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Extraordinary Leadership

Extraordinary Leadership. Ethical Leadership and Organizational Transformation. Why Invest in SLS?. What Keeps You Awake at Night? What Sets Trusted Organizations Apart? High Calling / Avocation Emphasis On Ethical Leadership Development How Can Do We Do It?.

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Extraordinary Leadership

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  1. Extraordinary Leadership Ethical Leadership and Organizational Transformation

  2. Why Invest in SLS? • What Keeps You Awake at Night? • What Sets Trusted Organizations Apart? • High Calling / Avocation • Emphasis On Ethical Leadership Development • How Can Do We Do It?

  3. How the Extraordinary View Leadership • Leadership is about PEOPLE • Great Leaders Do Right Things (Vocation) • Act MORALLY / ETHICALLY • SERVE Their Organizations and People • Create A VISION for their people to see Future • Foster Change or Transformation • See Change Through to Completion • NEVER SATISFIED

  4. People Expect Ethical Leaders • They Need to Trust Leaders • As Leaders We Need to Act Ethically Reflexively

  5. 4 Step Moral Decision Making • Using Muscle Memory as a Metaphor for Moral Decision Making

  6. Why Do People Act Unethically? • 3 Factors • Foolishness • Ethical Reasoning is Complex • Ethical Drift

  7. ONE Ethical Leadership Decision ModelOverview Moral Action Moral Intention Moral Judgment Moral Awareness

  8. Moral Awareness • “Gut Level” Awareness • Is Something Is Wrong Here? • Situation is Morally Charged • Intensity Factors • How Close Am I to the Issue? • Is there Peer Pressure or Some Other Pressure?

  9. Moral Judgment • Distinguishing Right from Wrong • Better vs Worse Outcomes • What Allows Me to Maintain My Character? • What is Fair? • Intensity Factors Still In Play

  10. Moral Intention • Resolutions and Consequences Explored • Decisions Weighed • Decision Narrowed To One • Must Make The Final Decision To Carry Out The Choice

  11. Moral Action • I CHOOSE To Act OR • I Fail To Act

  12. Transforming Ourselves and Our Organizations • How? • WHAT Do YOU Value?

  13. How Do We Transform? • Four Components • Idealized Influence • Inspirational Motivation • Individualized Consideration • Intellectual Stimulation

  14. More How • Develop and Communicate the Vision • Be Confident. Be the Optimist in the Midst of a Sea of Pessimism • Set High Standards • Genuinely Care for your Subordinates • Sacrifice and Serve. Leaders Sacrifice and Serve Their Organizations. It’s not a position or title; it’s a vocation.

  15. When? • Crisis and Change • Values Under Attack • Culture of Failure or Mediocrity • Dissatisfaction / Low Morale

  16. Why Do Most Transformation Efforts Fail? • Lack of A Sense of Urgency • Leaders Must Drive This • Change is Hard. You Will NEED Each Other

  17. Why Do Most Transformation Efforts Fail? • Lack of Vision • Make it Easy to Communicate (Bumper Sticker) • Otherwise We Get a Long List of Projects • Vision is NOT Programmatics and Organizational Charts • MUST Be Simple and Compelling Paul Johnson: “EXPECT TO WIN!”

  18. Why Do Most Transformation Efforts Fail? • Failure to Adequately Communicate the Vision

  19. Why Do Most Transformation Efforts Fail? • Declaring Victory Too Soon! • “Mission Complete!”

  20. Where Is YOUR Leadership? • Do You Serve? Who? • What is your key metric of success? • Are You Morally Courageous? • Are You Focused On Others? Are you developing your direct reports? • What Can you Be Doing RIGHT NOW to Get Better? • Are You Communicating Well?

  21. Wrap-up: What Differentiates Extraordinary From Ordinary • Be The Best You Can Possibly in Your Field • Dedicate Yourself to Your Employees • Practice Moral Courage In Adversity • Actively Communicate with your Employees and Make Sure to LISTEN

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