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TRANSCRIPT
High Impact Leadership Guiding Your Team and Your Clients Toward
Effective Results
Joe Woodard WoodardTM
Copyright 2016 All Rights Reserved. Reproduction without permission is prohibited.
About Joe Woodard
• About WoodardTM
• Professional Education
• Professional Networks
• Professional Coaching
• Technology Consulting
• Authorship/Think Tank
• 2012, 2014, 2015 and 2016 – Top 100 Most Influential People by Accounting Today
• 2008 Top 40 Under 40 Up and Coming Thought Leaders by CPA Practice Advisor
Learning Objectives
• Straightforward, high impact leadership principles you can quickly apply to your client relationships
• Strategies for transforming your client interactions from compliance to consulting
• Methods for managing teams and team dynamics – both within your firm and within your clients’ organizations
• Strategies for guiding your clients through intensive change – key principles of change leadership
Behaviors of Effective Leaders
• Effective Leaders Cast Vision
• Effective Leaders Establish Culture
• Effective Leaders Build Teams
• Effective Leaders Empower People
• Bonus Segment: Effective Accountants ______?________
Effective Leaders…
Cast Vision
“You Must Unlearn What You Have Learned.”
“You Must Un-learn What You Have Learned.”
“Un-learnings About Vision”
• Vision is a Solo Activity
• We Cannot Change the Way We Work Toward the Vision
• The Passion of our Vision is Always Shared by the Masses
• The Accomplishment of Our Vision is a Personal Accomplishment (i.e. the vision is about me)
“Un-learnings About Vision”
Being
Being
Doing
Vision is about being something.
Mission is about doing something.
Discovering Your Vision
The Adjectives that Describe You
Who You Are
The 3-Way Intersection of Your
Higher Principle, Who You Are and The
Impact on Others
Your Vision The Specific Way You
are Going to Work Toward Your Vision
The statement that defines every action you perform as part of your mission and
purpose Your Mission
Your Purpose
An Example
Vision
Mission
Purpose
Foster networking relationships Conduct the highest quality learning experiences
Provide in-depth, highly relevant resources Generate consulting & partnership opportunities
We empower small business advisors.
To transform small business through small business advisors
Vision Casting
• Vision Casting is the Responsibility of Everyone in the Organization The Most Important Question: What Are You Doing?
• Conduct a Vision Inventory. In a Group Setting ask, “Why Are We Here?”
• Leverage Social Media Don’t Shout Disconnected Points. Tell a Coherent Vision Story.
• Make It Daily. Ask Yourself as the Leader, “What Have I Done Today to Work Toward Our Vision?”
The Obstacles to Fulfilling Our Vision
Obstacles
The Efficient
The Mundane
The Noisy
The Busy
The Painful
The Egotistical
The Uncertain
“You Must Un-learn What You Have Learned.”
Un-learning
Healthy Culture is Optional
Effective Leaders…
Establish Culture
Establish Culture: Start with the Right Words
• Team… Not Staff or Employees
• Team Leader… Not Supervisor or Boss
• Support Team… Not Administrators
• Reports… Not Subordinates
• Alignment or Strategy Meeting… Not Evaluation
Establish Culture: Get the Right People on the Bus
“People are not your most important asset. The right people are.”
--Jim Collins in Good to Great
Establish Culture: Recruit the Right People for the Bus
• Personality Testing (Personality Plus by Florence Littauer)
• Leadership Testing (The Synergist by Les McKeown)
• DISC Assessment
• At Least Three Interviews Conducted by:
• The Hire’s Direct Report
• The Hire’s Peer/Fellow Team Member
• An Objective Team Member
• The CEO/Managing Partner (Final Interview Only)
• Cast the Vision in the Final Interview and Measure the Reaction
Establish Culture: Keep the Right People on the Bus
• Establish Clear, Measurable Goals
• Establish Goals that are both Ambitious and Sustainable
• Measure Performance Incrementally… and Often
• Celebrate Victories Enthusiastically
• Be Direct about Failures Performance
Interaction
Pattern of Failure • Select for Removal
• Self-Select for Removal (The Ideal Option)
Establish Culture: Setting the Example
• Does Your Vision Still Inspire You?
• Does Your Mission Compel You?
• Are you a Purpose-Driven Leader?
• Do You Choose Results Over Status?
Effective Leaders…
Build Teams
“You Must Un-learn What You Have Learned.”
Un-learning
Different People with the Same Goals and Same Information
are Naturally Aligned
Building Teams: The Players
The Visionary
• Operating in Active Mode
• Operating in Idle Mode
• Hyperlinking
• Chasing Shiny Objects
• Highly Relative (will entertain incompatible notions for extended periods of time)
Rushes in where angels fear to tread.
Building Teams: The Players
The Operator • Idle Mode… What is an Idle
Mode?
• Tendency to Overcommit
• Dump Rather than Delegate
• Black and White (with actions)
• Success is Measured Based on Three Key Measurement Points:
1. Getting the Task Done
2. Getting the Task Done
3. Getting the Task Done
Protects the Visionary’s Fearless Journey
Building Teams: The Players
The Processor
• Chaos = Cripple
• Risk Averse
• Data Driven
• Black and White (with information and interpretation)
• Function Trumps Form (… or in the extreme function dictates form)
Creates maps, paves roads and creates a requisition
process for the angels to have a safe journey in the future.
Building Teams: The Players
Different Motivations
Visionary
• Start & Solve (Future)
Operator
• Finish & Fix (Present)
Processor
• Systemize & Measure (Past)
Incompatibility of Daily
Interaction and Exchange
Building Teams: The Players
Different Goals
Visionary
• Talk & Think (Future)
Operator
• Decide & Do (Present)
Processor
• Analyze & Align (Past)
Lack of Alignment
Building Teams: The Players
Different Perspectives
Visionary
• Patterns & Perspective (Mountain Top)
Operator
• Opportunity & Obstacles (Base Camp)
Processor
• Compliance & Scale (Training Camp)
Individual Achievement Trumps Team Achievement
“You Must Un-learn What You Have Learned.”
Un-learning
A Group of Individuals Working Together is a Team
Building Teams: Avoiding Lencioni’s 5 Dysfunctions
Invulnerability
No Innovation
Inattention to Results
Status-Driven Low Standards Ambiguity Artificial Harmony
No Purpose Mediocrity Personal Ambition No Meta Energy
Absence of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Team Behaviors: Absence of Trust
• Conceal their weaknesses and mistakes from one another
• Hesitate to ask for help or provide constructive feedback
• Hesitate to offer help outside their own areas of responsibility
• Jump to conclusions about the intentions and aptitudes of others without attempted to clarify them
• Fail to recognize and tap into one another’s skills and experiences
• Waste time and energy managing their behaviors for effect
• Hold grudges
• Dread meetings and find reasons to avoid spending time together
The Solution
• Create exercises that drive relationships below the surface
• Run personality and behavior profiles
• Create interaction environments (e.g. lunch and learn, social outings, team retreats, etc.)
• Create a zero tolerance policy on personal attacks
Team Behaviors: Fear of Conflict
• Have boring meetings
• Create environments where back channel politics and personal attacks thrive
• Ignore controversial topics that are critical to team success
• Fail to tap into all the opinions and perspectives of team members
• Waste time and energy with posturing and interpersonal risk management
• Encourage… but manage… tension
• Let debates run… up to a point
• Read body language and translate to English
• Foster debates/conflicts that are not related to the business (e.g. sports teams, Star Wars vs. Star Trek)… anything
• Lead by example, be…
• Quick to confront
• Quick to move on
The Solution
Team Behaviors: Lack of Commitment
• Ambiguity among the team about direction and priorities
• Watches windows of opportunity close due to excessive analysis and unnecessary delay
• Breeds lack of confidence and fear of failure
• Revisits discussions and decisions again and again
• Encourages second-guessing among team members
• Clearly define next steps
• Create communication requirements to extended teams accountability by direct reports
• Establish deadlines… and make them goal oriented
• Finish pro/con analyses with worst case scenarios
• Exposure therapy – force decision and evaluate outcomes
The Solution
Team Behaviors: Absence of Accountability
• Creates resentment among team members who have different standards of performance
• Encourages mediocrity
• Misses deadlines and key deliverables
• Places an undue burden on the team leader as the sole source of discipline
• Make deadlines and goals clearly known throughout the organization
• Provide frequent alignment meetings (i.e. “evaluations”) of direct reports
• Create very specific rewards… and hold fast to the standards
• Celebrate victories
• Empathetically coach to failures
The Solution
Team Behaviors: Inattention to Results
• Stagnates/fails to grow
• Rarely defeats competitors
• Loses achievement-oriented employees
• Encourages team members to focus on their own careers and individual goals
• Is easily distracted
The 5 dysfunctions build on each other cumulatively… as do the 5 functions of a team.
The solutions for the first four dysfunctions will solve for the final dysfunction
The Solution
Effective Leaders…
Empower People
Three Practical Ways to Empower Your Team
“You Decide”
“How Can I Help?”
“Let’s Have Breakfast” Empty
Your Cup
Work for Your Team
Delegate Authority
“You Must Un-learn What You Have Learned.”
Un-learning
Change Leadership is a Category of Leadership
All Leadership is Change Leadership
• Address our natural “negative outlook” on change head on “yes if” model)
• Focus on the positive outcomes of the additional effort
• Create a roadmap for the change and get team-level buy in
• Establish an environment of trust As Defined in Five Dysfunctions of a Team
The dread of a thing is always worse than the thing itself.
Effective Accountants… ?
Effective Accountants…
Lead Their Clients
“You Must Un-learn What You Have Learned.”
Un-learning
Being an Accountant Means Being a Trusted Advisor
Our Core Value Proposition
We Speak the Language
Our Core Value
Accounting gives us the ability to measure, interpret, analyze, make the right decisions, solve problems… to “radically impact the way small businesses operate.”
Bookkeeping Grammar
and Syntax Everything
Listed Above Poetry
Imprecise measurements of the right things are infinitely more valuable than precise measures of the
wrong things. -- Ron Baker
The Customer and Value Connection
Step 1: Think about how you purchase Become the customer
Step 2: Sell reactions and get those reactions through knowledge (your product)
“Customers will exchange their hard-earned money for only two things: good feelings and solutions to problems.” -- Ron Baker
Step 3: Always ask the customer, “What do you expect from us?”
Step 4: Exceed the customer’s expectations by transforming the customer The customer is your product
Step 5: Create Adaptive Capacity in your firm
•Use it for VIP customers with time sensitive needs
•Use it to increase your firm’s IQ
Our Profession is Bigger, Broader and Bolder
than assurance, compliance and record keeping.
Group Interaction
Complete the sentence
“Don’t sell me accounting services, sell me _________________.
Resources for Further Study (and Inspiration for this Session)
• The Servant Leader by James Hunter
• Good to Great by Jim Collins
• The Andy Stanley Leadership Podcast
• The Synergist by Les McKeown
• The Five Dysfunctions of a Team by Patrick Lencioni
• The Five Temptations of a CEO by Patrick Lencioni
Thank you for Attending!
Joe Woodard Woodard.com @joewoodard