This presentation is based on a number of resource materials and my personal

experience. A good portion of this presentation is from the book The Leadership
Challenge by James Kounes & Barry Pozner which is a University text book used for
courses on leadership. What impressed me about this particular book is that it
educated you in the development of leadership rather than just providing you
countless numbers of examples.
Leadership is a skill that must be developed. Skills cannot be acquired, they are
developed. In this presentation we will learn about the development of leadership.

There are a number of definitions for leadership. In simple terms, Leadership is a relationship
between the leader
and the followers. As in all relationships they have to be built upon respect and trust.
Virtually everyone will have the opportunity to serve as a leader at some point, in some area of
their life, whether as a part of their regular job responsibilities, on a committee or task force, in
a community group or club, or even in a family setting and everyone can learn to lead
effectively. Leadership is not about being in a formal position. Its about attitudes and
behaviors. You can grant someone the title of chief executive but that does not make him or
her a leader. Leadership must be earned. You become a leader in the eyes of others because
of what you do. Leadership is about having the courage and determination to move from
wherever you are to a place of making a difference in the world. We need more people to
accept responsibility for bringing about significant positive changes in their own circumstances
and those of the people with whom they work and live.

Leadership is a process by which the leader has the ability to exert influence onto others that
will enable them to accomplish the established goals that are set forward. The
leader must also provide direction that will enable the organization to operate in a cohesive
and coherent manner. The leader must be required to possess attributes that
consist of their beliefs, character, ethical standards, knowledge, and skills. The Leadership
Challenge by James Kounes & Barry Pozner
This statement emphasizes that leadership also consists of both process and attributes.

Management vs. Leadership

Managers
1. Cope with complexity
2. Plan and budget
3. Organize and staff the organization (Hire and train employees; define reporting
relationships; design economic incentives)
4. Control and Problem-solve (Establish routines; minimize risk; push people in the
right direction to achieve organizational goals; correct deviations from desired
results; reward acceptable performance)
Leaders
1. Cope with and produce change
2. Set a direction
3. Align people (Coordinate the efforts and interests of people at all levels of the
organization, as well as those of external constituents; gain support for the vision)
4. Motivate people (Inspire and energize; address peoples higher level needs, e.g.
achievement, belonging, recognition; engage people in meaningful work and
empower
them to initiate action; celebrate accomplishments)

Well explore the Five Practices and Ten Commitments outlined in the book The
Leadership Challenge . Leadership is an identifiable set of skills and practices that are
available to all of us. Leadership can be learned and developed. Essentially,
leadership is a relationship between those who aspire to lead and those who choose
to follow.
The Leadership Challenge by James Kounes &
Barry Pozner
They are:
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process

4. Enable Others to Act

5. Encourage the Heart

1. Model the Way

Exemplary leaders are highly principled individuals and have a clear understanding of
the values and beliefs that drive them. They serve as role-models by virtue of their
authenticity. That is, their words and behavior are congruent, and their underlying
value system is evident in both.

Each of the practice has two commitments. Commitment #1 is find your voice by
clarifying your personal values. And express yourself.
Next, we will explore values.

Every individual and every organization is involved in making decisions on a daily basis. The
decisions individuals make reflect their personal beliefs about what they think is important.
The decisions
organizations make reflects the cultural beliefs about what the organization thinks is
important. In other words,
the decisions we make are a reflection of our personal and organizational values. When the
values of an
individual are the same as the values of their organization, then there is a values alignment.
When the values
of an individual are different from the values of their organization, then there is a values
misalignment.
Research shows that companies that seek to align the values of the organization with the
values of
employees, and vice versa, are more fun to work in, are more successful and are more focused
on the needs
of their employees and their customers. Organizations that dont have this alignment tend to
be more inward
looking, bureaucratic, and stressful. They may be financially successful, but find it difficult to
hire and keep
talented people. Companies that seek to create a values alignment, on the other hand, have
very few
problems attracting and retaining talented people. They know what their employees want and
they know how
to provide it.

These are examples in developing your personal values.

- Develop self-awareness.
- Give yourself a time-out for reflection. Meditate.
- Record the lessons from leaders you admire Who are your role-models for
leadership? What lesson can you
learn from each?
- Identify the essential principles that you believe should guide peoples behavior.

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Set the example by aligning actions with shared values.

Commitment # 2

Highly successful strong-culture organizations share Three Central Themes in their

values:
1. High Performance values stress the commitment to excellence.
Establish an organization with a culture that is committed to excellence. You cant just
say it you have live by the
examples. Develop the team, show them how to get there and why it is critical for the
survival of the
organization.
2. A Caring Attitude towards people.
When your customers and team know that you care about them, they will reciprocate
There is a fundamental law of human nature called the Law of Reciprocity.
The principle of reciprocity means that if one person gives or does something of value
for another person, that person has a natural tendency to want to give something back
in return. This means that people will have a natural tendency to give to you based on

11

the way that you treat them.

3. A sense of uniqueness and pride.
When the organizations culture is committed to excellence they feel both uniqueness
and pride. This carries over in their tasks. People want to feel part of an organization
they feel proud of. There are two examples I will use here.
1. With Fred DeLucas Leadership along with stakeholders leadership skills and the
commitment to excellence, caring attitude and uniqueness and pride in delivering the
products and services has contributed to the SUBWAY organization becoming the
largest restaurant chain in the world in terms of number of locations.
2. When we think about the various organizations that we have worked for, ask yourself
which ones created an atmosphere consisting of the three central themes. In my
personal experience prior to coming to SUBWAY I can think one that stands out. It was a
high volume full service restaurant that I had worked in as a chef. We had the best
reputation in the restaurant industry in the surrounding area. The owner a former
Marine Drill Sargent developed a culture in which the organization was highly
structured and had a regimented environment that clearly communicated its mission,
vision and values. Everyone clearly understood the following with no exceptions:
A) Every meal served had to be the best.
B) Every customer received the best service.
C) Cleanliness was a top priority.
A combination of the quality of the food, customer service and atmosphere the
complete customer experience was superior. The owner had heavy delegated the
responsibilities and there were numerous systems in place to hold each one
accountable with both rewards and consequences. This developed a team in which its
members where proud to be part of the organization. Today, I still use the skills that I
had developed at that restaurant.

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These are other examples of modeling the way.

It is important to remember that people first follow the person, then the plan.
If they have no trust in the leader, it will be difficult to carry out the organizations
mission.
When leaders keep people focused by constantly affirming publicly what they stand for
it has a positive effect. In 1984 when SUBWAY had over 300 restaurants Fred DeLuca
the co founder publicly announced that the companys new goal was to have 5,000
stores open by 1994. This was a very aggressive goal.
The company discussed its goals every opportunity it could including press releases
including franchise sales
Ads. Fred kept the company focused on this goal. Our franchisees and prospective
franchisees also bought into these goals. By 1991 we had reached our goal of 5,000
restaurants ahead of schedule.
Today, we are the largest franchised restaurant chain in the world in terms of locations.
This is an example of people first following the person, then the plan and staying the
course.

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These are four characteristics seem to be universally important over time to followers.

13

Leaders build on an agreement regarding the core values of their organization and its
constituents. They seek honesty, respect, service, excellence and integrity.
A man that knows his limitations is one that you can trust.
This is a quote from Dr. W. Edwards Deming (October 14, 1900 December 20, 1993)
who taught that by adopting appropriate principles of management, organizations can
increase quality and simultaneously reduce costs (by reducing waste, rework, staff
attrition and litigation while increasing customer loyalty). The lesson here is to practice
continual improvement.
Once you are aware of your limitations Take the steps to improve upon them. It is
evident that people are seeking honesty and trust from their leaders.

14

Values Are Guides

Research indicates that individuals who are unclear about their own and the
organizations
values have only a modest commitment and are apt to be particularly alienated from
their work.
People want to be part of something larger than themselves.

15

There are three stages of self expression. I consider this as a self audit.
Looking Out
As a leader you want to develop yourself. First, you need to read, observe, and imitate the practices of other
leaders. I suggest that you studying other leaders and it should not be limited to the business world. We can equally
learn lessons of leadership from those that have succeeded and failed regardless if we agree with their philosophy.
We can learn from everyone.
Looking In
You must look within in order to improve and move on. As a leader you are developing others. You cant fix others
unless you fix yourself first.
This is an opportunity to further discuss the topic of delegating responsibilities. If you have a problem with
delegating, you need to ask why? Did you know that studies have shown that when you do not delegate authority to
your team, they perceive it as you not trusting them? Not everyone will tell you what they think. Delegating is
another opportunity to build trust with your team.
Moving On
Leadership comes from the inside out.
Once you have looked out and in, then you can begin to move on because leadership comes from the inside out.

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Another practice is to Inspire a Shared Vision.

Exemplary leaders are avid in their belief that they can make a difference. They
envision the future, creating a unique and ideal image of what the organization can
become. Through a combination of personal magnetism and gentle persuasion,
exemplary leaders enlist others in their dreams. They breathe life into their visions and
get people to see exciting possibilities for the future.

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As a leader you have envision the future by imaging exciting and ennobling
possibilities. Just imagine if the Dr. Buck and Fred DeLuca had not established their
goals in 1965 where we would we be today.
Goals give life and help release human energy.

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On May 25, 1961, President John F. Kennedy stood before a joint session of Congress and announced, "This nation
should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning
him safely to Earth."
Since then, the "Man on the Moon" goal has become one of the most compelling, unifying goals ever articulated by
a leader. What made it so special qualities that every manager can emulate in crafting a common goal.
Simple and Concrete
When most leaders seek to unify a fragmented company, they become vague "be the best," "pre-eminent," or
"the largest" whatever. Kennedy went the other way; he became simple, concrete, and finite.
That was clear language. Landing on the Moon was the only thing that mattered; no more talking about
"preeminence."
Common Fate
The goal must unite people. The biggest benefit of a common-fate goal is that it elevates the aspiration of people to
something bigger than parochial goals. It unifies.
Setting a common goal is not difficult. Crafting a great compelling common goal that lives up the standard of
President Kennedy's requires hard work and imagination. Do your goals meet the "Man on the Moon" standard?
Morten T. Hansen is a management professor at the University of California, Berkeley (School of Information) and at
INSEAD, France. He is the author of Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results
(Harvard Business Review Press, 2009).
http://blogs.hbr.org/cs/2011/05/the_man_on_the_moon_standard.html

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Extrinsic Motivation
Extrinsic motivation occurs when we are motivated to perform a behavior or engage in
an activity in order to earn a reward or avoid a punishment.
Examples of behaviors that are the result of extrinsic motivation include:
Studying because you want to get a good grade
Cleaning your room to avoid being reprimanded by your parents
Participating in a sport in order to win awards
Competing in a contest in order to win a scholarship
In each of these examples, the behavior is motivated by a desire to gain a reward or
avoid a negative outcome.
Intrinsic Motivation
Intrinsic motivation involves engaging in a behavior because it is personally rewarding;
essentially, performing an activity for its own sake rather than the desire for some
external reward.
Examples of behaviors that are the result of intrinsic motivation include:
Participating in a sport because you find the activity enjoyable
Solving a word puzzle because you find the challenge fun and interesting

Playing a game because you find it exciting

In each of these instances, the person's behavior is motivated by an internal desire to
participate in an activity for its own sake.
Extrinsic vs. Intrinsic Motivation: Which Is Best?
So, the primary difference between the two types of motivation is that extrinsic
motivation arises from outside of the individual while intrinsic motivation arises from
within. Researchers have also found that the two type of motivation can differ in how
effective they are at driving behavior.
What Is the Difference Between Extrinsic and Intrinsic Motivation? By Kendra Cherry
/http://psychology.about.com/od/motivation/f/difference-between-extrinsic-andintrinsic-motivation.htm?p=1

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1. Craft an inspired vision

If you aspire to leadership, your ability to inspire people is not optional; it is
essential.
2. Dont think you have to come up with the vision all by yourself
Look for role models, and consult widely. Start with the history of your organization
to discover the roots of its spirit. There was a driving
force that once sparked the imaginations of your employees and inspired them.
3. Keep it simple and direct and make it memorable
CNN, for example was a bold idea in the 1980s the first 24 hr. world wide network.
This vision is easily understood and memorable.
4. Dont be boxed in by your own vision.
Keep it flexible in order to accommodate unforeseen circumstances.
5 Make your vision inclusive
If there are divisions or departments that cannot relate to or support the vision, they
will not be inspired to reach their goals.
6. Be optimistic
Demonstrate how implementing the vision will lead to a brighter future. Consider
Apple Computers vision, they set out not to simplify the world, but to change the
world. John F. Kennedy on Leadership John A. Barnes (pg. 20)

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The word charisma refers to a trait found in persons whose personalities are characterized by a
personal charm and magnetism (attractiveness), along with innate and powerfully
sophisticated abilities of interpersonal communication and persuasion. One who is charismatic
is said to be capable of using their personal being, rather than just speech or logic alone, to
interface with other human beings in a personal and direct manner, and effectively
communicate an argument or concept to them.
When we think of charismatic leaders, we can instantly recall them. We know who has it and
who does not.
It is interesting how leaders learn from each other. One trait of charisma is to make some
physical contact with others during meetings such as shaking hands. President John F. Kennedy
knew the importance of shaking hands when he was campaigning. He discovered that he could
save time by touching someone on the shoulder instead. When President Reagan campaigned
he adapted the same practice.
It is interesting how one charismatic leader learned from another.
When greeting someone, an American's first instinct is to stick out his or her hand, look directly
at the other person, and smile. In some situations, this habit can mean making three mistakes
at once. And the moment of greeting is when crucial first impressions are made. Methods and
styles of greeting vary greatly around the world, and you need to know which practices apply in
different circumstances.

22

How to be more charismatic

Publicize yourself
Be optimistic: Maintain a positive outlook
Appearances count: Get a new hair style Invest in stylish cloths
Be candid: If you have a better idea, dont be afraid to speak up
John F. Kennedy on Leadership by John Barnes

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How to set your own style

Chose one that suits your personality:

Charisma is not a gift
Pay attention how your perceived: Get a hones review of yourself including your
outward appearance and your style of presentation and communication.
Dont lose sight how style can set you apart

JFK on Leadership

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As a leader you must enlist others in a common vision by appealing to shared

aspirations.

Develop a shared sense of destiny.

-Teach others your vision.
Enlist others so that people can see themselves in it. If they do not envision themselves
as part of the future they
will lose interest and it will be difficult to keep them focused.

25

Transformational Leadership occurs when one or more persons engage with others in such a way that leaders and
followers raise one another to higher levels of motivation and morality. . . Their purposes, which might have started
out separate but related, as in the case of transactional leadership, become fused. . . Transforming leadership
ultimately becomes moral in that it raises the level of human conduct and ethical aspirations of both leader and led,
and thus it has a transforming effect on both. Transformational leadership involves influencing major changes in the
attitudes and assumptions of organization members and building commitment for the organizations mission,
objectives and strategies.

Transformational business leadership can result in extraordinary changes in direction.

An example would be a new chief executive officer revitalizing a company and
returning it to profitability. Characteristics of transformational leaders include vision,
confidence, courage and a willingness to make sacrifices. Transformational leadership
can also come from organizations. For example, companies that were at the forefront
of the computer revolution changed the course of business history.
Transactional Leadership occurs when one person takes the initiative in making contact with
others for the purpose of an exchange of valued things. Transactional behaviors focus
on accomplishing the tasks at hand and on maintaining good working relationships be
exchanging promises of reward for performance.

Exemplary leaders search for opportunities to change the status quo. They are willing
to experiment and take risks
as they look for innovative ways to improve the organization and because risk-taking
will inevitably
result in mistakes and failures from time to time, exemplary leaders accept the
disappointments as
opportunities for further learning. The Leadership Challenge
When mistakes are made we need to look at them as an opportunity to learn rather
than defeat. Sometimes we prolong decisions because we do not want to make
mistakes and progress is held back. You want to make an informed decision. You do not
want to have paralysis by analysis. Look beyond the past and move forward into the
future.
The Leadership Challenge

27

Search for opportunities by seeking innovative ways to change, grow, and improve.
The latest research shows that "aha" moments come more easily to the mind that is
prepared to be creative, even before presented with a problem.
Putting aside the fact that some people are obviously more creative than others, we all
approach problems two ways -- sometimes analytically and sometimes waiting for that
"aha" moment.
We must consistently be seeking to improve thru innovation.

28

Challenging the process is sometimes not easy, especially if you were involved in its
implementation.
Here are examples of what to ask yourself and the team.
Leaders are innovators: innovators are leaders.
Leaders must destroy routines because routines get us into ruts.
Leaders must be able to detect when becoming dysfunctional.
Leaders should always ask, Whats new? Whats next? Whats better?
Leaders take charge of change.
The only thing that is permanent is change. Embracing this philosophy better prepares you for
continuous
improvement.
If you have processes that have been in place for sometime and you are satisfied, I suggest
taking time to revisit
them. There will always be an opportunity for improvement.
I recommend having work out sessions with you team where everyone openly discusses the
organizations goals and processes. You want to provoke dialogue among the team. This is an
opportunity to get honest feedback. Everyone will benefit.
Quote Complacency is the enemy of progress. -- Dave Stutman

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As a leader you must experiment and take risks by constantly generating small wins
and learning from mistakes.
Leaders are experimenters who seek new approaches to all problems.

30

As the leader of an organization you must have a strategic plan. This can be defined as
creating and maintaining a competitive edge. You must take the initiative in creating
that competitive edge to avert a crisis. One such crisis we want to avert is our
competitors taking our market share.
In China the Chinese symbol for Crisis" is made by combining the symbol for Danger"
with the symbol for Opportunity. Danger + Opportunity = Crisis
I use this example to illustrate how different cultures view situations differently. Use
this approach in finding the opportunities when challenging the process.

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Another practice is to Enable Others to Act.

Exemplary leaders actively involve others in achieving their dreams. They foster
collaboration by identifying unifying goals and building trust. Exemplary leaders
strengthen others, making each person feel
capable and powerful.

32

Foster collaboration by promoting cooperative goals and building trust.

Leadership is a team act.
Collaboration improves performance.
Collaboration is a social imperative.
There is no I in team.

33

Enable Others to Act

You want to strengthen others by sharing power and discretion.
Any Leadership practice that increases anothers sense of self confidence, self
determination, and personal effectiveness makes that person more powerful and greatly
enhances the possibility of success.
As a leader, you want to develop your team. At General Electric (GE) they pride
themselves on the importance developing their employees. One of GEs training
programs is the Information Management Leadership Program (IMLP). It provides
great opportunity to its employees to develop into a leader and seek long term career
growth.
As a leader you must remember that you can not be in the position of authority unless
you build others up. Leaders are developing people.

34

These are Four Leadership Essentials

1. Ensure self leadership.

- We become more powerful when we give our power away. If you have power give
it away. One method is through delegating.

2. Provide choice.
- Responsiveness and extra employee efforts emerge when employees have
latitude, discretion and authority.
This is related to the art of delegating. When you delegate you build trust between
you and the team.

3. Develop competence & confidence.

- Companies with above average investment in training have higher return of
investment. Invest in your team.
4. Foster Accountability
- People recognize their interdependency through fostering accountability.
In an organization we should foster some form of independence, yet we must
understand that we are interdependent of each other.

35

Enable Others to Act

These are questions to ask yourself

1. How can I give people more control over the resources they need to do their work?
2. How can I make sure people are connected to the information they need?
3. How can I make sure that I personally offer or acquire the support that people need
to do the very
best that they can?

36

When you do not delegate authority it is interpreted by your co workers as you not
trusting them. They will not tell you this, however, this is what they feel. For the
individuals that you will be delegating authority, the first step is to educate, authorize
and then measure.

The fifth practice is Encourage the Heart.

Accomplishing extraordinary things in organizations is hard work. To keep their
constituents determined and optimistic, exemplary leaders recognize contributions
that individuals make along the way. They
celebrate the accomplishments of the group and make people feel like heroes.

38

There are four essentials for Exemplary Leaders:

1. Focus on clear standards.
Clearly communicate the goals and values.
2. Expect the best.
-Have expectations.
- Our expectations also shape our behaviors. If we expect others to fail to they may If we expect others to succeed they may. This is known as the pygmalion (pig'mAl-y&n ) effect.
3. Pay attention.
Paying attention and listen to people.
4. Personalize recognition.
- Leaders build fires under people and within them. Leaders have to find the spark
that ignites the passion of
individuals.

39

Recognize contributions by showing appreciation for individual excellence.

Be Creative about rewards

-People respond to all kinds of rewards

Make recognition public

-When recognition is public, the individuals self-esteem is bolstered.

Find people who are doing things right

-Personally observe people doing things right and reward them on the spot or at the
next meeting. So often we
address people when we find them doing something wrong rather than when doing
something right. Take every
opportunity to reward your team.
All of the suggestions listed about are applicable in all levels of the organization.
Examples are:
Development Agents:
- Recognize your staff for their great contributions to the organization.
- Recognize franchisees that operate great restaurants in categories such as: increase

40

in average unit volumes, low customer complaints, publically acknowledge them

when
they open additional restaurants. Recognizing franchisees in their contributions to
the community. Empower Business Consultants / Field Consultants to recognize
franchisees as well. Whether a new franchisee or existing franchisee opens a
restaurant it is an opportunity for the DA to public recognize them in a press
release. Find new
milestones for you to celebrate.
Franchisees:
- Recognize your staff for their great contributions to the organization in various
categories,
including to the community.
Managers:
-Empower managers to recognize employees.

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Celebrate the values and victories by creating a spirit of

community. To effectively celebrate the values and victories,
leaders must master three essentials:
1. Create A Spirit of Community.
-Individual recognition increases worth and improves performance.
2. Tell The Story.
- Stories are celebrations.
- Teach, Mobilize and Motivate the audience and the nation.
President Reagan always used stories to teach and motivate.
President Reagan always used stories to teach and motivate and used stories and
symbols to simplify complex issues. Storytelling is an important tool for
leaders who
want to connect emotionally with their constituents. Leaders achieve their
effectiveness largely through the stories they relate. These stories have
a central theme with which
groups can readily identify and agree. Theyre stories that help people frame
future decisions.
President Reagan once said his stories worked because his words came from
the heart of a great nation from our experience,
our wisdom and our belief in the principles that have guided us for two
centuries.
3. Reinforce Shared Values and Outcomes. People like celebrations and rituals

41

especially if they create meaning.

41

Communication today is mainly of three types:

Written communication, in the form of emails, letters, reports, memos and various
other documents.
Oral communication. This is either face-to-face or over the phone/video conferencing,
etc.
A third type of communication, also commonly used but often underestimated is nonverbal communication, which is by using gestures or even simply body movements that
are made. These too could send various signals to the other party and is an equally
important method of communication.

This is process when we deliver a message.

Sender
Intentions
-Appearance
-

Message Sent
-Verbal
-Non-verbal

Receiver
-Assumptions
-Selective Listening

Message Received
-(Interpreted)

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Berlo's model. In this model, he stresses on the relationship between the person
sending the message and the receiver.
According to this model, for the message to be properly encoded and decoded, the
communication skills of both the source and the receiver should be at best. The
communication will be at its best only if the two points are skilled.
Berlo's model has four main components and each component has its own sub
components describing the assisting factors for each.
Following is the illustration of this model.

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This chart illustrates how a message which includes speech etc, is interpreted by a
recipient.
55% Nonverbal
38% Tone of voice
7% Actual words
According this chart, nonverbal communications is the most dominate form of
interpretation
of a message, while 7% being the actual words is the least. We should use this as guide
in developing our messages.
Examples:
-Live presentation provide detailed handouts of the subject
-After phone calls, follow up with an email with additional information

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Artful Listening provides The person who can turn listening into an art is one who goes
beyond merely listening passively; he or she becomes intensely interested in
whats being
said and draws out the other person. Artful listening can provide unexpected leverage.
Steve Sample is the former President of the University of California and the author of
The Contrarian Leader does caution that when you listen, the other person
may interpret
as you agreeing to their position. The ability to listen is another skill that you can
develop in your role as a leader. It conveys respect and further
develops the relationship between the leader and the followers.

46

There are many leadership styles to choose from. This is a summary of Five Prominent Leadership Styles
by author J.C. McCroskey.
Summary
1. The Social Leader: Management concern for people is high. The traits of this leader
are they are striving to maintain a happy and sociable environment. Disadvantage: may
neglect their tasks. They may not be concerned with the outcome of production.
2. The Task Leader: This persons style is more focused on the tasks in comparison
to the peoples needs. This person is concerned with efficiency. Disadvantage:
personal concerns of the workers will be neglected.
3. The Balanced Leader: Their management style consists of a high concern for both the
tasks and the people. This leader encourages all forms of communications.
Advantage: this is the best type of leader and employees should be considered
fortunate if they have this type of leadership.
4. The Leaderless Leader: This leader has a low concern for both the tasks and people.
Their main objective is to sustain the organization. Disadvantage: They will only
react when their immediate supervisor makes the request. This person does not
like making decisions.
5. The Moderate Leader: This leader has a moderate concern for both task and people.
They are concerned with having adequate output. They are also fair and try to
compromise. They are open to communication. Advantage: Most people can hope
for this type of leader.
Source: Organizational Communication For Survival by J.C. McCroskey.

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The management book Good To Great by James C. Collins aims to describe how
companies transition from being average companies to great companies and how
companies can fail to make the transition. The book defines "Great" as financial
performance several multiples better than the market average over a sustained period.
Collins finds the main factor for achieving the transition to be a narrow focusing of the
companys resources on their field of competence.

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This is an overview of the framework of the concepts that are referenced in the book.
In Good To Great, Jim Collins writes Think of the transformation as a process of
buildup followed by breakthrough, broken into three broad stages: disciplined people,
disciplined thought, and disciplined action. Within each of these three stages, there are
two key concepts, shown in the framework is a concept we can to call flywheel. Jim
Collins, Good To Great.
Level 5 Leadership: Self effacing, quiet, reserved, even shy- these leaders are a
paradoxical blend of personal humility and professional will. They are more like Lincoln
and Socrates then Patton and Caesar.
First Who . Then What: Expected that Good To Great leaders would begin by setting
a new vision and strategy, instead they first got the right people on the bus, then the
wrong people off the bus, and then the right people in the right seats- and then figured
out where to drive it. The right people are your most important asset.
Confront the Brutal facts ( Yet never Lose faith): Stockdale Paradox: You must maintain
unwavering faith that you can and will prevail in the end, regardless of the difficulties,
AND at the same time have the discipline to confront the most brutal facts of your
current reality, whatever they might be. The name Stockdale refers to Admiral Jim

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Stockdale, who was the highest ranking United States military officer in the Hanoi
Hilton prisoner-of-war camp during the height of the Vietnam War.
The Hedgehog Concept: To go from Good To Great requires transcending the curse of
competence. If you cannot be the best in the world at your core business absolutely
cannot form the basis if a great company. It must be replaced wit a simple concept that
reflects deep understanding of three intersecting circles.
A Culture of Discipline. All companies have a culture, some companies have discipline,
but few companies have both culture and discipline. When you have disciplined people,
you dont need a hierarchy. When you have disciplined thought, you dont need
bureaucracy. When you have disciplined action, you dont need excessive controls.
When you combine a culture of discipline with an ethic of entrepreneurship, you get
the magical alchemy of great performance.
Technology Acceleration: Good To Great companies think differently about the role if
technology. They never use technology as the primary means of igniting a
transformation. Yet, self-contradictory. they are pioneers in the application of carefully
selected technologies. We learned that technology by itself is never a primary, root
cause of either greatness or decline.
The Flywheel and the Doom Loop: Those who launch revolutions, dramatic change
programs and wrenching restructurings will almost certainly fail to make the lead
from Good To Great no matter how dramatic the end result. Good To Great
transformations never happened in one fell swoop. The research found no defining
action, no grand program, no one killer innovation, no solitary lucky break, no
miracle moment. Rather, the process resembled relentlessly pushing a giant heavy
flywheel in one direction, turn upon turn, building momentum until a point of
breakthrough, and beyond. From Good To Great to Built to Last: Built to last is how
you can take a company with great results and turn it into an enduring great company
of iconic stature. To make that final shift requires core values and a purpose beyond
just making money combined with the key dynamic of preserve the core / stimulate
progress. Jim Collins, Good To Great.

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Level 5 Leadership: Self effacing, meaning keeping oneself in the background, as in

humility, and reserved. These leaders have a blend of personal humility and
professional will. Examples are; more like President Lincoln and Socrates instead of
General Patton and Caesar.
First Who . Then What: It was discovered that Good To Great leaders first got the
right people in the organization, the wrong people out and then the right people in the
right positions before they began setting a new vision and strategy. Having the right
people is your most important asset.

Identify the right people

Remove the wrong people
Place the right people in the right positions

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Confront the Brutal facts ( Yet never Lose faith): Stockdale Paradox: You must maintain
unwavering faith that you can and will prevail in the end, regardless of the difficulties,
AND at the same time have the discipline to confront the most brutal facts of your
current reality, whatever they might be.
The Hedgehog Concept: To go from Good To Great requires the organization to
transcend the curse of competence. When business leaders view competence as being
acceptable, it becomes a problem because the acceptance of good becomes the
enemy of great. Good is the enemy of great
If you cannot be the best in the world at your core business you absolutely cannot form
the basis of a great company. It must be replaced wit a simple concept that reflects
deep understanding of three intersecting circles.

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The Hedgehog Concept: To go from Good To Great requires the organization to

transcend the curse of competence. When business leaders view competence as being
acceptable, it becomes a problem because the acceptance of good becomes the
enemy of great. Good is the enemy of great
If you cannot be the best in the world at your core business you absolutely cannot form
the basis of a great company. It must be replaced wit a simple concept that reflects
deep understanding of three intersecting circles.

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A Culture of Discipline. All companies have a culture, some companies have discipline,
but few companies have both culture and discipline. When you have disciplined
people, you dont need a hierarchy. When you have disciplined thought, you dont
need bureaucracy. When you have disciplined action, you dont need excessive
controls. When you combine a culture if discipline with an ethic of entrepreneurship,
you get the magical alchemy of great performance.
Rules generally mean one thing: people cant be trusted to do the right thing. Their
presence also indicates ineffective leadership. Its easier to make rules for everyone
than it is to deal with to root cause of a problem. When you have rules, you have to
enforce them and keep track of them and update them. Before long, you have people
whose job it is to enforce, keep track and update the rules. Then its the rules that
become the main thing. Then we have the Federal Government.
Hire the right people. Make sure they know the mission and their contribution. Fire the
wrong people quickly. Jim Collins
Technology Acceleration: Good To Great companies think differently about the role if
technology. They never use technology as the primary means of igniting a
transformation. Yet, paradoxically, they are pioneers in the application of carefully
selected technologies. We learned that technology by itself is never a primary, root

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cause of either greatness or decline.

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Collins argues that the key ingredient that allows a company to become great is having
a Level 5 leader: an executive in whom genuine personal humility blends with intense
professional will.
Humility + Will = Level 5
Level 5 leaders are a study in duality: modest and willful, shy and fearless. To grasp this
concept, consider Abraham Lincoln, who never let his ego get in the way of his
ambition to create an enduring great nation. Author Henry Adams called him a quiet,
peaceful, shy figure.

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These are the two sides of level 5 leadership. In the book their research did not
discover any particular step by step guide to become a level 5 leader other than to
learn about who are level 5 leaders and what they do.

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From the book The Leadership Challenge these are the top rankings of the Importance
of Specific Leadership Behaviors. Communications and trust are at the top.

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In the final analysis, Leaders are turning their constituents into leaders themselves.

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The importance of organizations conducting assessments

Organizations use assessment tools and procedures to help them perform the
following human resource functions:
Selection. Organizations want to be able to identify and hire, fairly and
efficiently, the best people for the job and the organization. A properly developed
and applied assessment tool may provide a way to select successful sales
people, concerned customer service representatives, and effective workers in
many other occupations.
Placement. Organizations also want to be able to assign people to the
appropriate job level. For example, an organization may have several
managerial positions, each having a different level of responsibility. Assessment
may provide information that helps organizations achieve the best fit between
employees and jobs.
Training and development. Tests are used to find out whether employees
have mastered training materials. They can help identify those applicants and

employees who might benefit from either remedial or advanced training.

Information gained from testing can be used to design or modify training
programs. Test results also help individuals identify areas in which
self-development activities would be useful.

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In regards to the color chart:

A
B
C
D

Dominance
Extroversion
Patience
Formality

The middle of the chart has a vertical line where to the right of it is a High (High A = High D need to
dominate) and to the left is Low A (Low need to Dominate)
In regard to Franchisees:
Low A = fine to be behind the counter themselves, usually will have few locations (responds to your
needs; competitive when in a group rather than one on one competition -- soccer, hockey player willing to pass the ball - team sports)
High A = not that great behind the counter, but is more risk and will look for growth in more locations (I
want to be better than you; more one on one competitive -- singles tennis, race car driver - I want to
control my destiny - individual sports))
Low B = more private, one way communicator, tells, facts oriented (respect me for my knowledge and
what I know -- typically not as people oriented)
High B = more engaging, 2 way communicator, sells (needs to be liked therefore more friendly and
smiley)
Low C = bored easily, needs variety, multi-tasker (tough to sit and focus, next!)
High C = stable, patient, methodical, single-tasker (more focused, step-by-step)

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Low D = Informal, casual, results driven, how I did it before is not necessarily the way I'll do it next time
High D = Formal, cautious, the means are just as important as the results, consistency is important to
them, do it the way I did it before

Growth Franchisee = High A, Low C (although they don't like being told what to do!)
Stable Franchisee = High C, Low A (not looking to change things too quickly, keep things stable, no
surprises)
Field Consultant = Low C, High D, A & B around middle
Sandwich Artist = Highest D, Lowest A, B below middle and C above middle (you don't want them to be
too talkative and not focused) -- Most of your Sandwich Artists ought to be like this but you may have a
Higher B who greets customers with a Lower C who can multi-task and do some other jobs during slow
times as well Lower C's enjoy working from store to store where the Higher C typically prefers to stay in
one store location.

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To further assist you in your knowledge of leadership, we have provided you the
following surveys, self-assessment
instruments.
1. Leadership Questionnaire
2. Readiness For Leadership
3. Conflict Handling Style
4. Got Charisma Questionnaire
5. The Urgency Index

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There are a large number of great leaders that we can choose to learn from. For this
presentation, I have selected three proven leaders, from the private and public sector
that will be briefly examined for both their contributions and leadership styles.

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The Deming Philosophy

Dr. W. Edwards Deming taught that by adopting appropriate principles of management,
organizations can increase quality and simultaneously reduce costs (by reducing waste,
rework, staff attrition and litigation while increasing customer loyalty). The key is to
practice continual improvement and think of manufacturing as a system, not as bits
and pieces.

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The concept of quality is at the core of many of our ideas about effective management
and leadership, and programs like Total Quality Management and Six Sigma have been
at the heart of many companies' success.
We know now that quality needs to be built into every level of a company, and become
part of everything the organization does. From answering the phone to assembling
products and serving the end customer, quality is key to organizational success.
A New Business Philosophy
We owe this transformative thinking to Dr. W. Edwards Deming. A statistician who went
to Japan to help with the census after World War II, Deming also taught statistical
process control to leaders of prominent Japanese businesses. His message was this: By
improving quality, companies will decrease expenses as well as increase productivity
and market share.
So the business world developed a new appreciation for the effect of quality on
production and price. Although Deming didn't create the name Total Quality
Management, he's credited with starting the movement. He didn't receive much
recognition for his work until 1982, when he wrote the book now titled "Out of the
Crisis." This book summarized his famous 14-point management philosophy.
There's much to learn from these 14 points. Study after study of highly successful
companies shows that following the philosophy leads to significant improvements.

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That's why these 14 points have become a standard reference for quality
transformation.
Total quality management or TQM is an integrative philosophy of management for
continuously improving the quality of products and processes.
Dr Deming is credited with starting the movement. TQM is based on the premise that
the quality of products and processes is the responsibility of everyone involved with the
creation or consumption of the products or services offered by an organization,
requiring the involvement of management, workforce, suppliers, and customers, to
meet or exceed customer expectations.

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The Deming System of Profound Knowledge

"The prevailing style of management must undergo transformation. A system cannot
understand itself. The transformation requires a view from outside. The aim of this
chapter is to provide an outside viewa lensthat I call a system of profound
knowledge. It provides a map of theory by which to understand the organizations that
we work in.
"The first step is transformation of the individual. This transformation is discontinuous.
It comes from understanding of the system of profound knowledge. The individual,
transformed, will perceive new meaning to his life, to events, to numbers, to
interactions between people.
"Once the individual understands the system of profound knowledge, he will apply its
principles in every kind of relationship with other people. He will have a basis for
judgment of his own decisions and for transformation of the organizations that he
belongs to. "
Deming advocated that all managers need to have what he called a System of Profound

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Knowledge, consisting of four parts:

1. Appreciation of a system: understanding the overall processes involving suppliers,
producers, and customers (or recipients) of goods and services (explained below);
2.Knowledge of variation: the range and causes of variation in quality, and use of
statistical sampling in measurements;
3.Theory of knowledge: the concepts explaining knowledge and the limits of what can
be known.
4.Knowledge of psychology: concepts of human nature.
He explained, "One need not be eminent in any part nor in all four parts in order to
understand it and to apply it. The 14 points for management in industry, education, and
government follow naturally as application of this outside knowledge, for
transformation from the present style of Western management to one of optimization."
"The various segments of the system of profound knowledge proposed here cannot be
separated. They interact with each other. Thus, knowledge of psychology is incomplete
without knowledge of variation.
"A manager of people needs to understand that all people are different. This is not
ranking people. He needs to understand that the performance of anyone is governed
largely by the system that he works in, the responsibility of management.
The Appreciation of a system involves understanding how interactions (i.e., feedback)
between the elements of a system can result in internal restrictions that force the
system to behave as a single organism that automatically seeks a steady state. It is this
steady state that determines the output of the system rather than the individual
elements. Thus it is the structure of the organization rather than the employees, alone,
which holds the key to improving the quality of output.
The Knowledge of variation involves understanding that everything measured consists
of both "normal" variation due to the flexibility of the system and of "special causes"
that create defects. Quality involves recognizing the difference to eliminate "special
causes" while controlling normal variation. Deming taught that making changes in
response to "normal" variation would only make the system perform worse.
Understanding variation includes the mathematical certainty that variation will
normally occur within six standard deviations of the mean.

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The System of Profound Knowledge is the basis for application of Deming's famous 14
Points for Management.

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In this presentation I had discussed the three stages of self expression which
recommended to read, observe, and imitate the practices of other leaders. There are a
number of great business leaders that we can learn from.
One example is Jack Welch, the former CEO of General Electric (1980 2001). In 1999
Fortune Magazine named Jack Welch "The Manager of the
Century.
FORTUNE describes how the genius in Manager of the Century Jack Welch's thinking is
that he returned power to
the little people: the worker and the shareholder.

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Jack Welch s approach to leadership has been that, before one becomes a leader, their
focus is on the success of growing yourself. When you
become a leader, the focus of success becomes about growing others. This approach
led GE relentlessly to upgrade their team, using every encounter
as an opportunity to evaluate, coach and build self-confidence.
A key component of Leadership is developing yourself so that you can develop others.

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Hiring Managers
In the book Winning by Jack and Suzy Welch, they discuss the 4-E (And 1-P) as the
framework for building winning teams.
Development Agents: When you are selecting someone to be in a position of either
management for your organization or selecting potential franchisees these traits are
important.
Franchisees: When you are hiring managers or you want to look for these traits.
Energy: Ability to thrive on action and relish change
Energize: Ability to energize others
Edge: When to know to stop assessing and make tough calls
Execute: The ability to get the job done
Passion: Heartfelt, deep, and authentic excitement about work.

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Jack Welch is known for his philosophy of removing the bottom 10% of the
organization. The reason, they are dragging the organization down.
Performance of the workforce can be divided into three categories:
1. 20% are at the top / High performers
2. 70 % are in the center, they are either go up or down / Acceptable & solid
performers
3. 10% are at the bottom / Underperformers
The organization has to identify the bottom 10 % of the organization to either move
them up or out.
Development Agent: Identify the bottom 10 % of your team. If you have
underperforming franchisees that have not been able to advance after every attempt
has been made, I suggest asking them if they are interested in exiting the system and
help them.
Franchisee: I suggest replace he bottom 10 % of your workforce of your organization
because they are negatively impacting your restaurant.
Business owners and managers have to realize that there are a number of employees
who come to work DOA, meaning dead on arrival. As a leader we have to examine
ourselves to determine if we share in any of the responsibilities when employees fail to
meet expectations.

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In the The Prince by Niccolo Machiavelli, a Statesman and Political Philosopher of Florence, Italy, he had written this
classic
political treatise in 1505. A primary manual on leadership, Machiavellis advice is a great leader should prefer to be
feared
rather than loved by his subjects, and above not hated by them. Machiavelli declared, it is far safer for the ruler to be
feared.
Machiavelli would argue that all people believe, to a greater or lesser extent, that under certain circumstances the end
justifies the
means.

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Machiavelli wrote in the Prince that the inner circle should consist of wise men if
the state who are instructed to speak honestly and candidly on any matters on which
the prince seeks their counsel. These advisors also know when to take heat.

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Overlooking context
1. Context (defined as: the circumstances that form the setting for an event, statement, or idea, and in
terms of which it can be fully understood and
assessed) is a critical component of successful leadership: A brilliant leader in one situation does not
necessarily perform well in another.
2. Decoupling (defined as: separate, disengage, or dissociate (something) from something else) reflection
from real work: Tie leadership development to real on the-job projects that have a business impact and
improve learning.
3. Underestimating mind-sets: Becoming a more effective leader often requires changing behavior.
Identifying some of the deepest, below the surface thoughts, feelings, assumptions, and beliefs is
usually a precondition of behavioral changeone too often shirked in development programs. Promoting
the virtues of delegation and empowerment, for example, is fine in theory, but successful adoption is
unlikely if the program participants have a clear controlling mind-set (I cant lose my grip on the
business; Im personally accountable and only I should make the decisions). Its true that some
personality traits (such as extroversion or introversion) are difficult to shift, but people can change the
way they see the world and their values.
4. Failing to measure results: Too often, any evaluation of leadership development begins and ends with
participant feedback; the danger here is that trainers learn to game the system and deliver a syllabus that
is more pleasing than challenging to participants. Yet targets can be set and their achievement monitored.
Just as in any business performance program, once that assessment is complete, leaders can learn from
successes and failures over time and make the necessary adjustments.

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Structured decision making Open communication with the structured decision

making under this rubic everyone in the organization is free to communicate
directly with everyone. else. Must communicate through the hierarchy.
A leader should pay close attention to the experts but never take them too
seriously, and never trust them completely (pg. 39)
Expert- should be a deep specialists
Leader- should be a deep generalists
Source: The Contrarians Guide to Leadership by Steve Sample

How To Develop Character

Character is to man what carbon is to steel - (Napoleon Hill)
We are born as diamonds in the rough, uncut but with the potential of great value.
Over the years we cut away at our undesirable traits, exposing many facets of our
goodness. The brilliant diamond that we are shaping is our character. Our final
creation is fashioned by our will, for each cut of the diamond is a choice we make.
It is not by what we say or do that our worth is measured, but by what we are.
Thus, Charlotte Saunders Cushman writes, No artists work is so high, so noble, so
grand, so enduring, so important for all time, as the making of character.
And as John Luther writes, Good character is more to be praised than outstanding
talent. Most talents are, to some extent, a gift. Good character, by contrast, is not
given to us. We have to build it piece by piece -- by thought, choice, courage and
determination.
Character: The mechanics
How do we develop character? First we decide what it is that we value. A value is
one of many goals that we consider more important than passing desires. It is the
rudder of a ship that guides us to our destination. And the fuel for the ship is selfcontrol. For example, my wife says she wants to speak to me, but I feel like
(desire) sleeping or watching TV. So, what do I do? If I value a good family life, I
will use self-control to curb my desire for sleep or entertainment and listen to what
my wife wants to say. By doing so, I stay on course and develop my character.

Other ways of developing character include hanging out with people of good
character, reading biographies of people we respect and following their examples,
studying ethics, volunteering, and respecting others. Before choosing someone as a
role model for character development, be sure that they can preach a better
sermon with their life than with their words. One of the best ways to judge a
persons character is to see how they describe another's. An additional clue is how
they treat the powerless.
To grow in character, we should take advantage of every opportunity, for as William
James writes, No matter how full a reservoir of maxims one may possess, and no
matter how good ones sentiments may be, if one has not taken advantage of every
concrete opportunity to act, ones character may remain entirely unaffected for the
better.
More about character
We would like to be happy and successful; don't you agree? If so, character is
important because as we develop it, we shape our destiny. Also, to succeed, we
need the cooperation of others, and cooperation is based on trust. But although
geniuses are admired, the wealthy, envied, and the powerful, feared, only men of
character are trusted.
Our character defines who we are. Its what we will be remembered for. Therefore,
as Charles Haddon Spurgeon writes, A good character is the best tombstone. Those
who loved you, and were helped by you, will remember you when forget-me-nots
are withered. Carve your name on hearts, and not on marble.
If we are lacking in character, blaming our circumstances for our weaknesses is just
like blaming the mirror for the way we look. Instead of casting blame, we need to
cast a new mold. We need to keep chipping away at our faults. Although one cannot
control the length of their life, they can control its breadth, depth, and height
through character development. In fact, there's no limit to the height we can attain
by remaining on the level. Finally, lets heed Bayard Taylors comments, Fame is
what you have taken, character is what you give. When to this truth you awaken,
then you begin to live.
Chuck Gallozzi
For more articles and contact information,
Visit http://www.personal-development.com/chuck
http://www.personal-development.com/chuck/chara

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hese are some final thoughts

1. A strategy is a ways and means to achieve an end.
The primary nature of any strategy is the relationship between ends, ways, and means.
Here, ends is the objective, such as global conquest, maximizing market share,
neutralizing a crisis, etc; ways is the form through which a strategy is pursued, and
means is the resources available. It is critical to make sure that the relationship
between ends, ways and means is fully understood and thought out. It must be logical,
practical, and clearly established from the outset. If this relationship is vague, the entire
campaign is seriously flawed and you might be at risk.
2. The roads are paved with many failed good intentions.
When we start our mission it is with good intentions. We must realize that any
mistakes we make is an
opportunity to further educate ourselves.
3. The only thing that is permanent is change.
Embrace that change is permanent. Seek opportunities to challenge the process for
continuous
improvement.
4. You can not be in the position of authority unless you build others up.
Developing and building people up will place you in a better position of authority.
5. Leaders must find the spark that ignites the passion of individuals.
Everyone is motivated by something different. You have to find it in others.
6. You can not fix others unless you fix yourself first.
Leaders need to improve themselves first before they can improve others.
7. If you cant measure it, you cant manage it.

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The following resources were used for this presentation.

Thank you for taking the time to review this presentation. If I can be of any further
assistance, feel free to contact me at 1-800-888-4848 ext 1312.
Ralph Piselli
Franchise Sales Manager
piselli_r@subway.com

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This presentation was last updated by Ralph Piselli on April 9, 2015

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