High Performance Leadership Teamwork, Leadership,

1
High Performance LeadershipTeamwork, Leadership,
Communication

• The Power of a Leader
• True leaders are not those who strive to be
  first, but those who are first to strive and who
  give their all for the success of the team.
• True leaders are the first to see the need,
  envision the plan, and empower the team for
  action. By the strength of the leader's
  commitment, the power of the team is unleashed.

2
High Performance LeadershipTeamwork, Leadership,
Communication

• Rank does not confer privilege or give power.
  It imposes responsibility - Peter Drucker
• Timothy W. Tackett, B.S., A.S., Paramedic
• AR-1 DMAT Unit Commander
• President / CEO, Legend Systems Corporation

3
High Performance LeadershipTeamwork, Leadership,
Communication

• Sources References
• Flawless Execution
• Murphy, James D., Harper Collins Publishers, New
  York, NY 2005
• Rangers Lead the Way
• Hohl, Dean, et al Adams Media Corporation,
  Avon, MA 2003
• The American Heritage Dictionary
• Houghton Mifflin Company Fourth Edition
  2001
• The Leadership Secrets of Colin Powell
• Harari, Oren McGraw-Hill 2002
• Reframing Organizations Artistry, Choice, and
  Leadership
• 2nd edition Bolman Deal, Jossey-Bass, San
  Francisco, 1997
• American Generalship - Character is Everything
  The Art of Command
• Puryear, Edgar F., Jr Presidio Press 2000
• The Possibilities of Organization
• Oshry, Barry Power Systems, Inc 1986
• The Three Hundred Sixty Degree Leader
• Maxwell, John C., Nelson Business 1995

4
High Performance LeadershipTeamwork, Leadership,
Communication

• DMAT Leadership Mission
• Train your leadership staff
• The Individual
• The Team
• The System
• The Interdependence
• Develop organizational processes, systems, and
  culture that drive individual and organizational
  integrity
• Combine management doctrine of military and
  private sector models
• Be accountable and responsible for the ethical
  direction of the team
• Understand the rules of the game

5
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• I like what you teach about leadership, but Im
  not the main leader
• The great majority of leadership occurs not at
  the top, but from the middle of the organization
• You can learn to influence through your
  leadership even if you report to someone who is
  not a good leader
• Learn to use your influence 360 degrees
• Up Your boss and his peers
• Across Your peers
• Down Your subordinates
• Adapted The Three Hundred Sixty Degree
  Leader Maxwell, John C., Nelson Business 1995

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High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• You do not have to be held hostage by your
  current position or circumstances
• After this session, someone will come to me and
  say
• I wish my boss could have heard this
  presentation
• My answer to you
• You are the one to make the change
• You can improve your leadership influence with
  all the people around you from anywhere in the
  organization

7
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• 1 Position
• I cant lead if I am not at the top
• Leadership does not come from position or title
• The true measure of leadership is influence
• Many are overcome by this myth
• Instead of building relationships, they are
  waiting on a title
• Leadership is a choice you make, not the place
  you sit
• You can make a difference no matter where you are
• Choose to become a Leader

8
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• 2 Destination
• When I get to the top, Ill learn to lead
• Learn as much about leadership as you can before
  you have a leadership position
• Good leadership is learned in the trenches
• Learn to use your leadership decision-making
  skills when the stakes are small the risks are
  lower
• One day when Im the boss Start training
  now
• Learn to Lead before
• You have a Leadership Position

9
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• 3 Influence
• If I was at the top, people would follow me
• People with little leadership experience tend to
  overestimate the importance of a leadership title
• Influence must be earned
• Position only gives you a chance
• Position doesn't make a Leader

10
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• 4 Inexperience
• When I get to the top, Ill be in control
• You know, if I where in charge, I would have
• The desire to improve the organization is good
• If youre a leader and you have other leaders
  under you
• They think they can do a better job than you
• They do They really think this You know they
  do
• Just like you do
• Without experience at the top, others
  over-estimate the control you have
• Position does not give You Total Control

11
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• 5 Freedom
• When I get to the top, the skys the limit
• Anyone who has ever owned their own company or
  been at the top as a leader knows this is just
  pure
• Fantasy
• As you move up in an organization, the weight of
  your responsibilities increases
• Responsibilities usually increase faster than
  authority
• In many ways, leaders have LESS freedom as they
  move up, not more

12
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• 5 Freedom
• Responsibilities Rights
• 
  CEO
• Leaders
• Worker Bees
• Customers
• As You Climb in the Organization
• Responsibilities Increase
• Rights Decrease

13
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• 6 All or Nothing
• If I cant get to the top, then I wont try to
  lead
• What are the prospects for your getting to the
  top of your organization?
• The reality?
• Most will never be CEO
• If I cant be Captain of the
  Team,
• then Ill take my ball and go home

14
High Performance LeadershipTeamwork, Leadership,
Communication

• Myths of Leadership
• 6 All or Nothing
• Dont define success as being at the top
• You dont have to be Top Dog to make a
  difference
• Improve practice your leadership skills
• Improve and change your organization
• Be someone who adds value to your team
• Learn to influence people at every level
• Change peoples lives
• You can Lead from
• Anywhere in the Organization

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All the Right MovesLead the Way

• In any moment of decision the best thing you
  can do is the right thing, the next best thing is
  the wrong thing, and the worst, nothing  
• - Theodore Roosevelt
• Timothy W. Tackett, B.S., A.S., Paramedic
• AR-1 DMAT Unit Commander
• President / CEO, Legend Systems Corporation

16
All the Right MovesLead the Way

• When to Manage, When to Lead
• Define MANAGER and LEADER
• The American Heritage Dictionary Houghton
  Mifflin Company Fourth Edition 2001
• Manager
• 1. One who manages To direct, control, or handle
• 2. To make submissive
• 3. To direct business affairs
• Leader
• 1. To guide, conduit, escort, or direct
• 2. To influence, induce
• 3. To be ahead or be at the head of
• 4. An example, precedent

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All the Right MovesLead the Way

• When to Manage, When to Lead
• What Can You Manage?
• Time
• Process
• Resources
• Tasks
• What Can You Lead?
• Purpose
• Direction
• Inspiration

• Keep the mission in mind
• Take care of your people

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All the Right MovesLead the Way

• The Leader
• Have an Honest Understanding
• Who You Are
• What you know
• Know what you can and cannot do
• Know Yourself
• Strengths
• Weaknesses
• Capabilities
• Limitations

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All the Right MovesLead the Way

• The Leader
• Look Honestly at Yourself
• Seek council from your peers experienced team
  members
• If you were not in your position or stripped of
  your power, how would you be described?
• Bully - Too Serious
• Geek - Lazy
• Inexperienced - Over-educated
• Too nice - Knowledgeable
• Friendly - SOB
• Complicated - Hard to define
• Redneck - Bubba

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All the Right MovesLead the Way

• The Leader
• Dont Shoot the Messenger
• Have to have real data
• Commo is from the top down bottom up
• The Truth will not be Obvious to Anyone
• We all gather sort information differently
• Be Open to All Information
• Study the Trends
• Get in Tune with Your Environment

• STOP
• LOOK
• LISTEN
• SMELL

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All the Right MovesLead the Way

• The Leader
• Things just dont happen by Command
• It is helpful if employees understand what the
  direction is and why
• To a great extent, success will depend on the
  execution
• Dont be afraid to say I dont know
• Speak your mind, even if it means making people
  uncomfortable
• Its not personal its business

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All the Right MovesLead the Way

• The Leader
• Two Key Real World Strategies
• WIN Whats Important Now?
• MBWA Management By Walking Around
• People learn by observation, not
  conversation
• - Will
  Rogers
• Leadership is action, not
  position
• - Davy
  Crockett

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All the Right MovesLead the Way

• General George S. Pattons
• 6 Necessary Qualities for a Good Leader
• Tactically aggressive loves a good fight
• Strength of character
• Steadiness of purpose
• Acceptance of responsibility
• Energy
• Good health strength

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All the Right MovesLead the Way

• Warriors Leadership Code
• I will be totally committed to what I believe I
  will risk all that I have for these beliefs.
• I will back my subordinates all the way when they
  take reasonable risks to help me achieve my
  goals.
• I will not punish my people for making mistakes.
  I'll only punish them for not learning from their
  mistakes.
• I will not be afraid to take action, because I
  know that almost any action is better than
  inaction. And I know that sometimes not acting
  is the boldest action of all.
• I will always make it crystal clear where I stand
  what I believe.
• I will always be easy to find - I will be at the
  center of the battle.
• Adapted from Leadership Secrets of the
  Rogue Warrior A Commandos Guide to Success
• 
  Richard Marcinko Pocket Books, 1997

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All the Right MovesLead the Way

• The Led
• The Led are your followers or subordinates
• The People you are trying to bring together as
  a Team
• 3 Common Components
• 1 The Common Goal
• The teams mission
• 2 Interdependence in achieving the Goal
• They all need one another
• 3 Knowing Acting on the Common Goal
• Responding to and working within the
  interdependence

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All the Right MovesLead the Way

• The Led
• Know your Team as Individuals
• What draws them to excel?
• What tasks do they avoid?
• How hard are they willing able to push
  themselves under pressure?
• Apply the particular circumstances
• Know their will and their spirit
• Poker Game How many Chips?

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All the Right MovesLead the Way

• The Led
• All Team Members should not be treated the same
  way
• New personnel will need more attention
  supervision
• Hard workers have earned your recognition
• One who intentionally does not follow your
  guidance or fails to meet standards deserves
  reprimand
• All Team Members are not
• treated the same way

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All the Right MovesLead the Way

• The Decision Making Continuum
• Understanding the rules of the game
• The entire team needs to understand this concept
• Causes frustration and anger many times
• Why are deployments DMAT so different than
  their back home job?
• Why do they think they have input on everything?
• Leftovers from volunteer days?
• Democratic?
• Medical personnel?
• Paint the Barn

• Brush or Spray?
• I dont like Red
• We have to clean it first
• Im not here to paint
• Lets study it and write an SOP
• We dont have the right equipment
• Doesnt paint cause cancer?

29
All the Right MovesLead the Way

• The Decision Making Continuum
• 1 I tell you do
• 2 What are your concerns about my decision?
• 3 Your input could affect my decision
• 4 Majority rules
• 5 Consensus
• 6 Im delegating to you

• Strict Orders
• You Do It Your Way

30
All the Right MovesLead the Way

• The Decision Making Continuum
• 1 I tell you do
• Usually executing orders through the chain of
  command
• Lack of experienced personnel
• Dont have time to explain plan
• If you consistently use this mode, expect people
  to only do the minimum
• Relying on this style doesnt use the teams
  knowledge or experience only who issued the
  orders
• 2 What are your concerns about my decision?
• Time is short
• More experienced personnel
• What are your critical concerns?

31
All the Right MovesLead the Way

• The Decision Making Continuum
• 3 Your input could affect my decision
• I havent made up my mind yet. Id like your
  input
• If you already know your decision, dont ask for
  input
• Can usually can be tied to PET shortages
• Ask for critical concerns / No details
• 4 Majority rules
• Communicate the ground rules
• Change the rules if needed
• Its OK to disagree, just dont be disagreeable
• The 49 rule
• It will never work.

32
All the Right MovesLead the Way

• The Decision Making Continuum
• 5 Consensus
• Trading harmony for results
• Consensus building often is a hunt for Fools
  Gold
• Consensus means 100
• Everyone must be able to speak
• Ask yourself Can I live with this decision?
  
• I told you so.
• 6 Im delegating to you
• Only delegate if you have
• Competent, experienced people who are motivated
• The necessary equipment and tools
• Enough time to allow for mistakes and adjustments

33
All the Right MovesLead the Way

• The Chain of Command
• Works both ways up down
• A call to serve is not a call to a position
• There is no conveyance of powers
• The only authority is given by the people
• Obey and submit to that authority
• You are working for them
• Life at the top is harder, not easier
• Lead from the front
• It's about Service, not Position

34
All the Right MovesLead the Way

• The Chain of Command
• Life at the top is harder, not easier
• First up last to go to sleep
• Uniform is the example
• Eat, sleep, work with the troops
• Lead from the front

• 
  Life at work is like a tree full of monkeys,
• all on different limbs
  and all at different levels. Some
• monkeys are climbing up, some are climbing
  down. The monkeys
• on top look down and see a tree full of smiling
  faces. The monkeys
• on the bottom look up
  and see nothing but assholes

35
All the Right MovesLead the Way

• The Chain of Command
• Structural Model Rigid or Dynamic?
• The Fundamental Problem with a Rigid Hierarchy
• Common to push decisions up the chain of command
  to the point where the decision-maker is
  overloaded
• Often too far removed from the situation
• The Organizational Structure has to be Fluid
• Administrative Mode
• there is a distinct hierarchy Payroll /
  Parades
• Operational Mode
• there is no rigid hierarchy Battlefield /
  Deployment

36
All the Right MovesLead the Way

• The Chain of Command
• Administrative Mode
• Pyramid Structure
• Generally Recognized Model
• Neat Boxes and Rows
• Position or Rank
• Commander at the Top
• Experience
• Time in Service
• Problem Solving Experience
• Decision-Making Authority

37
All the Right MovesLead the Way

• The Chain of Command
• Operational Mode
• Inverted Pyramid Structure
• Fluid Arrangement Chart
• Everyone supports the Privates or frontlines
• Command ensures the troops have everything they
  need to carry out the mission
• The people on the frontlines are in charge
• Team members may not have the authority to issue
  orders, but they have the responsibility to take
  personal action prn

38
All the Right MovesLead the Way

• The Chain of Command
• Army Ranger Model of Individual Function
• Genuine Empowerment
• If you see something that must be done within the
  scope of the mission you better do it
• Corporate World Afraid to make the call
• Does not encourage leadership at all levels
• Shared Credit and Blame
• no one gets individual credit for accomplishments
• nor do they take individual responsibility for
  mistakes

39
All the Right MovesLead the Way

• The Chain of Command
• The Leaders Responsibility
• Sets the Plan
• Organizes Resources
• Ensures Everyone Understands the Mission
• Points the Team in the Right Direction
• Supports the Mission
• The Message is not
• Wait for orders
• Strictly adhere to your rank
• The Message is
• Go for it
• Figure it out

40
All the Right MovesLead the Way

• The Chain of Command
• The reality of the responsibility
• Actions have to be consistent with the mission
• An Individual has to take personal responsibility
• You can jeopardize the entire team
• If you put the team in danger, youre out
• Even if you are a member of the team, you are
  still an individual and the responsibility for
  certain consequences are your and yours alone

41
All the Right MovesLead the Way

• If a problem has no solution, it may not be a
  problem, but a fact - not to be solved, but to be
  coped with over time
• - Shimon Peres

• Plan for Failure
• When things go wrong the usual response is
• Blame Guilt
• Assess your systems
• How did you wake up this morning?
• Dont be surprised !
• Why are we surprised?
• Capture lessons learned
• Checklists
• Training
• Personnel issue
• Systems failure

42
All the Right MovesLead the Way

• Plan for Failure
• The usual suspects are people and training
• systems failure cause 80 - 90
• Know your job
• Train to be a leader
• Muscle Motor Memory
• Execute tasks with Confidence Precision
• Stay calm and in control
• Look the part
• Act the part
• Stress is an ignorant state.
• It believes that everything is an emergency"
• - Natalie Goldgerg, Wild Mind

43
All the Right MovesLead the Way

• Plan for Failure
• What is failure? Have you defined it?
• Very complex missions
• You wont always achieve your goals
• Dont take it personally
• People dont plan to fail
• BRAD
• Back up
• Regroup
• Assess
• Drive on

• "One does
• not plan then
• try to make circumstances fit those plans. One
  tries to make plans fit the circumstances. I
  think the difference between success failure in
  high command depends upon the ability, or lack of
  it, to do just that"
• George S. Patton

44
All the Right MovesLead the Way

• Define the Game
• Performance
• Provide the assets to build skills sets
• Tools
• Technology
• Training
• Help people get rid of habits mindsets that
  dont work anymore or are obsolete
• Make the message clear
• Performance Counts

45
All the Right MovesLead the Way

• Define the Game
• Change
• Challenge the status quo
• Encourage experimentation initiative
• Replace the old ways
• Push the institutional mindset away
• Paradigm The Dance of the Blind Reflex
  (Oshry, 1995)
• When we dont understand the systems dynamics,
  we get trapped into cycles of blaming and self
  defense
• its always someone elses fault

46
All the Right MovesLead the Way

• Define the Game
• The Dance of the Blind Reflex
• Top
• Middle
• Bottom
• Customers
• None of the players see their own part in
• creating the any of the above
• Adapted from The Possibilities of
  Organization Oshry, Barry Power Systems,
  Inc 1986

• Burdened by unmanageable complexity
• Oppressed by insensitive higher-ups
• Not allowed to think on their own
• Feel ignored by an unresponsive system

47
The Heart of Leadership Character is
EverythingThe Art of Command No man is a
leader until his appointment is ratified in the
minds and hearts of his men Anonymous, The
Infantry Journal, 1954 Timothy W. Tackett,
B.S., A.S., ParamedicAR-1 DMAT Unit Commander
President / CEO, Legend Systems Corporation
48
The Heart of LeadershipCharacter is Everything

• The Art of Command
• Selflessness
• Decision the essence of leadership
• Feel or Sixth Sense in decision making
• An aversion to Yes men
• The importance of reading history
• Mentorship guidance, counsel, teaching
• Consideration
• Delegation
• Fix the problem, not the blame
• American Generalship - Character is
  Everything The Art of Command
• Edgar F. Puryear, Jr
  Presidio Press 2000

49
The Heart of LeadershipCharacter is Everything

• Selflessness
• It is clear that there is absolutely nothing as
  important in successful leadership than character
• Knowledge is the second most important asset, as
  it builds confidence decisiveness
• Leadership can be cultivated
• I had been accustomed throughout my life to
  classify all public servants into one or the
  other general categories one, the men who were
  thinking what they could do for their job the
  other, the men who were thinking what the job
  could do for them
• Henry L. Stimson, Secretary of War,
  1909-11 Secretary of State, 1928-32 Secretary
  of War, 1939-45

50
The Heart of LeadershipCharacter is Everything

• Selflessness
• Are men born as leaders?
• The strongest supporters of the born leader
  thesis believe there are certain qualities you
  must be born with, but even these characteristics
  must be developed
• Leadership has to include a certain decisiveness,
  a certain confidence, based on knowledge from
  studies and training

51
The Heart of LeadershipCharacter is Everything

• Decision The Essence of Leadership
• Making decisions is part of leadership
• One who does not have the strength to make
  decisions the judgment to be right a large
  percentage of the time does not belong in a
  position of command
• Leadership is most noticeable when tough
  decisions finally have to be made
• Decision must be based on
• The facts as you see them
• The evaluations of the many factors as you see
  them
• The relationship of one fact to another
• And above all, your convictions and ethics
• This part of leadership is often concealed from
  the group

52
The Heart of LeadershipCharacter is Everything

• Decision The Essence of Leadership
• 1 Commander must act on the facts available at
  decision time
• 2 To anyone who has never been involved with
  making high-level decisions, the process looks
  easy
• Those in lower echelons are mostly ignorant of
  the complexity of Commands problems become
  impatient when they receive a late or unclear
  decision
• 3 Another Command decision-making key is a
  Commander can select his key staff members
• Probably the most competent people he knows
• One cannot take the advice of these people
  lightly

53
The Heart of LeadershipCharacter is Everything

• Decision The Essence of Leadership
• The worst leader is the one who wont make a
  decision
• A bad decision, at least, causes action to occur
  within the organization
• Many times the organization itself can take a bad
  decision turn it around to make a good one
• When you get no decision at all, then the whole
  organization just sits.

54
The Heart of LeadershipCharacter is Everything

• Decision The Essence of Leadership
• Decisions based on intuition have to be tempered
  by knowledge, experience, judgment
• Remember that your character is your destiny
• In the absence of certainty, instinct is all you
  have to follow
• You can't make the right decision every time, but
  you can make a decision and then make it right
• Its not personal its business

55
The Heart of LeadershipCharacter is Everything

• Feel or Sixth Sense
• Are you born a leader?
• Most agree that the truly
• great leaders have possessed
• a Feel or Sixth Sense for
• decision making
• Part of the Feel is that
• special instinctively gift
• Showmanship look the part
• Are There Naturally Born Leaders?

• Michael Jordan
• Billy Graham
• George Patton
• Martin L. King
• Elvis