LEADERSHIP NUGGETS, INSIGHTS, PRINCIPLES

* Leadership Pictogram

* Opening Leadership Thoughts at the Conclusion

* To Be a Leader – Remember to Lead

* What is Effective Leadership Today?

* Leadership Courage

* Leadership in Action

* Orchestra Conducting as Leadership – Observations

* Laws of Leaders Who Lead

* The Nine Faces of Leadership

* What to Do When Seeking Fresh Leadership

* Beware of the Do's and Don'ts of Sound Leadership

* Leadership is a Relationship

* Five Crucial Leadership Skills

* Further Thoughts on Responsibility Lies in Leadership

* The Seven Demands of Leadership

* Airplane Reading

* Customize Your Coat of Leadership

* A Reminder to Leaders on Optimization

* Vision

* Leadership Nuggets & Quotations

* Leadership is About the People for Whom We Are Responsible

* Ten Observations about "Managerial Behavior"

* Eight Keys to Leadership Greatness

* Leadership Reflections – Part On

* Leadership Reflections – Part Two

* Fifteen Ways Good Bosses Keep Their Best Employees

OPENING LEADERSHIP THOUGHTS AT THE CONCLUSION

This book is a sequel to my earlier book – Leadership Reflections: A Servant Leader's Personal Journey. This book was crafted at the conclusion of my active service as the chancellor of the Dallas County Community College District. Thus the title of the sequel – Leadership Thoughts at the Conclusion. The leadership journey and practice of the craft has not ended, just a major period in my life.

Key Leadership Attributes

• Know yourself

• Know your business well.

• Develop and care for your people.

• Communicate well.

The Hidden Work of Leadership

• Leaders create pain. Leaders also ameliorate pain.

• Pain is a facet of organizational life.

• Pay attention to distress.

• Always put people first.

• Leaders are the recipients of a wide range of emotions.

• Practice professional intimacy.

• Effective leaders bring disciplined compassion and intimacy to their work.

• Plant seeds.

• Acknowledge mistakes.

• Leaders help heal when they communicate honestly about mistakes the company has made.

When Ideas Lead, People Follow

• Great leaders understand that ideas rule when ideas are large enough for people to make them their own.

• Nine points that connect a leader's life are:

* Principles

* Purpose

* People

* Passion

* Performance

* Persistence

* Perspective

* Paranoia

* Practice

Great Leaders Understand These Points

• Great leaders have no prejudices.

• The great leader can be radical as well as thoughtful.

• For great leaders, the idea of perfection is always out there, a step ahead, leading others on.

• Trust is the lifeblood of leadership.

• Four magical words of the great leader are – Take care of it

• Reward your stars.

• Do not be afraid to assign extra homework.

• Lack of laughter is a sign of trouble.

• Leadership can be a heady experience. Learning about it, pursuing it, and encouraging it can take one on a dangerous power trip. Leaders must have a check on their ambition and their ego. In the leaders we admire, ambition is always balanced with competence and integrity.

This three-legged stool upon which true leadership sits – ambition, competence, and integrity – must remain in balance if the leader is to be a constructive force in the organization, rather than a destructive achiever of her or his own ends.

• Leadership can be learned.

• A true leader is someone who has the capacity to create a compelling vision that takes people to a new place, and to translate that vision into action.

• Trust, plus vision, plus meaning is an equation that should remain uppermost with the effective leader.

• The leader has to learn how to generate and sustain trust. The trust factor is critical.

• Effective leaders continually ask questions, probing all levels of the organization for information, testing their own perceptions, and rechecking the facts. They talk to their constituents. They want to know what is working and vice versa. They keep an open mind for serendipity to aid in bringing them the knowledge they need to what is true. An important source of information for this sort of leader is knowledge of the failures and mistakes that are being made in their organization.

• Effective leaders know themselves; they know what they are good at doing. They apply their skills and competencies. Part of their success secret is that they have a positive self-regard; they know their talents; they nurture them; and they are able to discern how what they are good at doing can help their organization.

• While leaders come in every size, shape and disposition, there is at least one ingredient that every leader shares – concern with a guiding purpose, an over-arching vision. They are more than goal-directed, they are vision-directed.

• Effective leaders manage the dream.

• Visions grab. A vision animates, inspires, and transform purpose into action. Visions seem to bring about confidence on the part of organization members; confidence that instills in them a belief that they are capable of performing to their full potential.

• In all we do as leaders, we must affirm an unyielding moral vision. If we believe in ourselves, we will find and create a vital and participatory community in which everyone is valued and respected, in which we recognize that we share common values as educated and ethical human beings, and in which the bonds of community are stronger than the habits of cultural governance. That should be our fervent goal as a leader.

Leadership Lessons Learned From Noah and the Ark

* Lesson #1 – Do not miss the boat.

* Lesson #2 – Remember that we are all in the same boat.

* Lesson #3 – Plan ahead. It was not raining when Noah built the ark.

* Lesson #4 – Stay fit. When you are 600 years old, someone may ask you to do something really big.

* Lesson #5 – Do not listen to the critics; just get on with the job at hand.

* Lesson #6 – Build our future on the high ground.

* Lesson #7 – For safety's sake, travel in pairs.

* Lesson #8 – Speed is not always an advantage. The snails were on board with the cheetahs.

* Lesson #9 – When you are stressed, float a while.

* Lesson #10 – Remember, the Ark was built by amateurs; the Titanic by professionals.

* Lesson #11 – No matter the storm, when you are with God, there is always a rainbow waiting for you.

Just a Few More Thoughts

* Timing is almost everything.

* Anything is possible if you share the glory.

* Once trust is broken, it is rarely restored.

* Leadership is about building connections.

* Confidence – not just in yourself is what counts.

* Renewal comes from many sources.

* The effective leader is a talent broker.

* Language is a very powerful tool for the effective leader.

These were just a few thoughts to reflect on as your read the passages to follow.

TO BE A LEADER – REMEMBER TO LEAD

This rather brief commentary captures many points that I have shared in past messages. True leadership is difficult; however its elements are not that hard to remember Consider this acronym: L E A D

• LISTEN – Pay attention to the colleagues around you.

• ENCOURAGE – Motivate everyone's best efforts with praise and empowerment

• ACT – Make decisions and carry out your priorities so your colleagues can see that you are committed to success.

• DELIVER – Keep your promises and live up to your responsibilities.

LEADERSHIP COURAGE

Serving others and doing the right thing is not always easy. Leaders sometimes have to reach deep within themselves to find the strength and courage to resist temptations, or to stand up for moral principles when others may ridicule them, or when they may suffer financially or emotionally for their actions.

Some would say that without courage, leadership cannot exist. However, for many leaders working in large organizations the importance of courage is easily obscured. The approach taken by some is to get along, fit in, and do whatever serves one's self-interest. In a world of stability and abundance, leaders can often forget even the meaning of courage; so how can they know where to find it when they need it? However, the current environment, for all kinds of organizations that include higher education, the current environment is not one of stability and abundance.

We now must take risks. The courage to take risks has always been important for living a full and rewarding life. Yet the courage to resist jumping on the bandwagon and taking unnecessary, or unethical risks, is equally important. In the higher education environment of today, things are constantly changing, and leaders thrive by solving problems through trial and error. They create the future by moving forward in the face of uncertainty, by taking chances, by acting with courage.

The defining characteristic of courage is the ability to step forward through fear. Courage does not mean the absence of doubt or fear, but the ability to act in spite of them. As Senator John McCain puts it, "Fear is the opportunity for courage, not proof of cowardice."

In fact, if there was no fear or doubt, courage would not be needed. People experience all kinds of fears, including fear of death, mistakes, failure, embarrassment, changes, loss of control, loneliness, pain, uncertainty, abuse, rejection, success and public speaking. It is natural and understandable for people to feel fear when real risk is involved, whether the risk is losing your life, losing your job, losing the acceptance of peers, losing a loved one, or losing your reputation. Consider that Charles Darwin put off publishing his Origin of Species for two decades because he feared public scorn and ridicule from his peers. But many fears are learned and prevent people from doing what they want, or should do. True leaders step through those learned fears to accept responsibility, take risks, make changes, speak their minds, and fight for what they believe. Ponder these little quips on courage:

• Courage means accepting responsibility.

• Courage often means unconformity.

• Courage means pushing beyond the comfort zone.

• Courage means asking for what you want and saying what you think.

• Courage means fighting for what you believe.

• Courage means belief in a higher purpose.

Considerations in Facing Fear

• To laugh – is to risk appearing like a fool.

• To weep – is to risk appearing sentimental.

• To reach out – is to risk involvement.

• To expose feelings – is to risk exposing your true self.

• To place your ideas and dreams before others – is to risk rejection.

• To love – is to risk not being loved in return.

• To live – is to risk dying.

• To try – is to risk failure.

But risks must be taken, because the greatest hazard in life is to risk nothing. Those who risk nothing, do nothing, and have nothing. They may avoid suffering and sorrow, but they cannot learn, feel, change, grow, or love. Chained by their certitude, they are slaves; they have forfeited their freedom. Only one who risks is truly free. "Just food for thought."

LEADERSHIP IN ACTION

When a leader operates in the area of his or her gift, people will watch and listen. Competence is a key attribute for every leader. Without even knowing it, followers ask four questions of every leader:

• Knowledge: Does the leader know where he is going?

• Desire: Do I want to go where the leader is going?

• Ability: Can the leader get me there?

• Trust: Do I trust this leader?

Every leader must ask – What is my gift? What do I offer that people need? What unique contributions do I make that makes people want to follow me?

An important question that must be paramount in the total framework of the leader is – Are you a teachable leader? As a leader do you want to dictate to the people or the circumstances from whom you will learn, or will you learn from anyone? Consider a few steps to improve your teaching ability as a leader:

• Do not believe your own press. The greatest enemy of tomorrow's success is today's success. Do not get distracted by your achievements. I try to demonstrate my commitment to this point when I insist that when I speak to groups that I should not receive an extensive introduction.

• Observe how you react to mistakes. Do you admit them when you make them? Do you apologize or do you get defensive? Always be honest about your needs.

• Try something new. When was the last time you did something for the first time? Challenges change us for the better and keep us learning.

• Grow in the area of your strength. Read books on leadership and in your area of giftedness. Do not be satisfied with where you are today. Keep stretching.

In the development of a teachability spirit consider the following:

• Use grateful words to express appreciation.

• Have a hungry mind. Possess a passion and hunger for personal growth.

• Maintain a big-picture perspective. Work to see things from a new, larger viewpoint.

• Never be satisfied with the present. Avoid the trap of feeling content with the status quo, which leads to mediocrity.

• Have a humble heart. As a leader try to express humility regarding your own importance or power.

• Have a magnetic spirit which will enable you to attract others.

Many may have heard the expression – "When E.F. Hutton speaks, everyone listens." Consider the following ten points on those things that cause people to listen to a leader.

1. Relationships. People listen to us because of who we know.

2. Sacrifice. People listen to us because of what we have suffered and experienced.

3. Character. People listen to us because of our integrity.

4. Relevance. People listen to us because we identify with their needs.

5. Insight. People listen to us because of what we know.

6. Vulnerability. People listen to us because we are genuinely transparent.

7. Experience. People listen to us because we have succeeded in the past.

8. Humility. People listen to us when we incarnate meekness.

9. Competence. People listen to us because of our abilities and expertise.

10. Courage. People listen to us because we demonstrate conviction.

Keep in mind this closing expression – Success is achieved through effort, determination and perseverance.

ORCHESTRA CONDUCTING AS LEADERSHIP - OBSERVATIONS

* Lots of hard work goes on behind the scenes.

* Successful organizations depend on many different individuals performing their particular tasks well. The whole is more than the sum of the parts.

* People's feelings toward their work are important.

* Leaders need to be technically expert, yet also understand the big picture.

* Leaders provide a vision.

* Individuals need to know how their parts fit into the whole.

* Lateral communication between followers is often as critical as vertical communication between the leader and the followers.

* The leader must identify what is critical and work to make it perfect.

* Leadership occurs at many levels.

* Leaders provide explanations from alternative perspectives.

* Outstanding performance requires both group coordination and exceptional individual contributions.

* Sometimes leaders need to show emotion.

* Sometimes leaders are influenced most by their followers.

LAWS OF LEADERS WHO LEAD

* Understand that the job is to make good.

* Believe that the situation is the boss.

* Respect the power of example.

* Maintain a high level of energy.

* Never confuse activity with accomplishment.

* Surround yourself with talent.

* Expect the best of your associates.

* Keep it simple and say it often.

* Build on strengths.

* Demand excellence.

* Believe that measurement improves performance.

* Never sleep on a crisis.

* Build pride in the organization or unit.

* Earn confidence in your eldership.

* Recognize that the results represent the final judge.

WHAT TO LOOK FOR WHEN SEEKING FRESH LEADERSHIP

In general we find that new leaders are not easily found. In many instances they must be identified and developed. When you look at your employees for evidence of leadership ability, and for strengths and weaknesses that need to be addressed, consider these important attributers.

• SPHERE OF INFLUENCE. Who do other employees look to for leadership when you are not available? Find out what who makes decisions, pitches in to help, and takes a good long-range view of your group's work.

• INTERPERSONAL SKILLS. Potential leaders are not necessarily popular, but they do get along well with people, even when they are in disagreement. Potential leaders listen well, communicate in a friendly and open manner, and treat everyone with respect.

• POSITIVE OUTLOOK. Look for those who take obstacles in stride and refuse to give up when the going gets difficult.

• SELF-DISCIPLINE. Which employees manage their time most effectively and put the goals of the organization ahead of short-term personal desires? Successful leaders pay attention to leading themselves first.

• BIG-PICTURE PERSPECTIVE. Identify those who try to align their day-to-day activities with the organization's strategic goals. Do they avoid distractions and keep their focus on the long term?