The Leading from the Heart Workshop ®

1. The Leading from the HeartWorkshop® YMCA MICHIGAN KEY LEADERS’ CONFERENCE 2005

2. “You will be confronted with questions every day that test your morals. Think carefully, and for your sake, do the right thing.”

3. “Ex-Tyco Chief Executive Kozlowski Sentenced to 8 to 25 Years”Headline / Bloomberg.com / 09.19.2005

4. Strong Fundamental Values “We must demand of ourselves and of each other the highest standards of individual and corporate integrity. We safeguard company assets. We comply with all company policies and laws.” Source:The Tyco Guide to Ethical Conduct

5. “We safeguard company assets.” Regency mahogany bookcase, c. 1810, $105,000 George I walnut arabesque tallcase clock, $113,750 Custom queen bed skirt, $4,995 Custom pillow, $2,665 Ascherberg grand piano, c. 1895, $77,000 Chandelier, Painted Iron, c. 1930, $32,500 Pair of Italian armchairs, c. 1780, $64,278 Persian rug, 20 feet by 14 feet, $191,250

6. “Ebbers’ luck runs out in sweeping victory for feds”Headline / USA TODAY / March 16, 2005

7. “Eight Indicted In N.Y. Probe Of Bid-Rigging”Headline / Washington Post / September 16, 2005

8. I said, “Ship the documents to the feds.” She heard, “Rip the documents to shreds.”

9. “In corporate America, crime pays. Handsomely. Grotesquely, even.” Arianna HuffingtonPigs at the Trough

10. ONLY HALF, ONE OUT OF TWO, U.S. EMPLOYEES TRUST THEIR SENIOR LEADERS. DO YOURS TRUST YOU? 51% Source: Watson Wyatt’s WorkUSA 2004 Survey

11. “With fewer than half of employees expressing confidence in senior management, no company has been left untouched by the fallout from recent turmoil in the business environment.” -Ilene Gochman, Ph.D., Watson Wyatt

12. used-car salesperson…slick insurance agent…pushy politician…dishonest personal injury lawyer…greedy postal worker…postal

13. business leader…justice-obstructing, debt-hiding, earnings-overstating thief who uses company funds to purchase personal artwork and to put on lavish birthdayparties for family members

14. age of Corporate Governance Leadership for the 21st Century

15. Fact In the war for talent, everyone is fighting over your best employees.

16. What talent war? 17-21= -4

17. About half of Human Resource professionals say they are seeing new workers entering the workforce lacking overall professionalism, written communication skills, analytical skills, or business knowledge. SHRM: 2005 Future of the U.S. Labor Pool Survey Report

18. “This issue is closely tied to public and higher education, and HR may be constrained in its ability to address the problem. Its repercussions, however, could be among the most severe to the future of the U.S. labor pool.” Press Release, Society for Human Resource Management June 20, 2005

19. By 2012, one out of five workers will be fifty-five years old or older. Source: Bureau of Labor Statistics

20. “The Baby Boom is de-booming and soon there will be many more jobs than people available to fill them…It may be time to reconsider the ‘they have no place else to go’ strategy of employee retention.” “Why Retention Should Become a Core Strategy Now” Harvard Management Update, October 2003

21. Workers who believe their organizations act with integrity arenine times more likely to stay in their current jobs. Source: Walker Information - Commitment In The Workplace: The 2003 National Employee Benchmark Study

22. But when they mistrust their bosses, or are ashamed of their organization’s conduct, 4 out of 5 workers say they feel trapped at work and are likely to leave their jobs soon. Source: Walker Information - Commitment In The Workplace: The 2003 National Employee Benchmark Study

23. Employees aresearching for leaderswithintegritywho provetheircredibilitycontinuously.

24. Values-based leaders demonstrate six vital integrities. They: Accept challenges and take risks Master both listening and speaking Live by the values they profess Freely give away their authority Recognize the best in others Have a vision and convince others to share it

25. VitalIntegrities Leadership actions that, when practiced proactively, demonstrate your organization’s existing values and further establish your credibility as a leader.

26. [5] values-based leaders: Recognize the Best in Others vital integrities Values-based leaders recognize that each person’s talents are unique and that a person’s best opportunity for growth is in exploiting those strengths.

27. 21st Century Leadership… Moving Beyond Good to Great!

28. GOOD= COMPETENT:properly or sufficiently qualified; adequate for the purpose

29. GOOD=PROFICIENT: having an advanced degree of competence

30. mas·ter Noun. An artist or performer of great and exemplary skill; a worker qualified to teach apprentices and carry on the craft independently.

31. When striving for improvement, most of us do the same thing: we take our strengths for granted, and concentrate all our efforts on conquering our weaknesses. The vast majority of organizations appear to believe that the best way for individuals to grow is to eliminate their weaknesses. So they instruct workers to recognize and focus on their deficiencies.

32. “Geeks are different from other people. If this comes as a shocking statement to you, you’re either oblivious to others or unusually charitable with your opinion about others.”–Paul Glen, Leading Geeks: How to Manage and Lead People Who Deliver Technology

33. GEEKSPEAK Just when you understand the difference between a megahertz and a megapixel, geeks start talking about link rot and packet jams.

34. Geeks resist mainstream or official authority structures. They respect technical knowledge far more than where a person resides on the organizational chart.

35. As leaders, we would prefer that geeks behave like the rest of us. But our geeks’ personalities, even if grating to some, are immaterial to their productivity.

36. achieve greatness When we force our employees to strive for proficiency in everything, we miss the opportunity for them to or mastery in something— in the one area where they may, indeed, achieve just that.

37. Gallop survey question: “At work do you have the opportunity to do what you do best every day?” Strongly Agree (20 percent)

38. Strongly Agree 38 percent more likely to work in business units with higher productivity 44 percent more likely to work in business units with high customer satisfaction scores 50 percent more likely to work in business units with lower turnover Source:Now, Discover Your Strengths Marcus Buckingham and Donald Clifton

39. What prevents our employees from doing what they do best? Usually, our emphasis on what they do worst.

40. Identifying each person’s strongest talents permits everyone the opportunity to contribute what they do BEST.

41. In business, we tend to attribute competence—or lack thereof—to an employee’s learning capacity. We further presume that what separates proficiency from competence is individual attitude and aptitude.

42. But we tend toconsider mastery out of reach, a level of attainmentreserved for those few who possess natural intelligence, good fortune, or a head start.

43. TEACHINGMASTERY Most business organizations still use the intelligence theory approach to learning. Employers set expectations—formal or informal—for the time required to learn a job. And they figure that those unable to achieve proficiency in the prescribed timeframe simply lack the necessary capacity.

44. Using a clock to measure individual progress places all responsibility for learning on the employee. Consequently, organizations tend to overrate managers while underrating employees.

45. George Leonard, Mastery Mastery “is not really a goal or a destination but rather a process, a journey. It’s available to anyone who is willing to get on the path and stay on it—regardless of age, sex, or previous experience.”

46. “ I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader ”

47. Leadership is a craft, with the best practitioners guided by their values.

48. REHIRE your employees EVERY DAY

49. TheLeading from the HeartWorkshop® www.allsquareinc.com