Category Archives: Leadership

Session 2B: Positioning Your Organization for the Future – Jeffrey Immelt

2014-08-14 11:59 AM – Interviewed by Bill Hybels

  • How do you decide to empower?
    • “when it is the most important thing the company is working on, you don’t delegate it”
    • this protects your team
    • the leader has experience
    • have to “go with your gut”
    • “there’s never been any moment where any job has been beneath me”
  • When became self aware as leader?
    • grew up participating in athletics which gave a chance to be accountable to self and team
    • “never lost sight of who I wanted to be”
    • “never feared accountability”
  • How did you differentiate self in big company?
    • had fun jobs and loved the people
    • “It was always about the work and not the career” Your peers determine how far you go”
  • Feelings when in a challenging assignment feelings?
    • People learn a lot about leaders in a crisis
  • How long in CEO before 9/11 crisis?
    • started 9/7
    • we live in a more volatile time now
    • the best leaders keep the company safe and then go forward
    • people want to know what to be working on and where the company is going
  • GE has a leadership development university
    • $1 billion in leadership development
    • “Leadership has a shelf life” – “you need to constantly be tuning your leadership”
    • takes away the layers
    • brings oneness
  • What about when people leave?
    • “leave fear out of the workplace”
    • “you want people to be on fire when they come to work”
    • “we want people to live their dreams”
    • GE is about the institution…it is not about any one individual
  • When you see “x” quality in someone? Positive OR Concern
    • Willingness to stand apart. Willingness to buck the system. – “You want someone who understands the tapestry, questions authority, drives change”
    • Excuses turn everybody off
  • Hardest person you’ve ever had to fire?
    • Watch for individuals who don’t quite fit with the team
    • “You are in the business of giving self-confidence” “When you see someone losing confidence in themselves you have to ask them to leave”
  • Diversity?
    • “If you believe in talent and meritocracy, then all people can get ahead”
    • The best ideas should win
    • Lack of diversity shows that you don’t believe in a meritocracy
    • Laser-like focus on best people and the best ideas
  • Serving on a task force under Obama?
    • “A confident society is a competitive society”
  • Simplification?
    • We live in a complicated society
    • 4 ideas
      • less management
      • market rules become hyper-competitive
      • Test & Learn quickly
      • Use internet to connect organization, be transparent, and empower
    • be willing to throw out the old
  • Succession plan?
    • work with the Board as a team
    • the matters of corporate governance can/should be less public
  • Refusing to take a bonus for 2 years?
    • “was a way to be accountable for what was happening in the company at the time”
    • the constituency you play to the most is your own team
    • “over time you might question my decisions but you will never question my intentions”
  • Work ethic?
    • “play to win and no one will out work us”
  • What would you hope to experience in a church?
    • “leadership is an intense journey into yourself”
    • ability to sit for an hour, be at peace, and hear someone else talk…that is priceless

Defining Leadership – Carly Fiorina

Defining Leadership – Carly Fiorina

Session 2A: 2014-08-14 11:17 AM

  • “Leadership is the same no matter what the context is.”
  • “Everyone has potential”
  • “Every organization has more potential than is tapped or used”
  • “Potential is truly limitless”
  • Why do people not reach their potential?
    • Afraid
    • Don’t get the chance
    • Don’t have the tools or training
    • People lose faith (selves, others, God)
  • Beurocracy crushes potential (follow the rules, stick with the process, turn-in on selves – turf battles, forgets who it is there to serve
  • Leadership unlocks potiential
    • “The highest calling of leadership is unlocking the potential of others”
  • Leadership is not…
    • management (production of acceptable results within known constraints and conditions)
      • Leaders changes the order of things
    • good speaking
  • “Jesus was a nobody and recruited other nobodies” – he went to the poor because he knew of their potential
  • What do leaders do? Leadership framework (square)
    • top of square: vision/strategy/goals (clear and specific)
      • Where are we going?
      • Why are we going there?
      • How are we going to get there?
    • right side of square: Organization/team/structure/process
      • How are we going to work together to get things done?
      • Who should be a part of the team?
      • “Structure should always follow a strategy” the why!
    • bottom of square: Metrics/results
      • “What gets measured is what gets done”
      • Are we measuring lives transformed?
      • What are we measuring
      • What are we recording
    • left side of square: Culture/behavior
      • watch out for people pushing the limits of ethical behavior
      • “The leader has to set the tone. He or she has to model the behavior”
    • people are in the center of the square
  • “Set the frame and then set people free.”
  • 20/20 rule:
    • 20% of the people in most organizations are change warriors – identify, enlist, and harness these warriors
    • 20% “Hell no, I won’t go” they become the source of resistance
    • 60% skeptics–they are waiting to see what happens – change won’t happen until the skeptics get involved and engaged
  • “Everyone has the capacity to lead”
  • “Leadership is a profoundly human gift”
  • “True leadership requires faith”– a love of God makes leadership easier
    • it supports humility
    • it reminds that it is not about us…it is about others
    • gives us the gift of empathy
    • gives the gift of optimism
    • helps have faith in others

Hard-fought leadership lessons – Bill Hybels

2014-08-14 9:35 AM

“All leadership is intensely spiritual”

  • leadership impacts the spirit of those around us
  • leaderships are visionaries to see the future before others see it
  • we paint pictures that show the future
  • “leaders with the highest level of vision and passion often have the lowest awareness of the spirit of the team”
    • watch out for feeling that people on the team are expendable because they don’t care enough
    • people on the team can sense when the leader doesn’t feel they care or that they are only appreciated for their work and not for who they are
    • people are more important than the vision
    • “Don’t make your people pay because you are so addicted to the vision”
    • 5 Key Commitments from Willow to turn culture around
    • use an outside objective firm (The Best Christian Workplace)
    • for the leader and executive team to own the change
      • “your culture will only be as healthy as the senior leader wants it to be”
    • get serious about training anyone who manages people
      • “People join organizations. People leave managers”
    • raise the level of candor in the twice-a-year performance reviews
      • every worker wants feedback on how they are doing
      • “The kindest form of managment is the truth.” Jack Welch
      • 3 Words for performance review feedback: Start, Stop, Continue
      • 3 M’s for Meetings:
        • Clarify what will Move ahead
        • Modify the plan for what isn’t progressing
        • Motivate people before the meeting ends (so they will levitate out of meeting)
    • Ruthless commitment to resolve relational conflict
      • conflict is an opportunity to strengthen relationships
      • deeper levels of trust when moving through the conflict
      • Book “Reconcile”
  • Only 54% of employees in Christian organizations are engaged in their work (30% in corporate world)

“Great leadership is by definition relentlessly developmental

  • 5 ways to develop emerging leaders (Bob Eidinger)
    • put in high challenge roles
    • short term task force
      • success or failure must be possible
      • full charge
      • variety of people
      • real pressures and deadline
      • be evaluated by senior leader (resourcefulness is the key)
    • real time feedback
    • coaching and mentoring
    • classroom courses and seminars
    • Give young leaders a chance to lead

“Finding and developing leaders with a legacy mindset”

  • 2 types of workers
    • Hireling Type: only doing the work but doesn’t care about the organization – long-term
      • personal ambition
      • personal advancement
      • Great organizations can’t be built by staff who are hireling types
    • Owner Types: actually care about the sheep
      • Legacy leaders will stay through tough times
      • Legacy leaders work for the long vision
    • We each only get one chance at this life (2 choices)
    • live and lead small, safe, selfishly (easy to drift into this type of life)
    • live into the grand vision God has created for us
    • “Have you given any real thought to what your legacy will be or what you will leave behind that is beautiful?”

Legacy leaders must develop endurance strategies

  • James 1:12
  • “The grandeur the vision the greater the price tag”
  • “It’s hard to hear God at mach 2”
  • Solitude allows you to hear God
  • Feel exhausted and discouraged? Humble yourself and call for help! God can make a way when there is no way. Ask Him. Psalm 34:18 “He rescues those who are crushed in spirit”

Willow Creek Leadership Summit follow-up

I met with a group of Fellowship members who had attended the Willow Creek Leadership Summit (2007). Here are my speaker summary notes(pdf) as well as the agenda and questions(pdf) we used as a part of our discussion. It was a joy to spend time talking with other leaders–amazing energy and optimism!

The meeting handout attachment includes meeting norms and a clock activity that I received during a meeting that was led by Peg Luiden, an RCA member and leader in the education community.