CHAPTER 1

What Is a Dynamic Leader?

Phrase books aren't explicitly about presenting new leader models or concepts.They're about translating concepts into words for success in specificsituations. However, to direct readers to success, phrase book authors needworking concepts of success to weave into their writing. Wendy and I developedand defined the Dynamic Leadership Style and honed the phrases in this bookaccordingly. The phrases here support you to speak as a Dynamic Leader yourselfwhile you take your employees to the next level of emerging leadership.

If you are what author Jim Collins calls a Level 5 Leader, you're probably alsoa Dynamic Leader. If you have what author Stephen Covey calls interdependence,you're probably a Dynamic Leader. If you have what author Noel Tichy calls ateachable point of view, you're probably a Dynamic Leader. If psychiatrist CarlJung would declare you to be individuated, or psychologist Abraham Maslow wouldconsider you to be self-actualized, you're probably a Dynamic Leader. If you seeyour own response as the greatest leverage you have in any situation, you'reprobably a Dynamic Leader. If you value these qualities and characteristics inemployees, this is the book for you.

In the preface, a Dynamic Leader is defined as someone who empowers others tolead. That definition is expanded here:

* A Dynamic Leader has outgrown all forms of victimhood and tyranny, includingmanipulation and coercive power tactics, in favor of magnetic influence based onreciprocal engagement and confluent communication.

* A Dynamic Leader progressively clarifies and refines his or her own leadershipphilosophy and shares it eloquently with others.

* A Dynamic Leader serves organizational mission, vision, and values instead ofpersonal power needs.

* A Dynamic Leader knows when to lead, when to manage, and when to stand down.

* A Dynamic Leader sees problems and obstacles as invitations to outgrow theperspectives that created them and to embrace higher perspectives to transformthem.

* A Dynamic Leader uses Beginner's Mind to obtain fresh perspectives.

* A Dynamic Leader knows the stage a developing leader is at in his or herdevelopment process and engages that leader at the appropriate level.

* A Dynamic Leader empowers others by engaging their greatness more than byinstruction.

* A Dynamic Leader progressively clarifies and refines a unique point of view byintegrating input from self-reflection, study, mentoring, coaching, andfeedback.

* A Dynamic Leader doesn't need the word leader in his or her title totake ownership of an area of influence.

* A Dynamic Leader measures personal leadership ability and that of others bythe ability to empower others.

You can get a broader overview of what it means to be a Dynamic Leader byreviewing the Dynamic Leadership Index in Appendix A and online atwww.speakstrong.com/leaderinventory.

Since every phrase in this book reflects what it means to be a Dynamic Leaderand is developed to build Dynamic Leadership qualities in your employees, youcan simply read on.

Leaders Need to Develop Leaders and Manage Succession

"I can go on vacation for two weeks and no one calls me with questions," Bobrejoiced. "My people can handle anything that happens." Bob is a leader whodeveloped his employees into leaders. Bob empowered others.

He's also a leader who prepared for the possibility of his sudden departure. IfBob's uninterrupted vacations didn't get your attention, maybe this will. Bobleft his position after seventeen years without creating a leadership vacuum.

The information and phrases here help you prepare for the future by developingleadership skills in employees, ensuring smooth succession transitions.

Succession Planning—It's Not Just for Senior Level Leaders Anymore

Although more than 80 percent of companies surveyed focus their successionplanning efforts on the top three levels of their hierarchies, research shows adramatic trend toward extending succession planning to retain high performersacross all levels. They know they need consistency at every level.

The Immediate Need for Leadership at All Levels

Even when succession planning isn't an issue, this book fills an important need.Organizations require flexibility to adjust and adapt to a transforming businessclimate. We face too many internal and marketplace changes to be able to rely onprecedent or attempt to control our organizations. Overworked leaders andexecutives can't adapt alone. We need employees who take charge, innovate,challenge outdated status quos, and implement change. The biggest differencesbetween a successful company and an unsuccessful one can be how fast itresponds, changes, and acts. Having leaders at all levels of the organizationready and empowered to make and implement decisions is key to that agility.

Exponential Resourcing

The dynamics that impel us to develop leadership potential and rely on thestrengths of our employees also create a work-force that is increasinglyreceptive to stepping up to meet the challenge. With proper development,employees can think like mini-CEOs of their own domains, regardless of scope.They can envision what action is called for in the same way the CEO does. That'sgood news—and the good news doesn't stop there.

When employees shift from being followers to being leaders, the effect cascades.Partnership-based operational structures are becoming increasingly common,including worker-centered, self-organized, and self-designed teams. Books aboutleaders without titles fly off the shelves as leadership dynamics permeate everyorganizational level. De facto leadership becomes a norm.

Phrases That Empower Action

This book provides phrasing to transmute leadership from top down, command...