what they do
BEST.

98. 8) Reward dissension.

99. COHESION
A demonstrated tendency for a group
to stay together and remain united in
the pursuit of its goals and objectives.

100. Good Cohesion
results in higher
individual effort
 More personal job
satisfaction
 Higher team tolerance
for disruptions
 Less turnover
 Greater adherence to
group norms

101. Cohesion can also
have negative
effects on group
performance. And
when it’s bad, it’s
really, really bad.

102. “Because people value their membership
in cohesive groups, they are willing to
adjust their behavior to group standards.”
SUSAN CAROL LOSH, Ph.D.
FLORIDA STATE UNIVERSITY

103. GROUPTHINK
occurs when the pressure to
conform within a group
interferes with the group’s
decision making ability.

104. A B C
Exhibit 1 Exhibit 2

105. Solomon Asch
Subjects went along with the clearly
erroneous majority 33 percent of the time
74 percent conformed to the
majority at least once
28 percent conformed more
than half the time

106. “The tendency to conformity
in our society is so strong
that reasonably intelligent
and well-meaning young
people are willing to call
white black.”
Solomon Asch
1951

107. Groupthink stops members
from suggesting ideas that
might deviate from the
collective opinion, causing
a deceptive appearance of
group consensus
when, in fact, only one
approach is considered.

108. 9. Close the
generation
gap.

109. MILESTONE THE 21ST
CENTURY
marks the first time in history that members of four
separate generations make up the U.S. workforce

110. Fact:
The age gap between
the oldest and youngest
workers in America is
wider than ever—and
likely to continue growing.

111. Four Generations at Work
Silent Generation 1925 - 1945
Baby Boomers 1946 - 1964
Generation X 1965 - 1980
Generation Y 1981 - 2000

112. TIME MAGAZINE 1951:
SILENT
“GRAVE AND FATALISTIC”

113. Lacking Conviction*
*or so it seemed

114. Having grown up in
the wake of World
War II, many people
in this generation
refrained from
voicing unpopular
beliefs for fear of
being considered
subversive.

115. Whether because they
are leading longer, healthier
lives or lacking the financial
resources necessary to stop
working, many older workers
are putting off retirement.

116. The largest generation,
BABY BOOMERS
make up 50 percent of the U.S. workforce.

117. Unlike their “silent” parents,
Baby Boomers were not afraid
to challenge cultural norms.

118. “Change Agents”
 Civil Rights bills passed
 U.S. involvement in Vietnam War ended
 Legislation enacted barring discrimination on the basis
of race, gender, religion, national origin, sexual
preference, physical ability, and age
 Movements to stop polluting the earth and to start
conserving it instead
 Employee-focused policies, procedures, and regulations
prevalent in most business organizations today

119. In the twenty years following the
Boomers’ entrance in the workforce,
the annualamount of time
Americans spent at work increased
an average of one full month.

120. Boomers may have traded marching
on Washington for walking for a
cure, but they’re still looking for
ways to make a difference.

121. Wanted
Generation Xers were born into
a culture in which birth control
and abortion became prevalent
—and children were seen as
avoidable or disposable.

122. it’s all about
ME

123. 56 percent of Gen Xers are married,
and 49 percent have children at home.
In other words, the “me generation” is
entrenched in the American Dream.
Source: Randstad, 2008 World of Work Survey

124. The most ignored
children of any
generation.

125. WORK-LIFE BALANCE

126. The average Gen Xer changes
jobs every eighteen months.
Source: Appelbaum, S. H., Serena, M., & Shapiro, B. T. (2004) Generation X
and the boomers: Organizational myths and literary realities.
Management Research News, 27(11/12), 1-28.

127. MILLENNIAL
=Gen Y

128. the e word

129.  Sheltered
Other words
used to describe  Spoiled
Gen Yers  Impatient
 Disrespectful
 Blunt
 Diverse
 Thin-skinned
 Wanted

130. Sol√ e f∅r why
In 1968, 18 percent of American college freshman
had achieved an A average in high school.
By 2004, that figure was 48 percent.
During that same period, SAT scores decreased.
SOURCE: Twenge, J. M. (2006). Generation me: Why today’s
young Americans are more confident, assertive, entitled—and
more miserable than ever before. New York: Free Press.

131. Grade
>> INFLATION

132. Self-Esteem First.
Learning Second.

133. thx for the iview!
i wud to work 4 u!! :)

134. reality:
“The transfer of knowledge
between retiring generations
of veteran workers and newer
entrants to the workforce is
unlikely.” Randstad

135. 10.
Tell them
about the
cathedral.

136. Old story:
Two stonemasons are
working on the same
project. An observer
asks, “What are you
doing?”
The first stonemason
replies: “I’m cutting stone.”
The second stonemason
replies: “I’m building a great
cathedral.”

137. Sixty percent of surveyed executives
listed getting people to work together as
the biggest hurdle they currently face.
American Management Association Survey, October 2003

138. fortyninepercent
Less than half of all
employees understand the
steps their organizations
are taking to reach new
business goals.
Source: Watson Wyatt’s WorkUSA 2002 Survey

139. “I have a dream
that onea dream that rise
“I have day one
this nationout the true
up and live will
day this nation will
rise up hold theseliveto
‘We and truths
meaning of its creed:
out the are created equal.’”
men true
be self-evident: that all
meaning of its Martin Luther King, Jr.
Delivered on the steps of the Lincoln Memorial in
creed: ‘We hold
Washington D.C. on August 28, 1963

140. If you think that conveying ideas
effectively is an innate ability—a talent
reserved for naturally gifted orators—
then you are probably neglecting your
role as a communicator.

141. I N S P I R E

142. Without an inspiring vision from their
leaders, employees will struggle to discern
any link between their private ambitions
and the company’s actual mission.

143. “The age-old secret to
generating buy-in is to
strategically design, target,
and deliver a story that
projects a positive future.”
Mark S. Walton
Generating Buy-In: Mastering the Language of Leadership

144. 10 sure-fire ways
of improving your
360 o evaluation results

145. Endeavor for
humility, not
perfection.

146. Putting Together the Pieces of Leadership
Junior League of Toledo