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The Leadership Advisor
"Helping Leaders Develop Leaders"
June 2009 - Volume 4 Edition 5
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"Brick walls are there for a reason. They give us a chance to show how badly we want something." ~ Randy Pausch

"Don't be lulled into believing that the power in your position is the key to successful leadership." ~ Phil Eastman,

"A bad apology is worse than no apology." ~ Randy Pausch

"Do you have a compelling reason to craft a leadership legacy?" ~ Phil Eastman,

"All you have is what you bring with you." ~ Randy Pausch

Two Stripes
As the leader, my power comes from my position.

By Phil Eastman

Several years ago, I was invited to speak to our local Rotary Club. Like most invitations to provide a free presentation, the organizers cared about my topic but were equally thrilled at having filled one of those troublesome weekly speaking slots. It was against this backdrop that I heard a great story of influence. My presentation was The Character of Leadership, our model for leaders who desire to mold their character and leadership. During the presentation, I made the point that the right character and the leadership that flows from that character provide a leader an invaluable tool: influence.

After the presentation, a mature gentleman approached me with his own story of influence. He shared with me that he had been in the Navy during World War II, and that after being promoted to Lieutenant, he reported to his new ship and once aboard was escorted to see the Captain. As the Captain addressed the newly minted Lieutenant, he pointed to the rank insignia on the young officer's sleeve. Displayed there were the two stripes that provided his newly acquired authority. The Captain said, "Those two stripes will get you two weeks and then the rest is up to you." The Captain knew that even the authority of rank would not be enough (even in a command and control organization) for the officer to command the sailors entrusted to him.

When working in organizations, we are lulled into believing that the power embedded in our leadership positions is the key to our success as a leader. It is an easy myth to believe, because so much of our identity through titles and compensation ties to our position. However, the most valuable tool a leader has is not in the power embedded in their role, it is their ability to influence others in the organization. The value of influence over power is in its source. Power comes from above and represents the authority to make decisions, allocate resources, provide promotions and terminate employees. Power is helpful in many situations but for a leader's ultimate effectiveness, they must wield influence.

Influence comes because people give it to the leader, and that alone makes it more valuable than power. Possessing influence means that you have credibility to convince people to follow a certain course, buying into changes that are necessary and painful. Power produces compliance while influence fosters commitment, and surely all people produce better, more-lasting results when they are committed.

How then does a leader gain influence? The first skill to master is listening. As leaders, we are taught to be good speakers, but a more useful and compelling skill is to actively, intently and sincerely listen to the people around you. The second skill is transparency. This means continually sharing what's on your mind, inviting contact by wandering around the organization, and remaining open to ideas and methods that challenge your current thinking. These behaviors will make you approachable, which is essential to being influential.

I invite you to consider the level of influence you possess as a leader. If you find it low, then cultivate influence by listening and developing transparency. If you find your influence strong, then enhance and protect this quality, because influence is the most powerful tool a leader can possess.

As the leader, my power comes from my position is #5 in a series of leadership myths, Phil promises to have fun exploring this year.

Phil Eastman is a partner in the Boise-based consulting firm, Leadership Advisors Group. He combines more than 25 years of leadership experience with his passion for consulting, coaching, and teaching to help leaders grow, build teams, and improve organizational performance. Eastman has served in numerous corporate and community leadership roles. His corporate experience includes 17 years in the banking industry where he served as Chief Credit Officer and CEO. As a consultant and coach, Eastman works with a growing and diverse group of clients in a variety of industries and countries, where he focuses his efforts in strategic planning, change management, and leadership development.

Eastman earned his Bachelor of Business Administration degree in Management and Organization from Idaho State University, and holds a Master of Arts degree in Theological Studies from Bethel Seminary. He is a 1991 graduate of the Pacific Coast Banking School where he is also an instructor. Eastman's first book, The Character of Leadership: An Ancient Model for a Quantum Age, is slated for publication this September.
Randy Pausch
By Lorene Rasmussen

Dr. Randy Pausch went from a beloved yet un-assuming college professor to international stardom when his talk "Really Achieving Your Childhood Dreams" hit YouTube in the fall of 2007. On many college campuses, The Last Lecture series is a common practice where professors are given the opportunity to ponder what matters most to them both personally and professionally, then invited to share their thoughts with the student body. Ironically, by the time organizers got around to asking Randy, he was dying of pancreatic cancer and living life to its fullest.

The lecture Randy presented was transcribed into the book, The Last Lecture, and published before he passed away on July 28, 2008. With the help of co-author Jeffrey Zaslow, Randy filled in the back-story of his lecture, told stories of his life, gave pointers on managing relationships, and incited his reader to look at the most valuable asset, TIME. "Time is all you have," says Randy. "You may find one day that you have less than you think."

Just weeks before I ran my first Marine Corps Marathon in 2007, a friend of mine sent the YouTube video that had been circulating through email forwards. David warned me I might need a tissue, but most people say that when sending an email with the subject line reading, "FW: RE: Must See." So with my cynical attitude, I clicked on the link and began watching. Randy was attractive, clever, and certainly entertaining as he unfolded his story of childhood dreams: being a husband, father, uncle, and college professor. He told the audience not to pity him because of his pancreatic cancer, because, to-date, he was probably in better shape than most of the younger students in the audience, which he proved by getting down and accomplishing several pushups with claps in between.

I stayed strong throughout the lecture, laughing when the audience laughed, and admiring Randy's ability to keep my attention even though it was only a YouTube video. I took some notes, jotted a couple clever quotations (that I still use), and decided this was something I could pass on to several of my friends. As the video was coming to a close, Randy did something unexpected: he asked the audience to sing "Happy Birthday" to his wife and urged her onto the stage. That's when I lost it! Something unplanned and authentic was taking place, and I could not put my finger on it.

In his book, Randy remembered, "I really had no idea what I would do or say. . .a natural impulse overtook me. Her, too, I guess. We embraced. . .I kissed her cheek. The crowd kept applauding. . . As we held each other, Jai whispered, 'please don't die.'" It was then I realized what I had felt, I was experiencing a couple's sacred moment, even though I was removed by thousands of miles, a month from the original presentation, and watching it in a virtual world.

Randy saw himself as more than a college professor. When working with the students, he was forever sharing pithy statements and clichés about life. Most of the time, the students would just roll their eyes at the "Pauschisms," but that did not make him stop his practice. Pausch knew that students would graduate prepared technically, but without a managed life, they would ultimately flounder.

Pausch wrote candidly about his views on encouragement, honesty, integrity, risk, forgiveness, surrendering, vanity, legacy, and dreams. He admitted he was a "player" with the girls before he met Jai and a "sucker" for Jai when he thought he lost her forever. Randy was practical, brilliant, and irreverent. He enjoyed making people think, laugh, and question his intelligence. Randy knew who he was, and he was genuinely comfortable in his own skin.

When Randy received his diagnosis of pancreatic cancer, he appreciated how his doctor broke the news to him. "Randy, you have three to six months of good health." It was that kind of feedback that made him willing to be the human guinea pig. He worked with the best doctors in world, faced extreme doses of chemotherapy and experimental medications, and did not care how much he got knocked down, because the real test was whether he got back up again. Randy truly believed he experienced the best of humanity throughout his life.

Randy Pausch was grateful for having advance notice of his death, but as you know, most of us are not that fortunate. They tell us to plan for the future but live like there's only today. It sounds like a paradox, yet I believe there is something gratifying in balancing both realities successfully.

At the risk of sounding morbid, imagine yourself at a funeral. In the foyer of the funeral home, you see your family members, neighbors, co-workers, a few business associates, and lots of friends. You recognize your sixth-grade teacher chatting with a chum from elementary school. There is a quiet hum in the room from all the conversations that are taking place. You quietly walk through the crowd, eaves- dropping on what folks are saying about this one you are there to honor. You hear specific attributes and characteristics as you make your way to the casket. When you finally approach it, you realize the person everyone is talking about is you. What were the people saying about you? How were they describing your life? What made you unique? Did you like what they were saying? I guess the real question is, "How do you want to be remembered?" Randy put it this way, "Yearn to find ways to leave a legacy."

Stephen Covey calls this future-forward and profound exercise, "beginning with the end in mind." The idea is to look at where you are today in light of where you want to be and how you want to be remembered. For many who take this assignment seriously and continue to make adjustments when there is a deviation from the ultimate goal, may actually find more enjoyment, even in the minutiae of the daily grind.

Randy Pausch did not write The Last Lecture for me or for you; he wrote it for his children, Dylan, Logan, and Chloe. He wanted them to know their father in a deep and meaningful way. Randy knew right from the start that the book would be no replacement for a living parent, but it was his attempt to leave something greater of himself behind besides just a house and an inheritance.


The Last Lecture is #5 in a series of informal book reviews.

Lorene Rasmussen is the Partner for Business Operations which guides and supports the daily and strategic operations of Leadership Advisors Group. She combines a unique sense of fun and organization to ensure operations run smoothly and that clients receive the highest quality service possible. Lorene earned her Bachelor of Business Administration in Marketing from Boise State University and is a certified Life Coach through Genesis Enterprises in Seattle, Washington.
The Book Cover
The Character of Leadership: An Ancient Model for a Quantum Age

Author, Philip Eastman ll

The current recession has unveiled many organizational meltdowns that precipitated the decline we find ourselves in. The causes of these meltdowns are not primarily economic or regulartory issues, but rather, matters of character and leadership.

In his book, The Character of Leadership: An Ancient Model for a Quantum Age Phil simplifies an ancient model that will help 21st Century leaders understand what they may need to strengthen their character and deepen their leadership abilities.

"What a great read! I firmly believe the common 'chink in the armor' of most organizations is the lack of providing true development for their leaders. Phil candidly addresses the critical topic of leadership in this book, and brings some insights into focus that should literally turn the classic org chart structure upside-down!" ~ Peter Mannos, Director of Retail Development - Brooks Sports
Leadership Advisors Group helps clients achieve success through:
  • Competency based and character driven leadership development.
  • Comprehensive, flexible, and focused strategic plans.
  • Results oriented change management.

You are receiving this email from Leadership Advisors Group because you are a valued client, have requested information regarding our services, or you are part of a highly respected organization. To ensure that you continue to receive emails from us, please add phil@leadershipadvisors.com to your address book.

"Books can be great legacies left behind for posterity to those generations yet unborn." ~ T. Rasmussen

Stack of Books
Phil Eastman & Lorene Rasmussen
Leadership Advisors Group

phone: (208) 344-0471
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