Good to Great Servant Youth Leadership

www.rubenlicera.comGOOD TO GREAT SERVANT YOUTH LEADERSHIP

RUBEN B. LICERA, JR.January 22-23, 2012

Hidden Paradise ResortSan Fernando, Cebu, Philippines

Servant Youth LeadershipGood to Great Christian

MOLDING A HIGH PERFORMANCE TEAM SEMINAR - WORKSHOP




VISION

Strong brotherhood and

morally upright Iglesia Ni Cristo

families worthy of salvation“


MISSION

Promote spiritual maturity as

a lifestyle to all Iglesia Ni

Cristo families and members.“


REALIZATION

Leadership is a PROCESS. It is developed

DAILY and not in a day.

Action comes from INSIDE and then OUT.

Everything has been taught already.


Source: http://www.sa.mtu.edu/stulife/leadership/leadership/mission.html


LEADERSHIPSERVANT


SERVANT LEADERSHIP DEFINED

- Robert K. Greenleaf

"The servant-leader is a servant

first. It begins with a natural

feeling that one wants to serve,

to serve first, as opposed to,

wanting power, influence, fame

or wealth."


CHARACTERISTICS OF BEING A

SERVANT LEADER

Larry C. Spears

To further define Greenleaf's paradigm

shift, Larry C. Spears identified ten

characteristics of a servant-leader in

his paper titled "On Character and

Servant Leadership: Ten Characteristics

of Effective, Caring Leaders.”

President and CEO from 1990 to 2007President and CEO from 1990 to 2007President and CEO from 1990 to 2007President and CEO from 1990 to 2007

Robert K. Greenleaf Center for Servant LeadershipRobert K. Greenleaf Center for Servant LeadershipRobert K. Greenleaf Center for Servant LeadershipRobert K. Greenleaf Center for Servant Leadership


LISTENING.


CHARACTERISTICS OF

BEING A SERVANT LEADERLarry C. Spears

Traditionally, and also in servant leadership, managers are

required to have communication skills as well as the

competence to make decisions. A servant leader has the

motivation to listen actively to subordinates and support

them in decision identification. The servant leader particularly

needs to pay attention to what remains unspoken in the

management setting. This means relying on his inner voice in

order to find out what the body, mind and spirit are

communicating.



LISTENING.

“


EMPATHY.


CHARACTERISTICS OF


A servant leader attempts to understand and empathize with

others. Workers may be considered not only as employees, but

also as people who need respect and appreciation for their

personal development. As a result, leadership is seen as a

special type of human work, which ultimately generates a

competitive advantage.



EMPATHY.

“


HEALING.


CHARACTERISTICS OF


A great strength of a Servant Leader is the ability for healing

one’s self and others. A servant leader tries to help people

solve their problems and conflicts in relationships, because he

wants to encourage and support the personal development of

each individual. This leads to the formation of a business

culture, in which the working environment is dynamic, fun and

free of the fear of failure.



HEALING.

“



CHARACTERISTICS OF


A servant leader needs to gain general awareness and

especially self-awareness. He has the ability to view situations

from a more integrated, holistic position. As a result, he gets a

better understanding about ethics and values.



AWARENESS.

“


PERSUASION.


CHARACTERISTICS OF


A Servant Leader does not take advantage of her power and

status by coercing compliance; she rather tries to convince

those she manages. This element distinguishes servant

leadership most clearly from traditional, authoritarian models

and can be traced back to the religious views of Robert

Greenleaf.



PERSUASION.

“


CONCEPTUALIZATION.


CHARACTERISTICS OF


A servant leader thinks beyond day-to-day realities. That

means he has the ability to see beyond the limits of the

operating business and also focuses on long term operating

goals. A Leader constructs a personal vision that only he can

develop by reflecting on the meaning of life. As a result, he

derives specific goals and implementation strategies.



CONCEPTUALIZATION.

“



CHARACTERISTICS OF


Foresight is the ability to foresee the likely outcome of a

situation. It enables the servant leader to learn about the past

and to achieve a better understanding about the current

reality. It also enables the servant leader to identify

consequences about the future. This characteristic is closely

related to conceptualization.



FORESIGHT.

“


STEWARDSHIP.


CHARACTERISTICS OF


CEOs, staffs and trustees have the task to hold their institution

in trust for the greater good of society. In conclusion, servant

leadership is seen as an obligation to help and serve others.

Openness and persuasion are more important than control.



STEWARDSHIP.

“



CHARACTERISTICS OF


A servant leader is convinced that people have an intrinsic

value beyond their contributions as workers. Therefore, she

should nurture the personal, professional and spiritual growth

of employees. For example, she spends money for the personal

and professional development of the people who make up her

organization. The servant leader will also encourage the ideas

of everyone and involve workers in decision making.



COMMITMENT TO GROWTH.

“



CHARACTERISTICS OF


A servant leader identifies means to build a strong community

within his organization and wants to develop a true

community among businesses and institutions.



BUILDING COMMUNITY.

“


CHARACTERISTICS OF

BEING A SERVANT LEADERLarry C. SpearsPresident and CEO from 1990 to 2007President and CEO from 1990 to 2007President and CEO from 1990 to 2007President and CEO from 1990 to 2007


LISTENING

EMPATHY

HEALING

AWARENESS

PERSUASION

CONCEPTUALIZATION

FORESIGHT

STEWARDSHIP

COMMITMENT TO GROWTH

BUILDING COMMUNITY


"...whoever wants to be great must be your servant,

and whoever wants to be first must be the willing

slave of all--like the Son of Man; He did not come to

be served, but to serve, and to give up his life as a

ransom for many."

- Mat 20:27-28 (NEB)


Written by Leadership Scientist Jim Collins.

Studied 1,435 good companies.

Examine their performance over 40 years.

Find the 11 companies that became great.

Published in 2001.

Became a National Bestseller and "one

of the most influential business books

of recent years."

It was "cited by several members

of The Wall Street Journal's CEO

Council as the best management

book they've read."

Source: http://en.wikipedia.org/wiki/Good_to_Great


“For a social sector organization,

performance must be assessed

relative to mission... The critical

question is ‘How effectively do

we deliver on our mission and

make a distinctive impact,

relative to our resources?’”


Level 5

Leadership

First Who…

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators

Disciplined People Disciplined Thought Disciplined Action

Build up

Good to Great Concept



First Who…

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Build up

Level 5

Leadership


5 Levels of Leadership


2–Contributing Team MemberRELATIONSHIPS. People will follow because they want to.

1–Highly Capable IndividualRIGHTS. People will follow because the have to.

Level 5 Leadership

3–Competent ManagerRESULTS. People will follow because of

what you have done for the organization.

4 – Effective LeaderREPRODUCTION. People will follow

because of what you have done for them.

5 – Level 5 Executive RESPECT. People will follow

because of what you are and

what you represent


� Leaders who employ a paradoxical mix of personal

humility and professional will.

� Set up successors for even greater success.

� Compelling modesty, self-effacing,

understated.

� Leaders who employ a paradoxical mix of personal

humility and professional will.

� Set up successors for even greater success.

� Compelling modesty, self-effacing,

understated.

� Fanatically driven to produce sustainable

results.

� More plow horse than show horse.

� Fanatically driven to produce sustainable

results.

� More plow horse than show horse.



� Look in mirror and take full responsibility for

poor decisions.

� Many people have the potential to evolve into

Level 5.

� Look in mirror and take full responsibility for

poor decisions.

� Many people have the potential to evolve into

Level 5.

� Attribute success to other than themselves� Attribute success to other than themselves



• Personal Humility– Demonstrates a compelling

modesty, shunning public adulation; never boastful

– Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate.

• Professional Will– Creates superb results, a

clear catalyst in the transition from good to great

– Demonstrates an unwavering resolve to do whatever must be done to produce the best long-termresults, no matter how difficult


• Personal Humility

– Channels ambition into company, not the self, sets up successors for even more greatness in the next generation

– Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck.

• Professional Will

– Sets the standard of building an enduring great company; will settle for nothing less

– Looks out the window, not in the mirror, to apportion credit for the success of the company – to other people, external factors, and good luck



Level 5

LeadershipConfront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Build up

First Who…

Then What


First Who . . . Then What

The right people on the bus. The

wrong people off the bus. The

right people on the right seat.

The right people on the bus. The

wrong people off the bus. The

right people on the right seat.



�“Who” questions came before “what”

decisions - before vision, strategy,

organization structure, and tactics.

�“Who” questions came before “what”

decisions - before vision, strategy,

organization structure, and tactics.



� Three practical disciplines for being

rigorous:

�When in doubt, don’t hire

�When you know you need to

make a people decision, act

� Three practical disciplines for being

rigorous:

�When in doubt, don’t hire

�When you know you need to

make a people decision, act

� Put your best people on your best

opportunities, not biggest

problems.

� Put your best people on your best

opportunities, not biggest

problems.

Leaders were rigorous, not

ruthless in people decisions.









� Management teams debate

vigorously to find best

answers, yet unify behind

decisions.

� “Right” person has more to do

with character traits and

innate capabilities than with

knowledge, background, or

skills.

� Management teams debate

vigorously to find best

answers, yet unify behind

decisions.

� “Right” person has more to do

with character traits and

innate capabilities than with

knowledge, background, or

skills.



Level 5

Leadership

First Who…

Then What

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Build up

Confront the

Brutal Facts


Stockdale Paradox:

Retain absolute faith that you can and

will prevail in the end, AND at the same

time confront the most brutal facts of

your current reality, whatever they

might be.

Stockdale Paradox:

Retain absolute faith that you can and

will prevail in the end, AND at the same

time confront the most brutal facts of

your current reality, whatever they

might be.

Confront the Brutal Facts


� Must create a culture wherein people

have a tremendous opportunity to

be heard and, ultimately, for the truth

to be heard.

� Must create a culture wherein people

have a tremendous opportunity to

be heard and, ultimately, for the truth

to be heard.

Setting off on the path to greatness

requires confronting the brutal facts

of current reality.

Setting off on the path to greatness

requires confronting the brutal facts

of current reality.



� Lead with questions, not answers

� Engage in dialogue and debate, not

coercion

� Conduct autopsies, without blame

� Build red flag mechanisms where

information cannot be ignored

� Lead with questions, not answers

� Engage in dialogue and debate, not

coercion

� Conduct autopsies, without blame

� Build red flag mechanisms where

information cannot be ignored

Four basic practices:Four basic practices:




Level 5

Leadership

First Who…

Then What

Culture of

Discipline

Technology

Accelerators


Build up

Confront the

Brutal Facts

Hedgehog

Concept



Hedgehogs simplify a complex

world into a single organizing idea,

a basic principle or concept that

unifies and guides everything.

Hedgehogs see what is essential,

and ignore the rest.

Hedgehogs simplify a complex

world into a single organizing idea,

a basic principle or concept that

unifies and guides everything.

Hedgehogs see what is essential,

and ignore the rest.

Hedgehog Concept


The Hedgehog Concept is a deep

understanding of three

intersecting circles translated into

a simple, crystalline concept:

The Hedgehog Concept is a deep

understanding of three

intersecting circles translated into

a simple, crystalline concept:

� What you are deeply

passionate about

� What you can be best

in the world at

� What drives your

economic engine

� What you are deeply

passionate about

� What you can be best

in the world at

� What drives your

economic engine

Hedgehog Concept


What you are deeply

passionate about

What you can

be the best in

the world at

What drives

your

economic

engine

Simplicity

within

the three

circles

Hedgehog Concept


Getting the Hedgehog Concept takes an average of four years.Getting the Hedgehog Concept takes an average of four years.

� The right people

� Engaged in vigorous

dialogue and debate

� Infused with the brutal facts

� Guided by questions

formed by the three circles

� The right people

� Engaged in vigorous

dialogue and debate

� Infused with the brutal facts

� Guided by questions

formed by the three circles

� It is an iterative process by The

Council:

� It is an iterative process by The

Council:

Hedgehog Concept


The

Council

All Guided by

the Three Circles

Ask Questions

Dialogue &

DebateAutopsies

& Analysis

Executive

Decisions

An Iterative

Process

Hedgehog Concept



Level 5

Leadership

First Who…

Then What

Technology

Accelerators


Build up

Confront the

Brutal FactsHedgehog

Concept

Culture of

Discipline



� People who “rinse their cottage cheese”.

� Not about a tyrant who disciplines

� People who “rinse their cottage cheese”.

� Not about a tyrant who disciplines

� Getting disciplined people who engage in

disciplined thought and who then take

disciplined action, fanatically consistent with

three circles

� Getting disciplined people who engage in

disciplined thought and who then take

disciplined action, fanatically consistent with

three circles

Culture of Discipline


� Requires people who adhere to a

consistent system.

� Gives people freedom and responsibility

within framework of that system.

� Requires people who adhere to a

consistent system.

� Gives people freedom and responsibility

within framework of that system.

� Involves a duality.� Involves a duality.



� Budgeting is to decide which arenas fit Hedgehog Concept and should

be fully funded and which should not be funded at all.

� Budgeting is to decide which arenas fit Hedgehog Concept and should

be fully funded and which should not be funded at all.

� “Stop doing” lists are more important than “to do” lists.

� “Anything that does not fit with our Hedgehog Concept, we will not

do.”

� “Stop doing” lists are more important than “to do” lists.

� “Anything that does not fit with our Hedgehog Concept, we will not

do.”

� Includes willingness to shun opportunities that fall outside the three

circles.

� Includes willingness to shun opportunities that fall outside the three

circles.




Level 5

Leadership

First Who…

Then What

Hedgehog

Concept

Culture of

Discipline


Build up

Confront the

Brutal Facts

Technology

Accelerators


� Yet they often become pioneers in

the application of carefully selected

technologies.

� Yet they often become pioneers in

the application of carefully selected

technologies.

� Does it fit directly with your Hedgehog

Concept?

� Good-to-greats used technology as an

accelerator of momentum, not a

creator of it.

� Does it fit directly with your Hedgehog

Concept?

� Good-to-greats used technology as an

accelerator of momentum, not a

creator of it.

Good-to-greats avoid technology

fads and bandwagons.

Good-to-greats avoid technology

fads and bandwagons.Technology Accelerators


� Technology by itself is never a

root cause of either greatness or

decline.

� Technology by itself is never a

root cause of either greatness or

decline.

� “Crawl, walk, run” can be a very

effective approach, even during

times of rapid and radical

technological change.

� “Crawl, walk, run” can be a very

effective approach, even during

times of rapid and radical

technological change.

Technology Accelerators


Level 5

Leadership

First Who…

Then What

Confront the

Brutal Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators


Build up



� Good-to-great transformations never happened in one fell

swoop.

� Good-to-great transformations never happened in one fell

swoop.

� There was no single defining action, no grand program, no

one killer innovation, no solitary lucky break, no miracle

moment.

� Instead they followed a predictable pattern of buildup and

breakthrough.

� Like pushing on a giant, heavy flywheel, it takes a lot of

effort to get the thing moving at all, but . . .

� There was no single defining action, no grand program, no

one killer innovation, no solitary lucky break, no miracle

moment.

� Instead they followed a predictable pattern of buildup and

breakthrough.

� Like pushing on a giant, heavy flywheel, it takes a lot of

effort to get the thing moving at all, but . . .

The FlyWheel


� With persistent pushing . . .

� In a consistent direction . . .

� Over a long period of time . . .

� With persistent pushing . . .

� In a consistent direction . . .

� Over a long period of time . . .

� In good-to-great groups problems of commitment,

alignment, motivation, and change largely take care

of themselves.

� Alignment follows from results and momentum, not

the other way around.

� In good-to-great groups problems of commitment,

alignment, motivation, and change largely take care

of themselves.

� Alignment follows from results and momentum, not

the other way around.

� The flywheel builds momentum . . .

� Eventually hitting a point of breakthrough.

� The flywheel builds momentum . . .

� Eventually hitting a point of breakthrough.

The FlyWheel


“Good is the enemy of Great” - Jim Collins

Education

Good to Great Servant Youth Leadership