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    7 Difference-Making Leadership Behaviors
    7 Difference-Making Leadership Behaviors
    7 Difference-Making Leadership Behaviors
    Ebook101 pages1 hour

    7 Difference-Making Leadership Behaviors

    By Matt Starcevich and Arnold Sykes

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    About this ebook

    The leaders studied have built uncommon organizations where relationships with employees, customers, shareholders, and suppliers are equal to business skills. The result, great places to work and a distinct competitive advantage in their markets. This book contains lessons that any leader can learn for building organizations that are more consistent with human nature and exceptionally successful.

    LanguageEnglish
    PublisherMatt Starcevich
    Release dateDec 26, 2012
    ISBN9781301666935
    7 Difference-Making Leadership Behaviors

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      Book preview

      7 Difference-Making Leadership Behaviors - Matt Starcevich

      7 Difference-Making Leadership Behaviors

      Matt M. Starcevich, Ph.D. and Arnold Sykes

      Published by The Center for Coaching and Mentoring, Inc. at Smashword

      Copyright 2013 by Matt M. Starcevich, Ph.D. and Arnold Sykes

      ISBN: 9781301666935

      Smashwords Edition, License Notes. This ebook is licensed for your personal enjoyment only. This ebook may not be re-sold or given away to other people. If you would like to share this book with another person, please purchase an additional copy for each recipient. If you’re reading this book and did not purchase it, or it was not purchased for your use only, then please return to Smashwords.com and purchase your own copy. Thank you for respecting the hard work of this author.

      To contact the authors or order copies of our companion Workbook email matt@coachingandmentoring.com

      ****

      Cover

      STScI Hubble Seven Sisters image from NASA. Permission granted

      The Seven Sister image was chosen to emphasize the number 7 and the Seven surrounded by other brilliant stars conveying the leader’s commitment to help others grow and shine for all to see. Leadership is not about how bright your personal star shines but the galaxy of other leaders that are being developed.

      Table of Contents

      Acknowledgements

      Introduction

      Chapter 1 - Make Values Count

      Chapter 2 - Hire for Fit

      Chapter 3 - See Potential

      Chapter 4 - Dim Your Headlights

      Chapter 5 - Commit To All Stakeholders Winning

      Chapter 6 - Practice 3600 Accountability

      Chapter 7 - Walk Your Talk

      Chapter 8 - Note to Boards of Directors

      Appendix 1 - Personal Best Leadership Story

      Appendix 2 - The Leaders and Their Organizations

      Appendix 3 - Performance Results

      About the Authors

      References

      Acknowledgements

      Without the commitment and willing cooperation of at least a dozen individuals, this book would not exist. We recognize and genuinely thank each of the Presidents, CEOs and Chief Operating Officers who willingly gave of their time and experiences to make what you find here a reality.

      In 2007 and early 2008, as companies across the US began to suffer from the effects of a deteriorating economy, Arnold Sykes and I began discussions around why…why some organizations seemed to be able to weather not just the current economic storm, but seemed to possess the resilience to withstand setbacks, reversals of one type or another throughout recent industrial history. Reflecting on CEOs and other senior leaders we had worked with as employees in companies like Phillips Petroleum, GD Searle, General Dynamics, Tektronix and a number of clients whom I had worked with like Federal Express and Koch Industries and in Arnold’s case, a myriad of community banks across the US with whom he had served as a consultant for the previous 10 - 15 years, led us to conclude that it is the Leadership. Leadership not only down the line and throughout the organization, but especially at the top, makes the defining difference. Our belief and premise was that it is a traditional set of core values/beliefs, the guiding principles that the CEO and other senior leaders possess, and the resulting behaviors that emanate from those values, that most greatly influence any organizations’ success.

      Our goal was to interview Presidents and Chief Executive Officers that Arnold knew from his seven years work experience with a bank consulting company in Austin, Texas, as well as his more recent work with other clients doing executive recruiting and organizational consulting. Their specific core values and beliefs about leadership set them apart from other leaders we have known.

      These individuals and organizations included the following.

      - Mo Anderson, Vice Chairman, Keller-Williams Realty International, Austin, Texas

      - Lee Benson, Founder & President/CEO, Able Engineering, Phoenix, Arizona

      - Charles Q. Chandler IV, Chairman & CEO, INTRUST Bank, Wichita, Kansas

      - Robert Gandy, President & CEO, First National Bank of Edinburg, Edinburg, Texas

      - Kathy Hanrahan, CEO, TASER International Foundation, Scottsdale, Arizona

      - James Holly, President & CEO, Bank of the Sierra, Porterville, California

      - Robert Hulsey, President & CEO, American National Bank of Texas, Terrell, Texas

      - Thomas Legan, President & CEO, Coppermark Bank & Trust, Oklahoma City, Oklahoma

      - James LoPresti, President & CEO, Auto Safety House, Phoenix, Arizona

      - David Simmons, President & CEO, First National of Omaha, Fremont, Nebraska

      - Peter Stanton, Chairman & CEO, Washington Trust Bank, Spokane, Washington

      In various places in the book you will read Arnold’s personal reflections about the CEOs from, in some cases, over 20 years of professional and personal contact.

      We are hopeful that this effort will reinforce and recognize other good and likeminded CEOs and senior leaders across the US, most of whom remain in relative obscurity except for a fairly small circle of local acquaintances. Their efforts should be appreciated, and we want them to know that their work genuinely means something to those to whom they provide leadership each day.

      At the conclusion of our interviews in early 2009, Arnold Sykes accepted an offer of employment in Dallas, Texas where he remains today as Corporate EVP, Human Resources for PlainsCapital Corporation. While he has been unable to participate in the writing of this book in an active way, his behind the scene sounding board counsel and challenges have made this a better product. For this I am grateful. Debbie Neece a long time assistant has been invaluable in her support fine tuning editing and production. Helen Hodgson applied her editing skills to make sure everything was right. Final appreciation goes out to George Benskey, Frank Colburn, Thomas Jansen, Carol Otto and Don White who made valuable comments and additions from their personal leadership perspectives to the first drafts.

      Matt M. Starcevich, Ph.D.

      Grand Lake, Oklahoma

      918-782-7044

      matt@coachingandmentoring.com

      Arnold Sykes

      Dallas, Texas

      469-834-9560

      Arnold.sykes@plainscapital.com

      Introduction

      Competitive advantage is how one organization or person is distinctly different from its rivals, and what it does to leverage these key distinctions.

      Competitive advantage is the goal of not only business but athletes as well, witnessed by the related growth in personal trainers, coaches, equipment improvements, and performance- enhancing drugs. Small differences between competitors can mean millions of dollars—one stroke in golf, one percent in ROI, less than one second in track events, one additional percent of market share, one breakthrough patent.

      One person, the leader, can make a difference. Leaders impact all aspects of an organization and can be the ultimate competitive advantage. The difference between good and great organizations, the successful and the also-rans, victory or defeat in campaigns is the leader—his or her values, core beliefs, and resulting

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