The document discusses the differences between managers and leaders, noting that leaders influence beyond their formal authority while managers' influence is limited to their position. It also discusses how US companies spend billions annually on leadership development and how developing global leaders is a key concern. The document then lists 15 ways to identify bad leaders, such as a lack of vision, poor communication skills, and not being accountable. Finally, it discusses research finding that 89% of leadership effectiveness can be explained by four types of leadership behaviors.

3. • Managers
–influence limited to the authority of
their positions
• Leaders
–influence beyond those dictated by
formal authority
“Not all leaders are managers…all managers are not leaders”
On Leadership

4. Not everyone
Leaders are born
Classes can instruct
Assuming the mantle
My Opinion: On Leadership

5. Extraordinary confidence
Subordinates ego
Embraces the team
“Sees” the future
My Opinion: On Leadership

6. My Opinion: On Leadership
Communicates that vision
Motivates them to accomplish
Delegates
Driven to succeed

7. US companies spend almost $14 billion annually on
leadership development.1
Almost two-thirds of the respondents identified
leadership development as their #1 concern.2
Around 30% of US companies admit that they have
failed to exploit their international business
opportunities fully because they lack enough
leaders with the right capabilities3
1 (Laci Loew and Karen O’Leonard, Leadership Development Factbook 2012: Benchmarks and Trends in U.S.
Leadership Development, Bersin by Deloitte, July 2012, bersin.com)
2(See The State of Human Capital 2012—False Summit: Why the Human Capital Function Still Has Far to Go, a
joint report from The Conference Board and McKinsey, October 2012)
3(Pankaj Ghemawat, “Developing global leaders,”McKinsey Quarterly, June 2012)
On Leadership

9. “15 Ways to Identify Bad Leaders”
(http://www.forbes.com/sites/mikemyatt/2012/10/18/15-ways-to-identify-bad-leaders/).
Toxic Leadership
1. Leaders who can’t see it probably won’t find it: Leaders without vision will fail – cannot inspire
teams – cannot motivate performance – create sustainable value.
2. When leaders fail to lead themselves: A leader who lacks character or integrity will not endure the
test of time.
3. Put-up or shut-up: Nothing smacks of poor leadership like a lack of performance.
4. Beware the know-it-all: The best leaders are acutely aware of how much they don’t know.
5. When there’s a failure to communicate: A leader with poor communication skills and I’ll show you
someone who will be short-lived in their position.
6. It’s all about them: If a leader doesn’t understand the concept of “service above self” they will not
engender the trust, confidence, and loyalty of those they lead. Long story short - if a leader receives a
vote of no-confidence from their subordinates…game over
7. Sing a little Kumbaya: Rarely does great leadership exist without love being
present and practiced.
8. One size fits all leadership style: The best leaders are fluid and flexible in their approach. They
understand the power of, and necessity for contextual leadership.

10. Toxic Leadership
9. Lack of focus: Leadership is less about balance and more about priority. Leaders who lack the
focus and attention to detail needed to apply leverage and resources in an aggressive and committed
fashion will perish.
10. Death by comfort zone: The best organizations beat their competition to the future, and the best
leaders understand how to pull the future forward.
11. Not paying attention to the consumer: Leaders not attuned to the needs of the market will fail.
12. Get Invested: Leaders not fully committed to investing in those they lead will fail. The best leaders
support their team, build into their team, mentor and coach their team, and they truly care for their
team.
13. The “A” word: Real leaders are accountable. They don’t blame others, don’t claim credit for the
success of their team, but always accept responsibility for failures that occur on their watch.
14. It’s the culture stupid: The lesson here is that culture matters – forget this and all other efforts
with regard to talent initiatives will be dysfunctional, if not altogether lost.
15. Show some chutzpa: Leadership absent courage is a farce. I’m not referring to arrogance or
bravado, but real courage. Make the tough decision, listen rather than speak, admit your faults, forgive
the faults of others, not allow failure to dampen your spirit, stand for those not capable of standing for
themselves, and to remain true to your core values.

11. McKinsey Quarterly - Decoding leadership: What really
matters
New research suggests that the secret to developing
effective leaders is to encourage four types of behavior.
January 2015 | by Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan
http://www.mckinsey.com/insights/leading_in_the_21st_century/decoding_lead
ership_what_really_matters
On Leadership

12. Top Kinds of Leadership Behavior
Four kinds of behavior account for 89 percent of leadership effectiveness
(Top kinds of leadership behavior)

13. Top Kinds of Leadership Behavior
Four kinds of behavior account for 89 percent of leadership effectiveness
(Top kinds of leadership behavior)

14. On Leadership
Case History

15. The mantle of leadership, and
the responsibilities of being at the
pointy end of the spear was not
something I sought. I was (and still
would be) willing to subordinate myself
to a strong leader, someone capable of
having a vision, setting strategy and goals,
and directing the team to accomplish them.
But if the situation dictates that I step up, then
I am more than willing because I believe we have
amazing things ahead of us, and that potential is in the future.
On Leadership
“The Pointy End of the Spear”

16. Failed Leadership
(Evolution of a Toxic Leader)
Company #1
Jan-Sept 2014
Exits
Nov. 2014
 Lack of focus
 Divisiveness & Egos
 Rancor

17. Company #1
Jan-Sept 2014
Exits
Nov. 2014
 Lack of focus
 Divisiveness & Egos
 Rancor
Company #2
Jan-June 2015
 Starts as “equal” partners
 “Me” versus “Us”
 Unincorporated
 Secretive
 Unequal partners
Failed Leadership
(Evolution of a Toxic Leader)

18. Company #1
Jan-Sept 2014
Exits
Nov. 2014
 Lack of focus
 Divisiveness & Egos
 Rancor
Company #2
Jan-June 2015
 Starts as “equal” partners
 “Me” versus “Us”
 Unincorporated
 Secretive
 Unequal partners
NewCo
Failed Leadership
(Evolution of a Toxic Leader)

19. Later learned
Company #1
Jan-Sept 2014
Exits
Nov. 2014
 Lack of focus
 Divisiveness & Egos
 Rancor
Company #2
Jan-June 2015
 Starts as “equal” partners
 “Me” versus “Us”
 Unincorporated
 Secretive
 Unequal partners
NewCo
Failed Leadership
(Evolution of a Toxic Leader)

20. Later learned
Consultant with key
strategic partner – FIRED
for non-performance
Company #1
Jan-Sept 2014
Exits
Nov. 2014
 Lack of focus
 Divisiveness & Egos
 Rancor
Company #2
Jan-June 2015
 Starts as “equal” partners
 “Me” versus “Us”
 Unincorporated
 Secretive
 Unequal partners
NewCo
Failed Leadership
(Evolution of a Toxic Leader)

21. Later learned
Consultant with key
strategic partner – FIRED
for non-performance
Company #1
Jan-Sept 2014
Exits
Nov. 2014
 Lack of focus
 Divisiveness & Egos
 Rancor
Company #2
Jan-June 2015
 Starts as “equal” partners
 “Me” versus “Us”
 Unincorporated
 Secretive
 Unequal partners
NewCo
A THREE TIME (or more) LOSER
Failed Leadership
(Evolution of a Toxic Leader)