The Leaders Competencies

CRUELL

Copyright © 2016 Dr. Gregory L. Cruell.

All rights reserved. No part of this book may be reproduced, stored, or transmitted by any means—whether auditory, graphic, mechanical, or electronic—without written permission of both publisher and author, except in the case of brief excerpts used in critical articles and reviews. Unauthorized reproduction of any part of this work is illegal and is punishable by law.

ISBN: 978-1-4834-4626-4 (sc)

ISBN: 978-1-4834-4625-7 (e)

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

Any people depicted in stock imagery provided by Thinkstock are models, and such images are being used for illustrative purposes only.

Certain stock imagery © Thinkstock.

Lulu Publishing Services rev. date: 03/08/2016

CONTENTS

The What and Why of Ethnos Leadership

Session I Mentorship in Leadership: The Non-Negotiable

Foundation

Part I: Creating a Culture of Mentoring

Part II: The Non-Negotiable of Encouragement in Mentoring

Part III: The Non-Negotiable of Aspiration in Mentoring

Part IV: The Non-Negotiable of Motivation in Mentoring

Part V: The Non-Negotiable of Personal Growth in Mentoring

Summation: Mentorship—The Non-Negotiable

Questions for Reflection

Quotes of Principled Leaders

Session II Building Bridges of Change for Organizational Effectiveness

Foundation

Part I: Building the Bridge of Strategy

Part II: Building the Bridge of Diversity

Part III: Building the Bridge of Structure and Capability

Part IV: Building the Bridge of Team Commitment

Summation: Building Bridges of Change for Organizational Effectiveness

Questions for Reflection

Quotes of Principled Leaders

Session III Credibility—The Key to Organizational Confidence

Foundation

Part I: Believability Is What Causes Me to Follow Thee

Part II: Relationship—Relate to Me on My Ship

Part III: Confidence that Cultivates Hope for the Future

Summation: Credibility—The Key to Organizational Effectiveness

Questions for Reflection

Quotes of Principled Leaders

Session IV Intentionality in Organizational Operation and Administration

Foundation

Part I: The 4 C’s of Operational Intentionality

Part II: Creating Intentional Momentum through S.T.A.R. Leaders

Part III: Defining Moments Define Intentional Organizations

Part IV: Six Practices of an Intentional Leader

Summation: Intentionality in Organizational Operation and Administration

Questions for Reflection

Quotes of Principled Leaders

ACKNOWLEDGEMENTS

I would like to thank all of the leaders and laborers, both past and present, with whom I have served, and who have lived the principles of this book in conduct and deed. Their influence has made a difference in my life and the development of the Ethnos Leadership process. I am grateful for the relationships that we share because without relationship, there is no leadership.

To my precious wife for life and best friend, Deirdre, who has been as Barnabas was to Paul, my God-sent encourager: Your love and support have made me a better leader. Thank you.

To my children, Nicole, Stephanie, and Genese, you have been created to make a difference in the world. Always remember that you are all Ethnos Leaders.

To the reader, it is our sincere desire at Ethnos Leadership that in these pages, you will discover additional tools and truths that will assist you in a lifetime leadership journey that will make a difference in the world.

"There is no final race. There is no finish line. The competent leader just keeps running."

G. L. Cruell

THE WHAT AND WHY OF ETHNOS LEADERSHIP

Leadership and mentorship are the opposite sides of the same coin. For leadership to be authentic, there must be mentorship. You cannot have one without the other. Our philosophy concerning this concept is seen in what we call the Ethnos Equation:

Mentorship: Purposeful Relationships + Authentic Accountability = Professional Responsibility

Mentorship Diagram

The Merriam-Webster Dictionary defines a professional or professionalism as "the conduct, aims, or qualities that characterize or mark a particular profession." This definition implies that professionalism encompasses a number of different attributes, and together these attributes identify and define a professional.

Mentorship is the non-negotiable epicenter of Ethnos Leadership. Mentorship in Ethnos Leadership is the professional responsibility that is acquired and required for organizational health and well-being.

At every level in the organization, the leader and the followers need a mentor for accountability. Purposeful relationships are valued, trusted, and respected. Bonds or alliances of this manner open the door to forthright accountability. Being accountable or answerable to a trusted friend, advisor, or mentor provides both protection and correction through life and leadership in an environment that is safe because it is trusted and valued. Responsibility simply means cultivating one’s ability to respond to the distinct circumstances and situations of one’s personal and organizational leadership influence via the Ethnos Leadership process (Discover, Develop, Disciple, Make A Difference).

The leader’s professional responsibility is learned and acquired through the evolution of intentional mentorship by virtue of purposeful relationships. Purposeful relationships are rooted in the principle attributed to Saint Francis of Assisi, "seek first to understand rather than to be understood." An understanding of the organization’s goals and the people or team that make the organization go and grow are informed by this basic universal principle.

The word nations in the original Greek is "ethnos. Ethnos maybe defined as a group of people bound together by the same customs, conduct, language, behaviors or other distinguishing features." There are 3 modules in the Ethnos Leadership Process: character, capabilities and competencies. Each module has 4 sessions.

At the conclusion of each individual session, participants will create a summary of the principles they have discovered and that they have decided to develop. This aspect of the Ethnos Leadership process is the Personal Leadership Perspective (PLP). During week 14, participants will combine their 12 Personal Leadership Perspective summaries to create a cumulative plan or writing of the Personal Leaders Character Story (PLCS) that initiates Phase V of the process entitled: "Commitment to Investing in Personal and Organizational Transformation."

The Ethnos Leadership Process is designed to be completed in 14 weeks. The emphasis is on a platform of self-evaluation and self-reflection. The conclusion of the process is a commitment to a lifetime of discovering, developing, and discipling (mentoring) of those that we lead who are bound together by the Ethnos Leadership process and making a difference across "nations" (ethnos– people’s lives).

To a person who has been leading for many years, or to a person who is just beginning the leadership journey, Ethnos Leadership is a blueprint to reinforce, strengthen, and sharpen present or existing leadership skills by expanding one’s perspective of leadership.

This book contains the 4 sessions of the competencies module, or "The Investment is Worth It." Competence is the proven abilities and improved capabilities of the leader. It is the capacity to function in one’s profession successfully and efficiently.

Competence includes a combination of knowledge, basic requirements or capabilities, abilities, behavior, and attitude. The competent leader in any organization understands the responsibility to mentor others. The competent leader is on a never-ending quest of proficiency and mastery of his or her profession for the sake of mentoring others. The aim of this quest is to discover, develop, disciple (mentor) to make a difference in the lives of others who makes a difference in our world. This is Ethnos Leadership.

"The quality of a person’s life is in direct proportion to their commitment to excellence and competence, regardless of their chosen field of endeavor."

Adapted from Vince Lombardi

For more information about the Ethnos Leadership Process contact us at: [email protected]

SESSION I

MENTORSHIP IN LEADERSHIP: THE NON-NEGOTIABLE

Foundation

"A mentor is someone whose hindsight can become your foresight."

Anonymous

In the mid-1970s, corporate America redefined mentoring as a career development strategy. A strong foundation of organizational mentoring is needed to build and retain a healthy workforce that can react quickly to change and can develop, adapt, and regenerate itself over time.¹ The passing of the torch of leadership is a constant reality. When retirement arrives for senior leaders, a solid functional mentoring program helps to ensure the continuity of established standards and goals that have shaped the company’s success. Mentoring is one of the oldest forms of influence and knowledge sharing. Its origins can be traced to the days of the Ancient Greeks with Mentor, who was Odysseus’s trusted counselor and advisor. A mentor is an individual—usually older, but always more experienced—who helps and guides another individual’s development.

A study of successful personalities and leaders throughout the course of history reveals that most men and women had mentors who cared about their growth and development. Alexander the Great had Aristotle; King Arthur of England had Merlin; Paul of Tarsus of the first century mentored Timothy who later became a Bishop; the poet T. S. Eliot had Ezra Pound; Dr. Martin Luther King Jr. had Dr. Benjamin Elijah Mays; Beethoven and Mozart had Haydn; Helen Keller had Anne Sullivan; and Oprah Winfrey had Barbara Walters. The list is endless.²

Mary Abbajay a partner in the Careerstone Group, a professional consulting company, says, "Being a good mentor requires more than just experience. It requires a willingness to reflect and share one’s own experiences, including one’s failures.³ Mentors need to share both their "how to do it right and their how I did it wrong "stories. Transparency and honesty of this caliber provide valuable opportunities for learning. This will involve commitment, time, and energy to devote to the mentoring relationship.

Management and leadership expert Peter Drucker once stated, "There can be no genuine success without a successor."⁴ To build a successful business empire is one thing, but for it to live on past one’s own time is another.

With this thought in mind, the perspective of this session is that mentorship and leadership are the opposite sides of the same coin. It cannot be negotiated but must be promulgated. In business, there is an existing principle that says, "Everything is negotiable." This principle may be true when the conversation concerns goods, services, or products. The ability to negotiate a better price or a greater discount without comprising quality for one’s organization is a must in the business world. However, the thesis of this session is that mentorship is not about a product or services per say; mentorship is about people.

People are a company’s or an organization’s most valuable asset. Therefore, mentorship must never be negotiated, but must be perpetuated. Mentorship is a non-negotiable standard for any and every organization that desires perpetual success. To negotiate is to deal or bargain with another concerning a particular matter. A bargain is seen as an advantageous acquisition at a less than usual cost; an agreement between parties.⁵ There is no bargain price for success. There is no bartering involved in mentoring. It is a non-negotiable standard that must be in place and functional for present and future success.

The competent leader recognizes that mentorship in leadership cannot be legislated or be a mandatory requirement within an organization.

It must be a matter of choice. Both the mentor and mentee have to believe that the ensuing relationship fits. If one’s shoe size is 8 or 9, to ask a member of the team (mentor or mentee) to wear a size 12 is simply not going to work or be comfortable. In the establishment of this mutual union of development, there are elements of both personal and professional investments involved. When we think about the largest investment that one may make in life, it normally involves the purchase of a home.

It does not matter