executive presence for aspiring leaders - c.ymcdn.comc.ymcdn.com/sites/ · she is a member of the...

Executive Presence for Aspiring Leaders

Presented By:

Cynthia Mills The Leaders Haven

Charlotte, NC

Presented at: ACLEA 53rd Annual Meeting July 29th – August 1st, 2017

Montréal, Québec

Cynthia Mills TheLeadersHaven

Charlotte,NC

Cynthia Mills is Founder, President & CEO of The Leaders’ Haven, a consultancy partnering with clients to align for impact and exceed expectations. TLH serves corporations, small and family‐owned businesses, associations, not‐for‐profits, and faith‐based communities as business strategist, board consultant, leadership development catalyst, executive & career coach, succession planning & change management guide, speaker, and facilitator. An award‐winning national and international CEO, Cynthia works with developing & committed leaders, future seekers, change masters, high performers, and corporate culture architects to exceed expectations. Clients are leaders nationally and internationally, serving business & industry, finance, energy, healthcare, co‐op, legal, retail, agriculture, senior living, real estate, facility managers, automotive, environmental, publishing, media, transportation, construction, safety, education, entertainment, hospitality, philanthropy, fraternity, and faith sectors. Cynthia holds an MA from the University of York, England earned as a Rotary International Ambassador Scholar and a dual BA from Queens College as a Presidential Scholar. She is a member of the Institute of Management Consultants (IMC), Association of Charlotte Area Consultants (ACAC), International Coach Federation (ICF), International Coaching Council (ICC), American Society of Association Executives, (ASAE), Association Executives of North Carolina (AENC); was awarded an Honorary Lifetime Membership in the Georgia Society of Association Executives (GSAE); and is a Lifetime Member of Strathmore Who’s Who Worldwide, which honored her as the Professional of the Year for Consulting, Coaching, and Professional Development. An ASAE Fellow, Cynthia served on the Board and Executive Committee of ASAE, ASAE’s for‐profit subsidiary Board, ASBI, and was President of GSAE. She was awarded the GSAE President’s Award & the Clifford Clark Award, the TCIA Chair’s Award twice, Outstanding Southeastern Association Executive and was elected as Fellows Chair by her peers. Cynthia is a Certified Master Coach, Professional Coach, Christian Coach, and Association Executive and an ASAE Career HQ approved Coach. Cynthia is author of “CEOs First 90 Days: Breathing Tips for the Other End of the Fire Hose, and The Empty Front Porch: Soul Sittin’ to Design Your porch to Porch Plan; a featured author in The Female Factor: A Confidence Guide for Women and The Concrete Ceiling (due fall 2017); and a co‐author with Jack Canfield of The Big Secret launching May 4. Her chapter, Align for Impact, received an Editor’s Choice Award.

EXECUTIVEPRESENCEFORASPIRINGLEADERS

CynthiaMills,FASAE,CAE,

CMC,CPC,CCRC

AUGUST1,2017

EXECUTIVEPRESENCEHOWYOU“BE”

© The Leaders’ Haven. All Rights Reserved.

•  CONFIDENT•  SMILING•  BODY

LANGUAGE•  ATTIRE•  TONE•  DISCERNS

APPROPRIATECOMMUNICA-TIONVEHICLES

•  PREPARED•  ENERGETIC•  CONSISTENT•  PROACTIVE•  ABUNDANTMINDSET•  OPEN•  WILLING•  LISTENING

TheLeaders’CatalystExperience

LEADERSHIPPRESENCE–WHOYOUARE


…thealignmentofhead,mouth,heart,andfeet–thinking,saying,feeling,anddoingthesamething-consistently.Thisbuildstrust,andfollowersloveleaderstheycantrust. Lance Secretan


NotaPerson.NotaPlan.Notanevent.

AnOngoingOrganizaYonalDynamicbetweenyouandeveryoneelse

©TheLeaders’Haven.AllRightsReserved.

“Execu)ve&LeadershipPresence:•  Maximizeyouwithinthe

cultureyouareimpac)ngforthebenefitofothers”


STRATEGICLEADERSHIP:

DesigningStrategicallyinPartnership Relevance

BecomingChangeLeadershipMasters Change

CreaYngCommonStories&Language CommunicaYon

LeadingasaHighPerformanceTeam Leadership


MASTER….

“In today’s word of complexity, speed, and changing dynamics, it takes way more than a village to dream powerfully and execute smoothly, with precision and innovation, while exceeding expectations.”


SPEED & COMPLEXITY

HARVARDBUSINESSREVIEWSURVEY

“Morethananyotherfear,modernCEOs(leaders)arestrickenby“impostorsyndrome”….”

FORTUNE.com,April28,2015


NoPlaybook


MAG

NETICIM

PACT

MissionClarity/UnrelatedAcYons

ValueforSomeMixedCustomersSaYsfacYonModerateFinancialReturnGeneraYonalNeutralityDiversity/Inclusiveness

StagnateLeadershipDearthSuccessionDanger

MissionClarity&AlignmentValueFulfillment

CustomerSaYsfacYonFinancialReturn

GeneraYonalNeutralityDiversity/Inclusiveness

ChangeMastersLeadersSelf-IdenYfying/Developing

SuccessionOpYons

UnclearPresentorFutureValuesUnstated

HighCustomerComplaintsP&LProblems

GeneraYonalWarsSingularMind-set

SpiralingDownwardLeadershipFailure

SuccessionNon-Existent

ChaoYc&InconsistentAcYonsCustomerAdenYonHigh

CustomerSaYsfacYonMixedFinancesUndependableGeneraYonalPossibilityDiversity/Inclusiveness

ChangePossibilityIncoherentLeadersSproutUpw/oPathor

DevelopmentSuccessionUnplanned

HighQ1 Q2

LowQ3 Q4

CommunicationEngagement


Low High


DOOR#1

DOOR#2

DOOR#3


EPSECRETSTOLEADERSHIPSUCCESS

•  CULTURE:“Environment”–  Values,Vision,Mission(Company&professional/personal)

•  COMPETENCY:“Skills”–  Prepara)on,Con)nuousProfessionalDevelopment,CareerArcs

•  CHEMISTRY:“Fit”–  Culture,Competency+theIntangible:WhoWeAre&Howwewillwechooseto‘be’?

WithaFoundaYonofTrust&CommunicaYon


STRATEGIC,COMPANY,ORGANIZATIONAL,CAREER,LIFE

Crea)ngEngagement

LEADERSHIPOFOTHERS LEADERSHIPOFSELF


You’reConstantlyManagingaTransiYon&ChangeTheLeaders’CatalystExperience

THECOMPANYORORGANIZATION THEINDIVIDUAL

SAFESPACE

TheLeaders’CatalystExperience©TheLeaders’Haven.AllRightsReserved.

UsingEP&LPtoDesignCultureto…..

•  Inspireavision•  Sharetoinform/update•  Askforpermission•  Buildrela)onships

•  Makearequest

•  Destroyhope•  Controlviainforma)on

•  Takepower

•  Destroybonds

•  Accuseinsteadofinquire


+ -

UsingEP&LPtoDesignCultureto…..

•  Conform•  Restrictpar)cipa)on•  Indoctrinate•  AssumeI’mall-knowing

•  Dictate

•  Influence•  Movetoac)on•  Teach

•  Askforhelp

•  Assistthroughchange


+ -

YourExecuYve&LeadershipPresenceImpactonCulture

•  Beingrightor

•  Beingangryor

•  Emo)onalreleaseor

•  Dominantor

•  Insensi)veor

•  Geenginput&buy-in

•  Effec)ve

•  Emo)onalIntelligence

•  Professional

•  Modelinghowyouliketobespokento

DesigningCulture


Language

Storytelling

ChangeMgt.

Future

TRUST


You

You&Poten)alMembers

You&vendors



Whatisourculture’s“secretsauce?”

“Cultureisacompany’sspinalfluidthat,whenflowingfreely,reducespain,keepstheframeworklubricated,andmaximizesperformance.“

Whatbaggageareyouwillingtostoplugging–

tohelpyou,theteam,&yourassocia)on?


HIGHPERFORMANCELEADERS


Crea)ngEngagement

SKILLS/COMPETENCYASSUMPTION


HOWDOIFUNCTION?VALUES



© The Leaders’ Haven. All Rights Reserved. Infographicsourceunahributed

MINDSET

MINDSET

YouTeam

Associa)on

YouTeam

Associa)on

CHEMISTRY CHEMISTRY

THEIMPACTOFBEINGWILLING


SuspendAssumpYons

DumpBaggageInquire/

Don’tAccuse

ListenFirst

WHE

REAMI?

“The

Journe

yof15’s”


IMPACTO

NEXECU

TIVEPRESENCE

Leaning&LearningPracYcing&MulYplyingMaximizing&FarewellsMeaning&LeverageBonuses&Departures

TheUnexpectedTheWonderYears TheLeaders’CatalystExperience

LIFELEADERSHIP:“TheDistribuYonofMe”

© The Leaders’ Haven. All Rights Reserved. LJGPP:11-14TheLeaders’CatalystExperience

WHOAMIBECOMING?“ConYnuumofValidaYon”

PRIMARILYINTERNALVALIDATION

BALANCEOFINTERNAL

&EXTERNALVALIDATION

PRIMARILYEXTERNALVALIDATION

© The Leaders’ Haven. All Rights Reserved. LEADERSHIPLJGPP16-17


RISK-TAKING:PERCEPTIONOFYOUREP?

Me CareerBusiness(Strategy)© The Leaders’ Haven. All Rights Reserved.


FLOW



SELF-CARE

© The Leaders’ Haven. All Rights Reserved. LJGPP30-34 TheLeaders’CatalystExperience

HIGHPERFORMANCELEADERS


They Watch & Experience you �ALL the Time


EXECUTIVEPRESENCELEADERSHIPBRAND


YOUGOHERE……..

Dotheythinkyoucare……Whatevidencecantheygather?

“People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

MayaAngelou


Who am I, and Who are THEY?


StrengthFinders

MyersBriggs BigFive


Me,Team,Department,Members

OUTCOMES–WHATWILLBEDIFFERENT?

•  Forourmembers……??•  Forourstaff??•  Forourassocia)on……??

DOOR#3


DESIGNINGTOGETHER(INPARTNERSHIP)

Possibility Field Spirited Consensus

Dialogue Facilitation

Research

Ideas

Incomings Feedback

Strategy, Resolution,

Action

Data Soup


DECIDE:

EVERYONEWINSTOGETHER

COMMUNICATE:

EVERYONECONTRIBUTES&SHARES

OPINIONS,FACTS,EXPERIENCES,HOPES,FEARS,ASSUMPTIONS,READINESS,VULNERABILITIES,RESOURCES,&OSTRICHES

DESIGN:

EVERYONEDREAMS&CO-CREATES


“’Be careful what you focus on.’ EveryoneelsearoundyouwilltaketheircuefromthatsomanagewhatothersseeyoupayingadenYontoinyourinteracYonswiththem.”

“AlignforImpact”

Crea)ngEngagement

“Your default leadership style may, or may not, make you an effective leader in this new environment, and it may, or may not, make you a beloved leader.”

“Choose wisely which outcome you seek from the style you select, and identify whether the circumstances will allow you the luxury of both.”


TEAMFLOW

LEADERSHIPDECISION-MAKINGSTYLES

– AUTHORITATIVE (DIRECTIVE)– DEMOCRATIC (EVERYBODYPARTICIPATES)– LAISSEZFAIRE (IT’LLGETDONE.)

© The Leaders’ Haven. All Rights Reserved. LJG–PP21-24 TheLeaders’CatalystExperience

•  HOLOCRACY

•  CHARISMATIC

•  TRANSACTIONAL

•  SERVANT

•  TRANSFORMATIONAL


LEADERSHIPSTYLES


•  DANIELGOLEMAN– VISIONARY

•  NEWDIRECTION–  COACHING

•  ONEONONE– AFFILIATIVE

•  TEAMHARMONY&CONNECTION

– DEMOCRATIC•  GROUPGOALSCOMMITMENT

–  PACE-SETTING•  HIGHPERFORMANCESTANDARDS

–  COMMANDING•  MILITARYSTYLE

LEADERSHIPSTYLES



FIVEPRACTICESOFEXEMPLARYLEADERSHIP

Kouzes&Posner:


ORKurtLewisModel:DependentUponSitua)on

&StaffDevelopment:

AuthoritarianPar)cipa)veDelega)ve

ModeltheWayInspireaSharedVisionChallengetheProcessEnableOtherstoActEncouragetheHeart

YOU&THETEAM:DECISION-MAKING&LEADERSHIPSTYLES

•  Whichstyledoyounaturallygoto/prefer?•  Whichstyledoyoupreferbeingusedwithyou?

•  Whichstylewouldyourdepartmentsayyouusemost?

•  Whichstyleisthisteamusingmosttogether?•  Whichstyledoyoubelievewouldbemosteffec)ve–andisitthesameastheonetheteamisusingnow?

LJG–PP21-24© The Leaders’ Haven. All Rights Reserved.


WORKHASCHANGED&THENEWLEADERNEEDSTOCOACH

1.STOPTHEBLAMEGAME

SEEKGAPSINPROCESSES

PROVIDETRAINING

2.ENGAGEINCOACHING

“INQUIRE.DON’TACCUSE.”

MODELLEADERSHIPPRESENCE(Createtrustandconsistencyintheenvironment)



EXECUTIVEPRESENCELEADERSHIPBRAND


YOUGOHERE……..

Dotheythinkyoucare……Whatevidencecantheygather?

“People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

MayaAngelou


COACHINGJOURNEY

“It’sthepeople:

-assessingwheretheyareinexperiencing,acNngout,accepNng,andadapNng;

-revealing&guidingtheirprofessionaljourney

-inrelaNonshiptoyourcompany’sstrategicplan,andfortheirlives.

Wedon’tliveourlivesinsilos.”


Cynthia Mills!© The Leaders’ Haven. All Rights Reserved. TheLeaders’CatalystExperience

ChangeLeadershipMasters–  Individualand

Organiza)onalReadinessforChange

–  Handlingnaysayersandostriches

Denial

Anger

Confusion

Depression

Crisis

Acceptance

NewConfidence

TorbinRick


4thGeneraYon • Posts(Z)

3rdGeneraYon

• Millenials(Y)

2ndGeneraYon • Xers

1stGeneraYon • Boomers

Crea)ngan“AND”culture

WhatistheEnormityoftheChange?

Ø  Whatareyouaskingthemtoleavebehind?

Ø  Howquicklyareyouaskingthemtomakethejourney?

Ø  Whatareyouaskingthemtolearn–howmuchandhowfast?

Ø  Whatareyouaskingthemtosimplyacceptandmoveon?

Ø  Whatvenuesdotheyhavetoprocess,ask,vent,share,andformnewbondsandunderstandings?

Ø  Howareyoubeing:whatbehaviorsareyoushowingtowardsthem?

Ø  Howmuchdotheythinkyoucare,feel,see,andunderstand?

Ø  Whereareyouintheprocess?–Yes,YOU!!


Whatstoriesareyoutelling?WhatstoriesareyouacYngout?

SteveDenning:hhp://www.forbes.com/sites/stevedenning/2011/07/25/the-four-stories-you-need-to-lead-deep-organiza)onal-change/

Past WhythePastWon’tWork Future

BridgingStorybetweenPast&Future©TheLeaders’Haven.AllRightsReserved.

“Honor the past and boldly paint the picture of a magnetic future.”


CELEBRATION!!! It’s Not Just When We’re Done

Anymore (‘cause we’re never done) v Throughoutthejourneyv Iden)fywinsalongthe

way

v Millenials&feedbackv Lookforwaysto

compliment&encourage&sharewithintheCommihee,acrosstheCommihees,&withtheBoard

v Shareposi)veimpactsthemembersarefeelingortes)monialsofhowachangehasbeenreceived

v Createposi)ve

momentumwithtone,aetude,excitement,&encouragement

v Magne)cImpact=

Communica)on+Engagement


Cynthia Mills, FASAE, CAE, CMC, CPC, CCRC Founder,President&CEO

704-604-3005 [email protected]

@TheLeadersHavenwww.TheLeadersHaven.com

Strategic & Board Consultant/Facilitator Leadership Catalyst & Executive Coach

Speaker & Author

©The Leaders Haven 2015. All Rights Reserved

LIFE LEADERSHIP: “The Distribution of Me”

Three truths are facts for all: There are only 24 hours in the day, and each of us has a life length, of which none know the exact hour. As children, life seems to stretch forward on a long journey. As adults, we recognize the uncertainty of the journey. Today’s world has exacerbated our sense of “no time.” We hear, “I don’t have time for that,” which of course means I choose not to focus my time there. EXERCISE: Periodically, to see what we have decided is important in our lives, we need to stop and view what our calendars reveal about how we are handling “The Distribution of Me.” Review the honeycomb of life and honestly apportion where you are putting your time. Then, complete where you would like to see adjustments made.

Note: The things you think are missing from the honeycomb - travel, alone time, and sports for example – may fit into a category like: I’d like to travel, and that’s a hobby. Or I only travel with my family so that is family time. Or decide that a piece of the honeycomb is missing and add it in. NOTES: _________________________________________________________________________________________________________________________________ _______________________________________________________________________________________________________________________________________________________________________________________________________________________


Changes to the Honeycomb of My Life: EXERCISE: Where do you want to increase or decrease the “Distribution of You?”

_____% + _____% - Work

_____% + _____% - Health

_____% + _____% - Spiritual

_____% + _____% - Sleep

_____% + _____% - Exercise

_____% + _____% - Friends _____% + _____% - Global

_____% + _____% - Education _____% + _____% - Family _____% + _____% - Community _____% + _____% - Hobbies


The above exercise is only a high level overview, dissecting your life and making a series of decisions that add up to an enriched life that feeds your leadership capacity, or distracts in meaningless ways, syphoning off possibility. For example, education encompasses not just your formative education but life-long learning and professional development. It includes at least: Additional Degrees

Graduate Education Post-Graduate Education Certifications Skills Development Courses Mentoring Coaching Subscriptions to Key Publications On-line Communities (Linked-In Groups, Google+, etc.) Networking Blog Subscriptions Social Media Local professional groups Associations EXTENDED PRACTICE: The next action is to build detailed sub-lists, like the one above, for each of the eleven areas in the Honeycomb of Life and then determine how you are currently apportioning your time in each sub-category in that area. Where do you want to increase or decrease your time?


1

“THE JOURNEY OF 15’s”

"Risk more than others think is safe. Care more than others think is wise. Dream more than others think is practical. Expect more than others think is possible."

Cadet Maxim, US Military Academy, West Point

We are first and foremost, the leaders of our lives. It is useful to identify where we are on our journey and to recognize that after the age of 5, life is segmented into 15-year increments. A caveat and an example: this illustration does not mean that because a lot of our education happens by 20 that we can’t continue to seek education, degrees, additional skills or certifications into our elder years.


2

It does paint an overall picture for how life generally unfolds. When unprepared to enter a new phase, minus design and planning, we can find ourselves in those episodes unable to be the leaders that others need from us in the other areas of our lives. It is our responsibility to stay aware of the journey. Take a trip through the 15’s of your life. Locate where you are now, and answer the questions related to your journey so far. Look ahead, and give some thought to the 15’s yet to come. Consider your answers periodically as you approach the next phases. Age 5-20 - LEANING & LEARNING: We enter the years in which we lean heavily on others – their experiences, guidance, boundaries, encouragement, love, expectations, financial support, and views of us - as our internal core is shaped. In addition, we are a sponge, soaking up everything from the school curriculum, to each new experience, sports, travel, differences between peoples, the media’s presentation of the world, and virtual lives.

Who do you want to lean on you as they learn? Age 21-35 – PRACTICING & MULTIPLYING: In the second fifteen-year increment, we are practicing our potential professionally, making our initial mistakes supported by mentors during our development, and usually multiplying our family. These are the intense years in which we are investing heavily in our professional development, potentially furthering our education, finding the loves of our lives, and creating new human beings who need significant attention. How well we absorbed the first formative fifteen really shows up as we move into leadership of our professions, our lives, and our families, at a time when all three need an intensity of devotion.

What are you practicing now? What do you need to start practicing? What can you multiply as a leader?

Age 36-50 – MAXIMIZING & FAREWELLS: This is the crucial fifteen. Either everything learned, decisions made, professions chosen, and leadership opportunities taken have positioned us for our peak professional years, or they have not. Business will be made or lost, promotions will be given or not, and leadership brilliance will be demonstrated or not. It is not that key leadership cannot be delivered prior or after, it is that generally these are the years in which prime leaps are made. Key farewells in our lives also begin occurring, which require leadership shifts at


3

home. Children leave, and parents begin to get sick or die. Our Honeycomb of Life enters another stage requiring shifts of how we allocate our time, as we feel the conflict between maximizing our professional opportunities, while shepherding our farewells in a manner worthy of being noted as a leader.

What are you maximizing as a leader? What coming farewells need your attention?

Age 51-65 – MEANING & LEVERAGE: The years of the great shift happen as the perspective of a long life ahead move to recognition of a shorter remaining journey. The leadership pull to develop succession in business and families and to participate in life only where meaning is multiplied, others are helped, and contributions made prove valuable, appears in neon flashing lights. Opportunities are sought for how to leverage connections, resources, and knowledge to exponentially increase positive impact, while energy and physical and mental health remain intact. Leadership of life before it’s too late arrives with urgency.

What have you not paid attention to that is showing up and demanding your attention that has meaning at its core? How are you going to respond? What is the sum of your life and professional experiences that you can leverage in this phase?

Age 66-80 – BONUSES & DEPARTURES: Most of us get somewhere in the area of 5 + 15 x 4 or 5 life phases. Anything in these fifteen years is a leadership bonus. We can take everything we have learned, practiced, maximized, and leveraged and determine how we want to share our final leadership lessons, to whom we want to contribute our precious time to do so, and what will make the most impact. These are the bonus years for us, as we continue to witness departures of the few remaining in the generation before us and our peers.

What is your vision for your bonus years? Age 81-95 – THE UNEXPECTED: Whether it’s being surprised you reached these years or have lived through health challenges; you are still the leader of your life. Each day is a new opportunity to contribute to others and ourselves in ways that are unexpected. How we choose to show up directly affects the quality of our life and those that are still in it. Leadership is not a title at work, it’s a decision about how we choose to BE in life, which in turn has an impact on the outcome and


4

quality of our lives and those around us, including the years in which we go to work.

Can you imagine these years, and how would you most like to spend them, based on what you know now?

Age 96-110 – THE WONDER YEARS: During these years, we wonder that we are still alive. We marvel at what we have seen change in a century of life. We wonder how much longer we’ll be around. We wonder what we’ll miss. We wonder if it’s not been long enough. We are still the leaders of our lives and can influence every person with whom we come into contact.

Do you desire to live The Wonder Years? LEGACY & UNKNOWN IMPACT: We will all leave a legacy and will never know the full impact of the leadership contributions we have made throughout our lives personally and professionally. What we can know is that we do make an impact with every word, action, intonation, body language, behavior, attitude, and choice. We can have some certainty that how we choose to be, the magnitude of our attempts to positively influence, and the right spirit of our work will either build up or destroy others and their dreams.

What legacy do you choose to leave?

executive presence for aspiring leaders - c.ymcdn.comc.ymcdn.com/sites/ · she is a member of the...

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