Building Executive's Key Attributes

Building Effective Leadership Skills | Creating your own leadership legacy
Developing Executive Potential is about

“tapping Leadership potential”
 On a basic level, as a leader, you exist to:
– Inspire others to strive for excellence
– Ensure the work environment is safe, challenging, and fair
– Teach, mentor, provide guidance
 True leaders put the welfare of the group ahead of their own
self-interest
 “Selfless” does not mean “hands-off”
 Great leaders enhance institutional capability by driving the
actions of others to achieve greatness
Leadership is all about helping others to succeed.
1
The perceived complexity of leadership arises from

its seemingly overwhelming number of duties
 Create and establish strategies

 Ensure effectiveness and efficiency
 Communicate openly and often
 Build solid relationships
 Act with integrity and fairness
 Provide counsel and direction
 Exert influence in the absence of ownership
 Foster collaboration
 Motivate, coach and develop others
 Produce results, meet objectives and
exceed goals
How can a leader avoid being overwhelmed by this complexity?
2
Focusing on a few key qualities and incorporating
them into every action simplifies the act of leading
others, and increases leadership effectiveness
 There is no standardized approach to effective leadership

 Your effectiveness as a leader is directly proportional to how
well the key qualities you focus on align with your values
and your personality
 Five qualities of a great leader/executive are:
1. Maintains and demonstrates strong convictions
2. Develops and communicates a clear, winning vision
3. Creates a high performance culture
4. Convinces rather than controls
5. Continually learns
3
Maintain and Demonstrate Strong Convictions

Leadership Profile: Peter Drucker
4
5
Maintaining and demonstrating strong

convictions gives leaders their credibility
 Integrity
 Lead by example
 Personal accountability
 Strive for excellence
– “Play for your paycheck”
– “Bring your ‘A’ game every day”
– “Average is defined as the best of the
worst, or the worst of the best”
6
Develop and Communicate a Clear, Winning Vision

Leadership Profile: EDUARDO V. MANALO
Executive Minister
Iglesia Ni Cristo (Church of Christ) 7
A clear, compelling, winning vision is the

cornerstone of building organizational success
 Establish and articulate a clear vision of the future for your
business to inspire commitment from others:
– Should be “stretch,” but not “folly”
– Include measurable indicators of progress and success
 Develop compelling long-term business strategies to
achieve the vision:
– Built with a strong understanding of the external environment
– Takes into account perspectives and capabilities of your
organization and those with which it interacts
 Ensure broad strategies are translated into clear and
effective operating plans and tactical initiatives
8
Ten years (2009-2019) of leadership
 ordained3,928 Ministerial Workers

49 additional countries and territories
56 ecclesiastical districts,[6] and 3 main offices:
Burlingame, California, USA [US West Office]
Washington D.C., USA [US East Office]
Heathrow, London, United Kingdom [Europe
Main Office]
Special Envoy for Overseas Filipino Concerns
9
>biggest house of worship outside the Philippines

(Barcelona, Spain accommodates 1,360)
>House of worship of the INC in Washington DC.
acquisition and renovations (US$10.6 million)
140 hectare Ciudad De Victoria in Bulacan
(Philippine Arena, The Garden, Sports Stadium)
 Self-Sustainable Community Rehabilitation
Project in Sitio New Era, a 3,000-hectare
10
Create a High Performance Culture

Leadership Profile: Herbert D. Kelleher, Southwest Airlines
11
A High Performing Culture engages, challenges,
and fully leverages employees, which promotes
innovation and continuous improvement
 Build your team to win!
– Assess, then stretch/challenge top players
– Seek to Redeploy, Rehabilitate, or, if needed, Remove underperformers
– Hire winners
 Execute aggressive performance management as part of
your overall talent management strategy
– Set clear performance objectives and expectations
– Monitor and document performance; reward success, and hold people
accountable for poor performance
– Provide direct, helpful feedback
– Take corrective action when necessary
 Pay for performance, pay for potential
 Drive a culture of open and fast communication to support
rapid response to changing business conditions
 Build inclusion, leverage diversity
 Continually raise the bar – don’t get complacent 12
Convince Rather Than Control

Leadership Profile: William Wallace - “Braveheart”
13
Enlightened leader convinces people to engage in the
right behaviors, gains buy-in, and gives them choices
while influencing them to perform at a high level
 Clearly articulate your point of view and persuade

employees to accept your proposal and/or
recommendation
 Project self-confidence without arrogance
 Develop effective and constructive strategies for
influencing important decisions, sometimes
shifting the organization’s direction or way of
looking at things
 Use high-impact, efficient communication vehicles
to get your points across
14
Continuous Learning
Leadership Profile: Jack Welch
15
The Profession of Leadership requires

continuous learning, just like Actuarial
 Regularly conduct an honest self-assessment
 Initiate efforts to develop skills that will enhance
performance in current role and/or accelerate readiness
for future roles
 Take full advantage of available learning and
development programs, e.g., executive development
programs, courses, professional certifications
 Solicit feedback and guidance from mentors or coaches,
then genuinely listen to feedback and apply learnings
 Seek challenges that provide opportunities for on-the-job
development of critical knowledge and skills
 Ask questions to learn from others with different
knowledge, experience or perspective 16
Summary
 The essence of executive management is service to

others just like leadership
 Don’t be overwhelmed by the seemingly endless number
of tasks and obligations leadership requires
 Focus on a few core attributes as you practice the
profession of leadership, like these:
1. Have strong convictions
2. Develop and communicate a clear, winning vision
3. Create a high performance culture
4. Convince rather than control
5. Be a continuous learner
17
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Building Executive's Key Attributes

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Building Executive's Key Attributes

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Building Effective Leadership Skills | Creating your own leadership legacy

Developing Executive Potential is about

Leadership is all about helping others to succeed.

The perceived complexity of leadership arises from

 Create and establish strategies

 There is no standardized approach to effective leadership

Maintain and Demonstrate Strong Convictions

Maintaining and demonstrating strong

Develop and Communicate a Clear, Winning Vision

A clear, compelling, winning vision is the

Ten years (2009-2019) of leadership

 ordained3,928 Ministerial Workers

>biggest house of worship outside the Philippines

Create a High Performance Culture

Convince Rather Than Control

 Clearly articulate your point of view and persuade

The Profession of Leadership requires

 The essence of executive management is service to

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