© 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

Technology for better business outcomes

How to be anAuthentic Leader

Stan Garfield

March 12, 2008

2 12 March 2008

Pre-test

1. How many people think they have been leaders in the past?

2. How many people think they are leaders right now?

3. How many people would like to become leaders in the future?

3 12 March 2008

Have you ever

• Been a team captain?

• Done volunteer work?

• Held an elected office?

• Implemented a new idea?

• Served as a scout leader?

• Influenced others to take action?

• Organized an event or a trip?

• Spoken on behalf of others?

• Tried something you hadn’t done before?

• Helped connect people to one another?

4 12 March 2008

Anyone Can Lead

•Leadership is not the same as management

•You don’t have to be the supervisor of people to lead them

•You can lead in any situation

School

Work

Family

Friends

Team

Organization

Group

5 12 March 2008

Roles of Authentic Leaders•Establish core

Principles

Values

Objectives

•Communicate to

Inspire

Align

Motivate

•Empower by

Listening

Trusting

Supporting

6 12 March 2008

Attributes of Authentic Leaders•NOUNS

Trust, Truth, and Transparency

Caring, Sharing, and Daring

Integrity, Loyalty, and Courage

•VERBS

Respect, Recognize, and Reward

Empower, Empathize, and Encourage

Coach, Communicate, and Collaborate

•ADJECTIVES

Approachable, Fair, and Logical

Passionate, Persistent, and Persuasive

Calm, Creative, and Curious

7 12 March 2008

Authentic Leaders DO NOT:

• Criticize, Blame, or Ridicule

• Demean, Embarrass, or Undermine

• Intimidate, Threaten, or Bully

• Lie, Cheat, or Exploit

• Badmouth, Belittle, or Backstab

Questions

• Have you ever had a coach, supervisor, or teacher like this?

• How did that make you feel?

• Do you think any of these behaviors are necessary?

8 12 March 2008

Know Thyself•What are your

Values

Principles

Beliefs

•What are your

Passions and Interests

Skills and Abilities

Weaknesses and Blind Spots

•How do you allocate your time to

Studies and Career

Friends and Family

Communities and Pastimes

9 12 March 2008

Maintain Your True Self•Act the same in all settings

Studies and Career

Friends and Family

Communities and Pastimes

•Don’t compartmentalize

•Let everyone know your beliefs, interests, and priorities

•Embody Competence, Commitment, and Compassion

10 12 March 2008

Lead by Example

• Model desired behaviors

• Practice what you preach

• Put yourself in the shoes of others

• Prove what can actually be done

• Demonstrate expertise and credibility

• Keep in touch with reality

• Convey optimism

• Get your hands dirty

11 12 March 2008

Be Bold

• Take prudent risks

• Be willing to fail

• Tackle your fears and overcome them

• Take the initiative to start things

• Imagine, Invent, and Innovate

• Prototype, Pilot, and Perfect

• Rock the boat, stir the pot, and shake things up

• Expect the unexpected

12 12 March 2008

Follow Your True North

• Stick to your principles

• Act on your beliefs

• Don’t be swayed due to expediency or pressure

• Maintain healthy skepticism

• Avoid fads

• Ignore the prevailing wisdom

• Don’t follow the crowd or run with the herd

• Don’t always do it by the book

• Adjust over time based on experience

13 12 March 2008

Decide

• Use common sense

• Be assertive

• Make tough decisions

• Avoid paralysis by analysis

• Know when to declare success

• Admit failure, learn, and move on

• Embrace debate, set a deadline, decide, and proceed to implement

• Propose, Plan, and Produce

14 12 March 2008

Have a Bias for Action

•Set high standards for

Achievements

Results

Deliverables

•Follow up, inspect, and adjust

•Follow through and don’t let anything drop

•Avoid complacency, delay, and indecision

•Attack your own position before others do

15 12 March 2008

Communicate Relentlessly

• Write and speak convincingly, completely, and compellingly

• Use language concisely, correctly, and clearly

• Use multiple channels and vehicles

• Avoid jargon, corporate speak, and buzz words

• Ask questions, listen attentively, and respond forthrightly

• Return calls and reply to email in a timely manner

• Link, converse, and correspond with diverse people

16 12 March 2008

Reach Out and Engage

• Be generous with your time

• Be approachable, available, and accessible

• Avoid isolation

• Practice MBWA (Management By Walking Around)

• Seek input, encourage constructive suggestions, and follow through

• Pay attention

• Reach out, motivate, and inspire

17 12 March 2008

Use Storytelling

• Motivate others to action

• Build trust in you

• Build trust in your organization

• Transmit your values

• Get others working together

• Share knowledge

• Tame the grapevine

• Create and share your vision

18 12 March 2008

Be Thirsty for Knowledge

• Curiosity won’t kill you

• Set a regular time for reading

• Make time to attend lectures, seminars, and conferences

• Listen to books on tape, podcasts, and broadcasts while multitasking

• Know what is going on in your organization, specialty, and field

• Participate in communities of practice and interest

• Know your stuff and become a respected thought leader

• Share your knowledge

• Try things out

• Allow time for thinking, imagining, and brainstorming

19 12 March 2008

Practice Personal Knowledge Management

• Share – let others know what you have learned

• Innovate – take good ideas and improve on them

• Reuse – don’t reinvent the wheel

• Collaborate – take advantage of what others know

• Learn – don’t repeat the same mistakes

• Be aware of what you don’t know

• Hypothesize, Test, Analyze, Ponder, and Conclude

• Observe, Experiment, and Improve

20 12 March 2008

Can you lead without deep knowledge?• Some say good managers can manage anything; they can

manage without really knowing what they are trying to manage. It’s the management skills that count.

• I argue strongly that the best job can be done when the manager has a genuine and thorough knowledge and understanding of the work.

• I don’t see how managers can even understand what standards to observe, what performance to require, and how to measure results unless they understand in some detail the specific nature of the work they are trying to supervise.

Source: David Packard in The HP Way, pages 154-155

21 12 March 2008

Build Your Team

• Recognize others with similar strengths

• Seek out others with complementary skills and attributes

• Recruit, mentor, and promote wisely

• Learn from those you lead and those who lead you

• Don’t be threatened by others with more knowledge and skills

• Encourage team members to move on when they are ready

• Constantly add to your social network

• Set high expectations, but treat people decently

• Replace team members as required

22 12 March 2008

Manage Your Time

• Always be on time

• Be organized

• Don’t short-change any element of your life

• Don’t be a workaholic

• Work efficiently during the normal work hours, and then go home

• Encourage others to do the same

• Delegate appropriately

• Don’t micromanage

• Budget your time

• Consistently use electronic tools such as calendar and task list

23 12 March 2008

Focus

• Identify key priorities

• Stay on task

• Stick to a few key goals

• Don’t get distracted

• Follow a schedule

• Meet all commitments

• Expect the same from others

24 12 March 2008

Check Your Ego

• Act unselfishly

• Let your deeds speak for you

• Share the credit for achievements

• Publicize the accomplishments of others

• Don’t worry about yourself

• Help anyone who asks

• Pay it forward – it will all come back to you

25 12 March 2008

10 Commandments

Authentic Inauthentic

1. Be bold

2. Be upbeat

3. Know what’s going on

4. Tell stories

5. Act

6. Collaborate

7. Seek out ideas of others

8. Try new things

9. Remain calm

10.Plan

1. Be reluctant

2. Point out what’s wrong

3. Be ignorant

4. Recite dry facts

5. Wait

6. Go it alone

7. Know it all

8. Stick to the tried and true

9. Blow up

10.React

26 12 March 2008

10 More Commandments

Authentic Inauthentic

11.Admit mistakes

12.Speak spontaneously

13.Use direct language

14.Communicate openly

15.Be visible and accessible

16.Be courageous

17.Tell the truth

18.Take a chance and go for it

19.Think for yourself

20.Treat others fairly

11.Spin, make excuses, and pass blame

12.Repeat the usual message

13.Use clichés

14.Withhold information

15.Hide behind closed doors

16.Be afraid to fail

17.Obscure, obstruct, and obfuscate

18.Play it safe and delay

19.Always go by the book

20.Exploit others

27 12 March 2008

The Wisdom of Hewlett and PackardDave Packard: Create an environment where people

• Have a chance to do their best

• Realize their potential

• Are recognized for their achievements

• Take initiative in return for individual freedom

• Work as a team for a common purpose

Bill Hewlett: Cardinal points of his moral compass

1. Knowledge

2. Modesty

3. Justice

4. Hard Work

28 12 March 2008

Corporate Objectives1. Profit: To recognize that profit is the best single

measure of our contribution to society and the ultimate source of our corporate strength. We should attempt to achieve the maximum possible profit consistent with our other objectives.

2. Customers: To strive for continual improvement in the quality, usefulness, and value of the products and services we offer our customers.

3. Field of Interest: To concentrate our efforts, continually seeking new opportunities for growth but limiting our involvement to fields in which we have capability and can make a contribution.

4. Growth: To emphasize growth as a measure of strength and a requirement for survival.

29 12 March 2008

Corporate Objectives (continued)5. Employees: To provide employment opportunities

for HP people that include the opportunity to share in the company's success, which they help make possible. To provide for them job security based on performance, and to provide the opportunity for personal satisfaction that comes from a sense of accomplishment in their work.

6. Organization: To maintain an organizational environment that fosters individual motivation, initiative and creativity, and a wide latitude of freedom in working toward established objectives and goals.

7. Citizenship: To meet the obligations of good citizenship by making contributions to the community and to the institutions in our society which generate the environment in which we operate.

30 12 March 2008

Bill George on Authentic LeadershipCreate your own Personal Leadership Development Plan based

on:

1. Knowing your authentic self

2. Defining your values and leadership principles

3. Understanding your motivations

4. Building your support team

5. Staying grounded by integrating all aspects of your life

Authentic leaders demonstrate these five traits:

1. Pursuing their purpose with passion

2. Practicing solid values

3. Leading with their hearts as well as their heads

4. Establishing connected relationships

5. Demonstrating self-discipline Source

31 12 March 2008

Examples 1-5 from Bill George• Purpose: Wendy Kopp started Teach For America, the

most successful secondary educational program of the past 25 years.

• Values: Thad Allen built the Coast Guard around values. When Hurricane Katrina hit, officials at all levels of government argued about who was responsible while the Coast Guard simply swung into action, saving the lives of stranded victims.

• Leading with heart: Marilyn Carlson Nelson changed Carlson Companies from decades of top-down rule to expressing empathy for her employees and compassion for her customers.

• Relationships: A. G. Lafley, CEO of Procter & Gamble, took over an organization in turmoil. On a visit to a remote office, he looked a young employee in the eye and said, "The work you are doing is vital to the future of P&G."

• Self-discipline: Warren Buffett became the wealthiest man in the world by avoiding debt and high-risk investments, concentrating on value companies and long-term positions. Buffett has been a model of self-discipline – also reflected in his personal life. Source

32 12 March 2008

Examples 6-8: World Leaders

•Mohandas Gandhi

•Martin Luther King Jr.

•Nelson Mandela

33 12 March 2008

Examples 9-10: Presidential Candidates

• "The two leading candidates at present, John McCain and Barack Obama, are on the rise precisely because they are authentic.

• McCain, who experienced his crucible as a prisoner-of-war in Vietnam, tells it like it is. He is not afraid to go against popular positions or the Republican hierarchy, including the current president. As he has assumed front-runner status for the nomination, the hard-liners in the Republican Party have tried to bring him in line, but he has steadfastly refused.

• Obama's authenticity is precisely what makes him so appealing to such a wide range of voters. He seems "good in his skin," and is able to rise above the negative attacks. His message of hope and change, backed up by specific programs that seem logical to most people, is inspiring a lot of Americans to get engaged in the political process. For all the talk that he would wither under the pressure, he seems to get stronger and more confident as he goes." Source: Bill George

34 12 March 2008

Examples 11-12: Deloitte

•Jim Quigley •Barry Salzberg

35 12 March 2008

Examples 12-13: Hewlett-Packard

•Bill Hewlett •Dave Packard

36 12 March 2008

Examples 14-15: Basketball

•Larry Brown

•Hubie Brown

37 12 March 2008

Examples 17-19: Baseball

•Gil Hodges

•Whitey Herzog

•Jim Leyland

38 12 March 2008

Examples 20-21: Michigan State

•Tom Izzo

•Mark Dantonio

39 12 March 2008

My Leadership Journey

• Boy Scouts

• Washington University

• Saint Louis University

• DEC

• Compaq

• HP

• Deloitte

• Conferences

• Publications

• Communities

• Coaching

40 12 March 2008

Ten Keys to Remember

1. Follow your passions – play to your strengths

2. Treat others with respect – and earn theirs

3. Never give up – keep on striving

4. Be true to your word – do what you say you will

5. Stay positive – have fun in what you do

6. Expect a lot of yourself – and of others

7. Challenge conventional wisdom – think for yourself

8. Ask not what others can do for you – ask what you can do for them

9. Leave the world a better place – make a contribution

10.Put a little love into everything you do – it is always possible

41 12 March 2008

How to remember the keys: PICKLES

• Passion

• Integrity

• Communication

• Knowledge

• Love

• Empowerment

• Service

Bob Farrell

42 12 March 2008

Final Exam

1. What would the world be like if everyone adopted these principles?

2. How would you like to work for an authentic leader?

3. Are you willing to be an authentic leader?

Note: Most images are linked to sites with additional details

My Articles and Presentations http://sites.google.com/site/stangarfield/

Reading List http://docs.google.com/View?id=ddj598qm_18d7gg48cw

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