The Leader\'s Journey
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The document outlines a leadership model focused on engaging employees and fostering positive workplace cultures, emphasizing the importance of personal mastery, interpersonal effectiveness, and a culture of discipline. It highlights that engaged employees lead to lower turnover, higher customer loyalty, and increased productivity and profitability. The leader's journey is described as a process of continual learning and self-awareness aimed at achieving coherent organizational objectives through disciplined execution and sustainable growth.
The Leader\'s Journey
- 1. The Leader’s Journey: A Model for Engaging Employees and Creating Positive Cultures By De Yarrison Sherpa Higher Performance
- 2. The Leader’s Journey Trailhead Personal Mastery Interpersonal Effectiveness Culture of Discipline Execution Competence Sustainable Growth
- 3. Leadership Defined Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. - Source Unknown
- 4. The Leader’s Journey Trailhead Personal Mastery . (one of the five learning disciplines as defined by Peter Senge in his book the Fifth Discipline .) Self-awareness Personal Vision Integrity Authenticity Competence and appropriate technical skills “ People with a high level of personal mastery live in a continual learning mode. They never ‘arrive’. Personal mastery is not something you possess. It is a process. It is a lifelong discipline. People with a high level of personal mastery are acutely aware of their ignorance, their incompetence, their growth areas. And they are deeply self-confident. Paradoxical? Only for those who do not see the ‘journey is the reward.” (Senge 1990: 142) Personal Mastery
- 5. The Leader’s Journey Interpersonal Effectiveness Communicate and Connect Engage and Inspire Foster an environment of trust, openness, and support Develop capabilities & confidence Understand Mental Models Trailhead Personal Mastery Interpersonal Effectiveness
- 6. The Leader’s Journey Culture of Discipline The right people on the bus (self-disciplined) Lead by example Sustainability / Developing Others Focus on the right priorities Positive, connected, committed, unified Strong desire by employees to stay Trailhead Personal Mastery Interpersonal Effectiveness Culture of Discipline
- 7. “ As engagement rises, we see two important outcomes: a decline in the likelihood of leaving the company and a stronger orientation around meeting customer needs.” The 2003 Towers Perrin Talent Report The Leader’s Journey Culture of Discipline: Unified, engaged team members Personal Mastery Trailhead Interpersonal Effectiveness Culture of Discipline
- 8. The Leader’s Journey Culture of Discipline: Unified, engaged team members “ You can divide any working population into three categories; people who are engaged (loyal and productive), those who are not engaged (just putting in time), and those who are actively disengaged (unhappy and spreading their discontent). The US working population is: 26% engaged 55% not engaged 19% actively disengaged.” The Gallup Organization Personal Mastery Trailhead Interpersonal Effectiveness Culture of Discipline
- 9. The Leader’s Journey Culture of Discipline: Unified, engaged team members The most “engaged” workplaces: 50% more likely to have lower turnover 56% more likely to have higher-than-average customer loyalty 38% more likely to have above-average productivity 27% more likely to report higher profitability.” The Gallup Organization Personal Mastery Trailhead Interpersonal Effectiveness Culture of Discipline
- 10. Plan and organize Set clear priorities and expectations Build organizational alignment Hold people accountable Drive for results Leadership = effectively achieving results through others The Leader’s Journey Execution Competence Trailhead Personal Mastery Interpersonal Effectiveness Culture of Discipline Execution Competence
- 11. The Leader’s Journey Execution Competence Trailhead TO BE SURE: Execution is NOT just about action. It is about getting disciplined people who engage in robust dialogue, debate, and open discussions , who then take disciplined action . Personal Mastery Interpersonal Effectiveness Culture of Discipline Execution Competence
- 12. Sustained profit increase from normal operations Not the same as “bought growth” Growing base of engaged customers Employee retention / engaged employees Consistent turning of the flywheel The Leader’s Journey Sustainable Growth Trailhead Personal Mastery Interpersonal Effectiveness Culture of Discipline Execution Competence Sustainable Growth
- 13. The Flywheel Effect Source: “Good to Great” by Jim Collins Steps Forward, Consistent with Vision/Direction Accumulation of Visible Results People Line Up, Energized by Results Flywheel Builds Momentum
- 14. The Doom Loop Disappointing Results No Buildup; No Accumulated Momentum New Direction, Program, Leader, Event, Fad, or Acquisition Reaction Without Understanding Source: “Good to Great” by Jim Collins
- 15. The Leader’s Journey Sustainable Growth Trailhead Sustained great results, no matter what your business, depend upon Having the Right People in the Right Places highly engaged in doing the Right things Right Personal Mastery Interpersonal Effectiveness Culture of Discipline Execution Competence Sustainable Growth
- 16. The Leader’s Journey Trailhead Personal Mastery Interpersonal Effectiveness Culture of Discipline Execution Competence Sustainable Growth