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    So You Think You Can LEAD? A Guide to Discovering and Harnessing Your Potential for Leadership
    So You Think You Can LEAD? A Guide to Discovering and Harnessing Your Potential for Leadership
    So You Think You Can LEAD? A Guide to Discovering and Harnessing Your Potential for Leadership
    Ebook192 pages1 hour

    So You Think You Can LEAD? A Guide to Discovering and Harnessing Your Potential for Leadership

    By John M. Donovan and Kevin Donovan

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    About this ebook

    Do you have leadership “potential?”

    Unfortunately in business, your perception of your own potential counts for very little. Your “potential” is a judgment made about you by others. So the question is: “How do those who can provide you with career leadership opportunities judge your potential?”

    Do you know what managers look for when assessing leadership potential? Do you know what your core strengths for leadership are? Are your important leadership traits and capabilities clearly seen by others? What are the opportunities in your current job or situation for demonstrating your potential?

    This book is a guide to discovering and harnessing your potential for leadership. First, the book provides access to 10 FREE self assessment tools to identify your unique qualities and strengths for leadership. Next, it guides you in creating a Career Network Map of the individuals who can provide opportunities and influence your career. Then, the book also helps you identify and design opportunities to demonstrate your potential in your current job or situation. Finally, readers can create a specific plan for developing your strengths and demonstrating your potential.

    If you are currently in a leadership position, or aspire to a leadership position, this book can help you to take increased initiative in your career progress.

    LanguageEnglish
    PublisherJohn M. Donovan
    Release dateMay 6, 2017
    ISBN9780998918617
    So You Think You Can LEAD? A Guide to Discovering and Harnessing Your Potential for Leadership
    Author

    John M. Donovan

    JOHN MICHAEL DONOVAN, PH.D. After serving as a military officer, Michael completed his doctoral studies in Organizational Behavior at Case Western Reserve University. Next, he worked for both Proctor and Gamble, and Honeywell in Human Resource Management positions. At Honeywell’s Aerospace Division, he led new program development efforts including Total Quality Management, and a management development program patterned after GE’s legendary Leadership Development Program. Next, he became the CEO of PDS, Inc. a mid-size international consulting and training firm specializing in the design and implementation of high performance work systems. His clients included: GE, AlliedSignal, 3M, Harley Davidson, Miller Brewing, Novartis, Merck Pharmaceuticals, KLM Airlines, Asia Pacific Breweries, Lucent Technologies, Texas Instruments, Hallmark Cards, Tampa Electric, Ford Motor Company, Florida Power, Baltimore Gas and Electric, the New York Times, and Xerox. Dr. Donovan also teaches in the MBA Program at Schiller International University. He also is the Program Lead for the innovative Contemporary Business Management Program at AHED Colleges. His new book is entitled: So You Think You Can LEAD? A Guide to Discovering and Harnessing Your Potential for Leadership. He has authored three highly successful training programs: The Roadmap to Problem SolvingTM; TEAM CONCEPTTM; and the Changing Role of the Supervisor. He has also published over twenty (20) articles on various aspects of continuous improvement, change management, leadership talent management, work redesign, and employee involvement.

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      Book preview

      So You Think You Can LEAD? A Guide to Discovering and Harnessing Your Potential for Leadership - John M. Donovan

      Introduction

      "Leadership is not about a title or a designation. It's about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers."

      Robin S. Sharma

      Throughout history there have been great leaders from every area of human endeavor: the military, industry, government, religion, politics, and science. It is hard to even think of a significant achievement or societal change that did not require leadership.

      Leadership makes a difference. In World War II, the US Third Army performed brilliantly, but would it have achieved the same results without the leadership of General George Patton? Would the construction of the Panama Canal have ever been achieved without the leadership of President Teddy Roosevelt? Would civil rights legislation in the US have been achieved without the leadership of Dr. Martin Luther King? And where would Apple, General Electric, and Microsoft be without the leadership of Steve Jobs, Jack Welch, and Bill Gates respectively. These leaders influenced others and shaped the outcomes of the situations they were in. We can easily see the large scale examples of leadership like those mentioned above. But, we can also see leadership all around us every day in our communities, families, churches, schools, and businesses. We see individuals who step up, take the initiative, influence others, shape events, and produce results.

      How Do People Get Into Leadership Positions?

      Many people, especially at the beginning of their careers, do not intentionally decide to become leaders. They often find themselves thrust into leadership roles.

      They may be good responsible employees with some technical expertise and/or useful experience. They are valuable and dependable individual contributors. They often get along well with others and are respected, and, when they get some seniority, they might be promoted into the role of a team leader or supervisor.

      Others, who may belong to a civic club or a professional association, might find themselves being elected or drafted into leadership positions because no one wants the job.

      Others might look at their supervisor or manager and say to themselves. I could do a better job than that. Then, when an opening occurs, they make their desire to take a managerial or leadership role known.

      Still others, often in public organizations, take a test and if they pass they get promoted into a leadership role. My father was a firefighter and, after a few years on the job, he took the Lieutenant’s Exam and was promoted into a leadership role simply because he was at the top of the civil service list.

      And still others, usually with a social cause or issue driving their passion, decide to run for office and become a mayor, a congresswoman, or a school board member.

      For some people, leadership is a chosen path. But for most people, especially early in their careers, they find themselves unexpectedly thrust into a leadership role.

      Instinctive Leadership

      Many individuals who get opportunities to lead rise to the challenges of their new role. They serve proudly and play an important role in their organizations or community.

      But, not everyone succeeds. Some may simply find that managing and leading is simply not "their thing." They liked being an engineer, electrician, or a teacher but discover that they dislike the politics and responsibilities of organizational leadership. Some abuse their power and lose the trust of their followers. Still others find that the role and demands of leadership outstrips their ability. We all know managers or leaders who were promoted to their level of "incompetence. They simply were not cut out" to be a leader.

      Despite how they got into a leadership position, those who initially succeed in their leadership role often do so because of their natural ability. Often, it is a combination of admirable traits, some expertise and experience, some passion, and some competencies.

      I call this instinctive leadership. It is the combination of knowledge, skills, traits and abilities that makes someone a "natural" at the job or role. They have good instincts in reacting to and dealing with people and the problems they face in their leadership role.

      It’s like a high school athlete who can throw a really fast pitch with some control or who can see and anticipate where that fast pitch is going and hit it solidly. They have a natural ability to play the game.

      Instinctive leaders are mostly reactive … they are good at responding to the situations they face. They have influence with others. But, it is mostly an unconscious response. They often have difficulty describing how they influence others or why they choose a particular solution to a problem. They just did it, and their instincts were good.

      Intentional Leadership

      As one progresses to higher levels of leadership, the limitations of instinctive leadership begin to emerge. Leadership needs to become more proactive and intentional.

      The young high school athlete I used as an example above had great instincts … he was a "natural." But, the talent that makes him a high school or college star will not get him to the major leagues and into the Hall of Fame. He has to bring those abilities under conscious control. He has to supplement or replace his instincts with intentional behavior.

      Intentional leadership is a conscious effort to harness and direct your talents and gifts. Intentional leadership is the hallmark of the professional leader.

      Example:

      Author’s Note:

      Calvin B. is an effective and highly respected leader in his organization and the community in which he resides. I recently had the opportunity to interview him about his perspectives on leadership. I also had the opportunity to talk with the members of the Search Committee who interviewed and hired Calvin for his current position. This was a unique opportunity to get Calvin’s perspective on his own leadership traits and style and also the perspective of those who hired him and saw his potential leadership.

      Interview:

      M.D. First, let me start with a personal observation about you. When you speak to someone, even in a crowded setting, you are able to give them your full attention, making them feel they're the most important person in the room.

      C.B. (slight chuckle) That's not easy for me. I tend to get easily distracted by everything that's going on around me. Many years ago a colleague pointed out my distracted behavior and its impact. I gradually became more aware of my behavior. I began to practice moving closer to people when I speak to them and making hard eye contact. I also try to focus on reading their lips. These behaviors were hard to do initially but eventually became a habit. Sometimes I wonder if my focus is too intense, so it's good to hear that others see it as a positive

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