“Valued Leadership Competencies Vital to Mission Accomplishment”
Presented By: Greg Richardson, SPHR
I.
II.
Introduction and Overview
The Nature of Volunteer Leadership
 What’s Different?
 Why Bother with “Volunteerism?”
 What’s the Payback?
III.
The Relationship Between Volunteers and VSCPA
 Fabric of VSCPA as an Organization
 Crucial to its Success
 The Face to the Community
 Role Modeling 101
IV.
VSCPA Mission, Vision and Goals
 What’s a “Mission?”
 What’s it Take to Accomplish?
 What’s the Role of “Envisioning?”
 Why are Strategies so Slippery?
V.
The Volunteer Leadership Continuum
 Willingness to Serve
 Relationship Building
 Utilizing People’s Strengths and Commitments
 Pursuing a Gameplan
 Engagement and Consensus Building
 Confronting and Solving Problems
 Acknowledgment of Valued Contributions
Page 1 Dixon Hughes Goodman Copyright© 2011 VI.
VII.
VIII.
Leadership Model and Composite Styles
 Focus on Character
 Focus on Analysis
 Focus on Accomplishment
 Focus on Interaction
 “Leadership is a Response”
CPA Leadership Continuum
 Willingness to “Lead”
 Fostering Workplace Relationships
 Helping Others Grow and Succeed
 Enrolling People in Productive Change
 Communicating Through “Straight Talk”
 Acknowledging Both Successes and Failures
Five Cs Central to Effective Leadership
C
C
C
C
C
IX.
Concluding Thoughts and Comments
Attached:
 Situational Leadership Model
 Leadership Article
 Suggested Reading List
 Presenter’s Profile
Questions or Comments: Gregory M. Richardson, SPHR Senior Partner Dixon Hughes Goodman, LLP [email protected] 888.873.1033 x204 Page 2 Dixon Hughes Goodman Copyright© 2011 Situational Leadership Model
The Focus of Our “Response’
R esponse to
C onscience
Integrity
Sensing
C om m unication
C ritical
Thinking
Team ing
C ourage
R esponse to
Problem s
R esponse to
People
Innovation
A ction
R esponse to
O pportunity
Focus on Character: Associated with the leader’s personal commitments, integrity and ability to learn from
experience. The emphasis is on a leader who can be trusted based on values and beliefs. Organizations led by
someone committed to character are more likely to stay focused on the mission that brought them together and remain
mindful of the values they share. Some of the ways that such leadership is expressed in response to conscience is
they: maintain optimism in the face of challenges and disappointments, communicate honestly and strive to learn and
grow from experience.
Focus on Analysis: Identified leader as someone with creative ideas, a well-defined vision, reliable intuition, and
better judgment than most people with courage to face challenges. This person leads through their grasp of the issues,
ability to see ahead and confidence to move forward. They could be described as people with eyes on the horizon
anticipating things unseen and their feet on the ground due to awareness of reality. Their leadership is expressed by
making sense out of complex information and uncertainty, accurately evaluating risks and opportunities and providing
a sense of assuredness and calm.
Focus on Accomplishment: Selected leader as someone who gets things done and persists in solving problems by
overcoming obstacles, solving conflicts, refusing to accept excuses and following through to completion. Their
emphasis is on marshalling both human and material resources to reach important goals. To mobilize action they
raise expectations of successful outcomes for the organization and its members by demonstrating a willingness to
attack tough problems and by actually accomplishing their shared purpose and objectives. They respond to problems
and remove barriers to produce change and improvements.
Focus on Interaction: Emphasis is on a leader who responds to people (and their needs) and can motivate them to
come together and act. This person is a champion for others and seeks ways to assist their growth and inclusion.
They clarify for others and ignite their commitment to act. Their leadership is expressed in terms of a sense of vision
and purpose, methods and dedication to teaming and collaboration and represents the best interest of those led.
Genuine affection usually is witnessed between the leader and followers.
Adapted from Carlson Learning Company’s Leadership Dimensions and expanded to address leadership synergies by
Goodman & Company, Virginia All Rights Reserved
Leadership – Five “Not-So” Easy Pieces
By: Greg Richardson, SPHR, MA-HRD
For almost 20 years I have served as a facilitator
for leadership retreats and as a workplace coach
with the primary emphasis on Leadership
Development.
The one challenge shared by
virtually every person I’ve worked with, including
myself, is to overcome the urge to think that
demonstrating Leadership is routine or results from
taking a class. I’d like to share five “not-so”-easy
pieces (perhaps you remember the movie, Five
Easy Pieces with Peter Fonda and Jack
Nicholson—a classic) of the Leadership challenge
and some thoughts on enhancing our Leadership
capabilities.
1. Focus on Leadership qualities, not titles: It
is very difficult to resist brainwashing by those
who would abuse and misapply the alluring word
“leader” and inappropriately attach such a noble
label to managers and executives based on
positional authority and rank. The only person
typically fooled by the lofty title is the one
invoking the term.
Everyone, and I mean
everyone, knows instinctively when they are
witnessing Leadership traits and characteristics
versus demonstrations of control, power and
authority. Let’s overcome the typical usage of the
word ‘leader’ and reserve it for those people that
reveal a brand of Leadership that is readily
admired or emulated. Try this equation—no
Leadership equals no leader. Yes, Leadership may
be hard to verbally define, but people invariably
know it when they see it.
2. Leadership stripes must be earned (or not)
every day: If only our reputation could rest, now
and forever more, on our peak performance—that
single moment when we’re at our best. Of course
the reality is that each person usually forms their
opinion of us over time. Without any conscious
thought, people are constantly making small
judgments about how we respond to various
situations and the resulting Leadership behaviors
that follow. Most folks readily claim that those
individuals who truly exhibit Leadership are the
same men and women we view as role models.
That said, to be viewed as a role model is a fairly
tall order. In other words, people expect a lot from
people they perceive as leaders. Be courageous
enough to ask yourself every day if your
observable qualities and actions are scoring high
enough to earn that distinction.
3. Focus on the needs and success of others: If
Leadership is all about how others perceive the
value of our words and actions (the latter being the
key), then central to that concept is the impact of
our support for others. Connie Gersick, a noted
author and trainer, once wrote that, “…the
principal goal of quality Leadership is to help
create an environment where the contributions and
performance of others can be optimized.” In other
words, if each person assumed accountability for
influencing the positive productivity of individuals
and the collective needs of workgroups, then
perhaps we would see greater Leadership
exhibited throughout organizations today.
4. Respond to each unique situation with
courage and accountability: It’s been said in
many different ways that Leadership is about
doing things that may move us out of our personal
comfort zone. One example might be a person
who is typically reserved and cautious, but risks
the uncertainty of an idea being accepted and
demonstrates the courage to speak out in a
meeting. Or the person that usually wants to be
“in control” who abandons their comfort and
actually empowers someone else to design a
process to achieve the desired goal. You might
say (and remember) that quite often we have to
give up something to get something. For someone
to perceive empowerment, someone else had to
“give up power.” As a further example, for
someone to reap the reward of admiration and
gratitude of others; someone may need to give up
self-acclaim and acknowledge the role and
contribution that other person(s) made to the
team’s results. This may seem basic, but ask
yourself how hard it is to analyze and respond to
Copyright© 2010 All Rights Reserved
any situation with a demonstration of Leadership
that makes a difference to someone else.
5. Fight the lethal enemies of Leadership: If
exhibiting Leadership was easy, we’d see much
more of it in every organization. Sadly, people
consistently decry the void of actual Leadership
qualities and behaviors evident in their workplace,
despite the widespread invocation of the word
‘leader.’ I have long since stopped wondering
why this absence exists. What seems to occur too
frequently is the tendency to succumb to the antiagents of Leadership like cynicism, arrogance,
selfishness, dishonesty, amorality, inflexibility,
biases, control, etc. For a longer list of barriers to
leadership, just write a list of 25-50 qualities you
believe essential to Leadership. Now, write ‘not’
or ‘un’ or ‘non’ in front of many of them to
identify several non-leadership traits that we are
all tempted by.
Final thoughts ? Leadership is all about how we
respond to an unending variety of situations that
warrant our reaction to the needs of people,
matters of conscience, need for creativity or
overcoming problems. One fact remains that we
are well served to remember—people are
watching how closely we respond and how we act
in relation to those around us. Without ever
dropping a chad, they are silently voting whether
they perceive effective Leadership being
displayed, regardless of anyone’s position or
station in life. Keep up the fight. It is certainly
worthy of all our efforts to enhance our
Leadership qualities and behaviors.
Greg Richardson is a Senior Partner with Dixon
Hughes Goodman, one of the largest accounting and
business consulting firms in the nation. Greg directs
the Organizational Solutions Group, which provides a
full complement of support for clients with the
obligation to manage the human resource function.
Greg is a member of the National Speakers
Association (NSA) and routinely facilitates leadership
retreats and professional development workshops. He
can be reached at 888.873.1033 or by email at:
[email protected].
Copyright© 2010 All Rights Reserved
Professional Development Sources
Suggested Reading References
Leadership
 The Extraordinary Leader, Turning Good Managers Into Great Leaders, J. Zenger & J. Folkman, McGraw-Hill, 2009
 Contemporary Issues in Leadership, William Rosenbach & Robert L. Taylor, Westview Press, 2005
 The Leadership Challenge, James Koozes and Barry Posner, Jossey Bass, 2003
 Developing the Leader Within You, John Maxwell, Thomas Nelson, 1993
 Good to Great, James Collins, William Collins, 2001
 First Things First: To Live, to Love, to Learn, to Leave a Legacy, Stephen Covey, Simon and Schuster, 1994
 Mentoring, Bob Biehl, Broadman & Holman, 1997
Approachability
Communication Miracles at Work: Effective Tools and Tips for Getting the Most From Your Work Relationships,
Matthew Gilbert, Conari Press, 2002
 Seeking the Calm in the Storm: Managing Chaos in Your Business Life, Judith Bardwick, Prentice Hall, 2002
 Culturally Speaking: Managing Rapport in Talk Across Cultures, Helen Oatey, Continuum, 2000

Compassion
 The Art of Caring Leadership, James Autry, William Morrow and Company, 1991
 Crucial Conversations: Tools for Talking When Stakes are High, Kerry Patterson, Joseph Greeny, Ron McMillan,
Al Switzler and Stephen R. Covey, McGraw Hill, 2002
 Weaving Complexity and Business: Engaging the Soul at Work, Roger Lewin and Regine Birute Texere, 2001
Creativity
 Power of Innovative Thinking, Jim Wheeler, National Press Publications, 2005
 Imagination Engineering: The Toolkit for Business Creativity, Paul Birch and Brian Clegg, Pitman Publishing, 1996
 Power Up Your Mind: Learn Faster, Work Smarter, Bill Lucus, Nicholas Brealey Publishing, 2001
 Flash of Brilliance, William C. Miller, Perseus Publishing, 1999
Ethics and Values
 The Discipline of Building Character, Joseph Badaracco, Harvard Business School Press, 2002
 Managing With a Conscience: How to Improve Performance Through Integrity, Trust and Commitment, McGrawHill, 1996
 The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management, Peter
Drucker, Harper Business, 2003
 Corporate Social Responsibility, Philip Kotler and Nancy Lee, Wiley, 2005
Managing Diversity
 Harvard Business Review on Managing Diversity, Harvard Business School Press, 2002
 Intercultural Competence: Interpersonal Communication Across Cultures, Myron Lustig and Jolene Koester, Allyn
& Bacon, 2002
 The Practical Executive and Workforce Diversity: William Sonnenschein, NTC Business Books, 1997
 The Diversity Scorecard: Evaluating the Impact of Diversity on Organizational Performance, ButterworthHeinemann, 2003
–1–
Copyright  2010 Goodman & Company, Virginia All Rights Reserved
For Additional Information or Presentations, Contact Goodman’s HR Services Division (757) 873-1033 x-221 or (888) 873-1033 x-221
Integrity and Trust
 Transforming Work: The Five Keys to Achieving Trust, Commitment & Passion in the Workplace, Patricia Boverie
and Michael Kroth, Perseus Publishing, 2001
 Moral Intelligence: Enhancing Business Performance and Leadership Success, Doug Lennick and Fred Lennick,
Ph.D., Kiel Pearson Education, 2005
 Leading with Authenticity in Times of Transition, Kerry A. Bunker and Michael Wakefield, CCL Press, 2005
Work / Life Balance
Harvard Business Review on Work and Life Balance, Harvard Business School Press, 2000
 Simplify Your Work Life: Ways to Change the Way You Work So You Have Time to Live, Elaine St. James,
Hyperion, 2001
 Balancing Acts, Barbara Glanz, Dearborn Trade Publishing, 2003

Communication / Listening Skills
 Crucial Conversations, Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler, McGraw-Hill, 2005
 Communicating Effectively, Lani Arredondo, McGraw Hill, 2000
 The Lost Art of Listening, Michael Nichols, The Guilford Press, 1995
 Communicating in Groups and Teams: Sharing Leadership, Gay Lumsden and Donald Lumsden Wadsworth
Publishing Company, 1999
 The Art of Effective Presentation, Art Levy, Canadian Inst. Of Chartered, 1982
Negotiating Skills
 Getting to Yes: Negotiating Agreement Without Giving In, Roger Fisher, Bruce M. Patton and William L. Ury,
Houghton Mifflin Company, 1991
 The Book of Agreement: 10 Essential Elements for Getting the Results You Want, Berrett-Koehler Publishers, 2002
 How to Negotiate Effectively, David Oliver, Kogan Page, 2003
Problem Solving
 The Problem Solving Journey: Your Guide for Making Decisions and Getting Results, Perseus Publishing, 2000
 Wharton on Making Decisions, Stephen Hoch, Howard Kunreuther and Robert Gunther (Eds.) John Wiley & Sons,
Inc., 2001
 Judgment in Managerial Decision Making, Max Bazerman, Wiley & Sons, Inc., 2002
Teaming
 FYI for Teams, Raymond, Cara Capretta, Robert Eichinger and Michael Lombardo, Lominger Limited, Inc., 2001
 Making Teams Work: How to Form, Measure and Transition Today's Teams, Donna Deeprose, AMACOM, 2001
 Building Effective Project Teams, Robert Wysocki, John Wiley & Sons, Inc., 2001
Time Management
 The One Minute Manager Meets the Monkey, Kenneth Blanchard, William Onken, Jr., and Hal Burrows, William
Morrow and Company, Inc., 1989
 Time Management for Busy People, Roberta Roesch, McGraw Hill 1998
 The Personal Efficiency Program: How to Get Organized to Do More Work in Less Time, Kerry Gleason, John
Wiley & Sons, Inc., 2000
 How to Make the Most Out of Your Workday, Peg Pickering and Jonathan Clark, Career Press, 2001
 Seven Habits of Highly Effective People, Stephen Covey, Free Press, 1989
Understanding Others
 Management Teams, Michael Beyerlein, Jossey-Bass, 2002
 Practice What You Preach: What Managers Must Do to Create a High-Achievement Culture, David Maister, The
Free Press, 2001
 Managing Strategic Relationships: The Key to Business Success, Leonard Greenhalgh, The Free Press, 2001
–2–
Copyright  2010 Goodman & Company, Virginia All Rights Reserved
For Additional Information or Presentations, Contact Goodman’s HR Services Division (757) 873-1033 x-221 or (888) 873-1033 x-221
Gregory M. Richardson, SPHR, MA-HRD
SENIOR PARTNER
P 757.316.3204
[email protected]
Education
The George Washington University
Master of Arts in Education and Human Resource Development
701 Town Center Drive
Suite 700
Newport News, VA 23606
Embry Riddle Aeronautical University
Master of Science in Aeronautical Science
California State University
Bachelor of Science in Aeronautical Engineering
Bachelor of Arts in Business Management
Professional Certificates
Senior Professional in Human Resources (SPHR)
Background and Experience
Greg is a Senior Partner with Dixon Hughes Goodman and directs the Organizational
Solutions Group. With over 35 years of experience, Greg has managed operational
functions, training and development programs and human resource challenges. He
spearheads all client support that directly impacts human dimensions in the workplace.
Mr. Richardson has partnered with Fortune 500 executives and large government
organizations to develop and facilitate executive board retreats and strategic planning
initiatives. Greg has conducted over 2,500 leadership and professional development
events which represent over 8,000 course presentation hours. He routinely provides
executive coaching programs and facilitates both strategic planning efforts and executive
retreats (for-profit and non-profit organizations). Leadership is for Everyone and
Dimensions in Behavior are two of his workshops that have received wide acclaim. Greg
wrote the lead chapters in Leadership Strategies that Work and Success Simplified by
Insight Publishing. Greg also was a contributing author to the book, Mission Possible.
Greg and the professionals of the Organizational Solutions Group frequently consult with a broad spectrum of clients on
issues such as HR system design, compensation system design and implementation, executive compensation programs,
performance management and enhancement programs, employee equity compensation issues, employee benefits design
and administration, HR policies and procedures, Affirmative Action Plans, training, organizational development issues,
strategic planning for staff growth and development, and recruiting. He has significant Organizational Development
experience and has led numerous Business Ethics Programs and internal realignment/workplace culture initiatives.
In 1992, Greg retired as a Lt. Colonel from the United States Air Force, following a 20-year career as a commanding
officer and fighter pilot with nearly 4,500 flying hours. His distinguished tour of duty culminated in leading 32 air-toair combat missions in the F-15 Eagle during the 1991 Gulf War. His decorations include three Air Medals earned in
combat, five Meritorious Service medals and the Distinguished Service Medal.
Following his military career, Greg founded Aim Associates, Inc. (a training, development and career coaching
business) in Hampton, Virginia, before merging his services with Goodman & Company in 1998 and launching the
Human Resource Services Division.
Professional and Community Service
Greg is a member of the Society for Human Resource Management (SHRM), a professional member of the National
Speakers Association (NSA) since 1995, and served on the Board of Directors of the Virginia Speakers Association.
He has delivered over 2,500 presentations and facilitated events. He is an active community volunteer and is a past
president of the Rotary Club of the Virginia Peninsula. Greg has served on several non-profit boards and as a member
of the Executive Board for the United Way of the Virginia Peninsula.