Balanced Leadership

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Balanced Leadership

• In Unbalanced Times

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Workshop Agenda

• Understanding Leadership
• Establishing Balance Points
• Drafting A Personal Leadership Plan
• Personal Strengths
• Your Life Mission
• A Personal Vision
• Your Core Values
• Specific Goals
• Implementation Planning
• Why Were Giving You Index Cards

If you cant explain your own perspective, why
would anyone follow your lead?
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Key Factors In 21st Century Leadership

• Great leaders constantly strive to strike a
  balance between work and the other realms of
  their lives
• Great leaders share a passion
• They want to make a difference in the world
• These things go hand in hand
• The most successful leaders are the ones who work
  the hardest at balancing all aspects of their
  lives
• And when they do, they find that they really do
  make a difference

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What Is A Leader?

• Dictionary Definitions
• A guide or a conductor
• A chief, commander, or head of a group
• A horse placed in advance of others
• Websters New Collegiate Dictionary
• Someone who has followers
• Anyone who influences others
• Peter Drucker

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How Do Most People Become A Leader?

• You are willing to step up to leadership when the
  opportunity arises
• You respond to circumstances in a proactive
  manner
• 3. You do not let fear stop you from taking
  leadership and responsibility
• This doesnt mean you are fearless, but rather
  that you respond to fear proactively

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What Traits Do Leaders Commonly Exhibit?

• A. You know yourselfyou know who you are
• B. You consistently demonstrate self-control
• C. Your enthusiasm springs from within
• D. You can put yourself in the other persons
  shoes
• E. You know how to interact in a group setting
  and how to benefit from this ability

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Traits Of Leadership

• A. You know who you are
• You practice self-reflection
• You recognize and manage your blind spots
• You leverage your strengths while managing your
  weaknesses
• You take chances and make mistakes, and you
  acknowledge and learn from your mistakes
• You maintain a good sense of humor

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Traits Of Leadership

• B. You consistently demonstrate self-control
• You manage your time
• You adhere to your values
• You maintain your emotional equanimity
• You alternate periods of hard work with periods
  of sustained rest

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Traits Of Leadership

• C. Your enthusiasm springs from within
• You manage your energy
• You keep an optimistic outlook while remaining
  realistic
• You play as hard as you work

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Traits Of Leadership

• D. You can put yourself in the other persons
  shoes
• You balance your needs with those of others in
  your organization
• You balance your needs with those of others in
  your family
• You cultivate consistency while being adaptable
  to change
• You try to see yourself as others see you

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Traits Of Leadership

• E. You know how to interact in a group setting
  and how to benefit from this ability
• You cultivate a cadre of friends and relatives to
  keep you on the right path
• You continually develop your ability to
  communicate with others
• You find ways to persuade and influence others
  without dominating
• You know how to build and lead teams
• You never do any of this alone

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The Highest Level of Leadership According To Jim
Collins

• Enduring Achievement Through a Paradoxical Blend
  Of Humility and Will
• Its not about being soft or nice
• The goal is to make sure the right actions arise
  to achieve your mission in life
• No matter how difficult or painful, independent
  of popularity or widely held opinions

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Setting The Stage

• Two Short Starter Lists
• What Keeps Me Awake At Night?
• What Excites Me When I Get Up Each Day?

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Balanced Leadership In Unbalanced Times
Establishing Balance Points
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Understanding Balance

• It isnt easy to keep a balance in life
• Robs Story When Oprah Calls

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Things We Can All Do

• Develop routines that balance your life
• Think about home and work schedules as one
• Time is democratic and fair for everyone
• Life is dynamic and messy, not static and
  perfectly ordered
• Small steps can mean big improvements
• When in doubt, ask for help
• Write down your mission, vision, plans
• You must understand your own purposes before you
  can influence others!

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Whos Driving Your Bus?

• Who is important in your life?
• Do you seek advice from others?
• Does envy pull you down?
• The Pain Pleasure Principle
• Do you trust other people in your life?
• Ben Franklins Observation

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Discover Your Strengths

• What is sound and positive in your life?
• What can you do better than most?
• Whats special in the way you do things?
• What do other people say about youthe positive
  thingsand the way you live and work?
• What makes you feel worthwhile each day?

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The Summary Plan Sheet
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Myth Reality

• Leadership Myth
• Anyone can learn and become competent or even
  outstanding in almost any area of expertise or
  any skill
• Leadership Reality
• Your individual talents are unique and enduring,
  and these same areas provide the greatest
  potential for extending your influence with others

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Step 1 Forever Tab
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Robs View

• The keystone of high achievement and happiness is
  exercising your strengths
• Not correcting your weaknesses
• The first step is knowing which strengths you own

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What Are Your Strengths?

• Write down ten things you think are your
  strengths. These should be qualities or
  competencies, but general and not specific to
  your job.
• Examples I can get things done in a hurry. I
  am good at generating solutions to problems. I
  can win people over quickly. I am well
  organized and efficient. I win at most things I
  compete in.
• Try to rank these from most descriptive of you to
  least descriptive of you, i.e. what is most you?

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?Transfer To Your Plan

• Copy the top five answers to your
  Personal Development Plan Worksheet
• Use the Step 1 Forever Tab
• If youre using a computer, strengths will copy
  automatically to the Summary Plan Worksheet
• Optional homework assignment
• Get others to tell you what they think
• Email to friends colleagues
• StrengthsFinder Profile www.strengthsfinder.com
• U-M Positive Feedback Tool
  www.bus.umich.edu/Positive/POS-Teaching-
  and-Learning/ReflectedBestSelfExercise.htm

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Balanced Leadership In Unbalanced Times

• Building A Structure for Leadership

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The Flywheel

• Theres No Magic In Becoming A More Effective
  Balanced Leader
• No miracle moment
• Its More Like Starting A Giant Flywheel To Spin
• Takes weeks, months, and years
• But if you keep pushing, it speeds up and becomes
  unstoppable

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Building Your Structure
Your Mission
TASKS
Your Vision
RELATIONSHIPS
Daily BehaviorsCore Values
Health
Family
Friends Community
Career
Finances
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What Is Your Mission?

• What do you believe gives purpose to your life?
• Tangible or Intangible
• Worldly or Spiritual
• What footprints do you want to leave in the
  world?
• What has been important to you thus far in life?
• A mission is rarely achieved
• Its an ongoing questa life-long adventure or
  never-ending expedition

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Leaving Footprints

• Your carbon footprint is one thing
• Whats your personal footprint?
• What would you like to leave behind after your
  time on Earth is over?
• Will your footprint include your career, your
  family, your community, and your faith?
• Balanced leaders are multi-dimensional

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Step 1 Forever TabMission Statement
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Stating Your Mission

• What am I here on Earth to do?
• What have I been passionate about since I was a
  young adult?
• What decisions have I made that were affected by
  my passions?
• What have I accomplished to advance my mission?
• What have I chosen not to do because it
  conflicted with my passions?

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Building Your Structure
TASKS
RELATIONSHIPS
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Vision Statement

• A Vision Statement Is More Specific Than A
  Mission Statement
• A mental picture of success
• Time-constrained (vs. a mission, which is more of
  a lifetime goal)
• Specific enough so that it can be measured
• A Vision Has Enough Substance That It Is More
  Than A Wish List
• If its not real, and not possible, its not
  worth your efforts

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Vision US Space Policy

• 1961 Kennedy and Soviet Space Leadership
• Put A Man On The Moon
• Enduring, Attainable, Leapfrog
• Within The Decade
• Definite Time Frame
• Bring Him Back Safely
• Not threatening or a benefit
• What Next?

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Step 1 Forever TabVision
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What Is Your Vision?

• What Is Your Mental Picture Of Success Over The
  Next Ten Years?
• Your vision should be consistent with your
  missionas it relates to your career?
• Your vision should make use of your strengths
• It should inspire you, even on bad days

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Building Your Structure
TASKS
RELATIONSHIPS
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Your Core Values

• As Your Influence Grows, More People Will Look To
  You For Guidance
• What are the anchor points that will keep your
  daily behavior within your most important
  principles?
• What Are The Things You Will Stick With, No
  Matter What?
• These are your Core Values

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Real Integrity

• Real integrity is doing the right thing, knowing
  that nobodys going to know whether you did it or
  not.
• Oprah Winfrey
• Serious Integrity Lapses Usually Occur In Small
  Steps
• Very few people intend to do bad thingsbut
  nobodys perfect

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Robs Starter List

• Examples of Core Values
• Stay true to my faith.
• Show the love I have for the people in my life.
• Encourage people to succeed at their highest
  values.
• Set the right values for my company and adhere to
  them.

• Always tell the truth, no matter how difficult.
• Never inflict physical or emotional violence on
  another human being.
• Recognize the good in others.
• Always uphold my sense of integrity and adhere to
  my ethics.

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Step 1 Forever TabCore Values
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What Are Your Core Values?

• What Principles Will Guide Your Life Through
  Thick and Thin?
• What will you base your integrity on?
• What makes you someone worth trusting, someone
  whos influence is worthwhile?
• What Are The Major Things You Will And Will Not
  Do As You Influence Others?
• List your five most important core values

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Understanding Blind Spots in Relationship to
Others

• As a balanced leader, you need to know how blind
  spots can limit your effectiveness
• Situations or conditions where your behavior can
  be erratic or self-defeating
• Many of lifes problems stem not so much from the
  things that happen to us as from how we view and
  respond to these events

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Common Blind Spots

• Micromanagement
• Talking Too Much
• Talking Too Little
• Communicating Too Much Through Email
• Constantly Changing Directions
• Unrealistic Goals
• Compulsive Work Focus
• Pushing Others Too Hard
• Insatiable Need For Recognition
• Perfectionism

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Step 1 Forever TabBlind Spots
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List Your Blind Spots

• What Habits and Behaviors Do You Have That Are
  Self-Limiting?
• Do you do things that annoy others?
• What repeated behavior has gotten you into
  trouble with your coworkers in the past?
• List your three most significant blind spots

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Getting Specific

• Building Your Foundation
• Developing Goals Plans

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Goal Setting

• Step One Focus only on what you can control
• You cant control someone elses behavior, but
  you can control your reaction to their behavior
• Step Two Set yourself up for success
• Break down each goal into specific actions that
  you can control
• When you set a goal that is not fun, reward
  yourself when it is accomplished

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Structure Foundation
TASKS
RELATIONSHIPS
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Open Up Your Thinking

• Free Yourself From The Limitations Of Experience
• Experience still mattersbut what do you need to
  do to become more influential?
• How Do The Most Important Things Around You
  Affect Your Daily Behavior?
• Friends Community
• Career
• Family
• Health
• Integrity

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Keystones Your Goals
TASKS
RELATIONSHIPS
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Types of Goals

• Work and Career
• Family and Community Relationships
• Health and Wellness
• Financial

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Goals Making Changes

• Thus Far, Weve Described The Way Things Are
  Today
• If You Want To Increase Your Leadership Skills
  and Gain Influence, You Need To Change The Way
  Things Are
• Intermediate Goals Next 12 Months
• Short Term Goals Next 3 Months
• Short Term Goals Need Action Plans

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Intermediate Goals

• What Do You Need To Accomplish In The Next Year?
• Some things may be more important in the next 12
  months than others
• Intermediate goals should be measurable
• How will you know if youve achieved these goals?

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Step 4 Intermediate Goal Tab
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Choose Five Intermediate Goals

• What Is Important In The Next Year?
• What measureable standard will you use for each
  goal?
• When? Why? Whose support do you need?

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Short Term Goals

• What Should You Accomplish In The Next Three
  Months For Each Intermediate Goal?
• You need one short term goal for each
  intermediate goal
• You should use the same basic metrics for short
  term and intermediate goals
• However, you will likely have less to accomplish
  in the next three months
• You Should Also Include An Action Plan for Each
  Short Term Goal

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Step 5 Short Term Goal Tab
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Create Short-Term Goals

• What Will You Focus On Right Now?
• What will you accomplish to bring your
  intermediate goals closer to completion?
• Each Intermediate Goal Needs A Short Term Goal
• The best way to achieve a goal is to break it
  into manageable pieces

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Action Planning

• Planning for action requires answering classic
  questions--
• WHO
• WHAT
• WHERE
• WHY
• WHEN
• HOW

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Action Planning Worksheet
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Action Plan Details

• Finally, Break Down Each Short Term Goal Into
  Specific Detailed Actions
• For Each Action
• Who will lead?
• When will it be complete?
• Who will help the leader?
• Will there be any costs?
• Do you anticipate any roadblocks or bumps in the
  road?
• Use The Check-Off Column To Track Completion

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After The Seminar

• Complete Your Goal Descriptions
• Dates, Who Will Help, Measures Of Success
• Complete The Short-Term Action Plans
• 90 Day Follow-up Available
• rob_at_robertpasick.com
• Using The Book
• Clipboard Playbook Entries
• 52 Opportunities To Improve Your Leadership
  Skills and Gain Greater Balance In Your Life

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The Coachs Clipboard

• Chapter 5
• A Years Worth Of Leadership Principles
• Not Every Principle Will Be Worthwhile For
  Everyone
• Each Principle Also Has Several Suggestions For
  Action Discussion
• The Playbook
• Space To Write A Specific Plan
• How This Links With Your Goals
• Your Personal Playbook