9 Ideas To Create A Solid Leadership Foundation

9 Ideas to Create a Solid Leadership Foundation
A Special Report Prepared by

Billy Arcement, MEd—The Candid Cajun
“Leadership Solutions that Improve Performance”
From managing corporations to home management, there is a need for a strong and wise
leadership style. This report covers nine of the most important leader characteristics that work in
any leadership environment. Taking action on these ideas is really taking action to make yourself
a strong and wise leader. Billy Arcement
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© 2018 All Rights Reserved
Certainly, one could come up with over 100 ideas on how to build a solid
leadership foundation. And, for the most part, all the ideas would work to some
degree. But, as I’ve studied leadership skills most of my life, I’ve come to the
realization that the following leader characteristics, properly implemented, will
clearly impact the effectiveness of a leader as well as strengthening the
organization or entity they lead. This is a win-win combination few would dispute.
As you read through this list, I encourage you to think about your own
performance in a very honest and open fashion. What I’m striving to achieve is for
you to really become introspective, come up with a game plan for self-
improvement, and then get to work on yourself to produce a resurgence of your
leadership style. The review starts now!
# 1: Be Professionally Competent:
There are few people who would willingly follow a leader that is incompetent,
although this does happen in all fields—business, education and politics. No one
would go into battle with an incompetent leader. That’s a sure fire way to get
killed. Likewise, few people enjoy working for an incompetent leader or playing
for an incompetent coach. In both situations, people are looking for insights and
direction that propels the organization forward and helps make their work situation
an enjoyable experience. As leaders, we should stay on the cutting edge of
knowledge and skills required to lead in our industry. That requires a constant vigil
of the information highway for help in maintaining a high degree of competency.
In a family business, some leaders reach a stage in their career when they “inherit”
the position of leader. Other times, people really function well at one level but
when given more responsibility, they simply cannot carry out the needed functions
of a leader. These individuals reach their personal level of incompetence fulfilling
what has become known as The Peter Principle.
Similarly at times an education leader might use who they know, not what they
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know as the criteria justifying their promotion. For instance, a school has an
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incompetent principal—a magnet for poor classroom management and below

average student performance. To rid the school of this incompetent leader, he or
she is moved into another position or worst, promoted.
Few would argue that in the world of politics, those with the deepest pockets or the
most support from special interest groups are head and shoulders ahead of their
opponents. This financial and connective advantage most often is the difference
maker why someone wins or loses. Every now and again, competency is the
measuring stick used by voters for a candidate. But sadly, a huge percentage of
voters don’t take the time to follow the record of their representatives thus
providing incumbent superiority when it comes to gathering votes.
Now I don’t wish to imply that all leaders are incompetent although it can
generally be said that all leaders have at least one area of incompetency. A great
leader learns how to overcome this deficiency and still produce outstanding results
on every front.
What are sensible expectations?
What we all want and expect from our leaders is that they have a thorough
understanding of the skills and knowledge needed to make leadership work for the
benefit of employees and stockholders. They must have a good grasp of the
culture, requirements, and vision of the organization. If they are deficient in an
area, great leaders find a resource to repair the crack. They understand they must
perform with a level of excellence required to complete all facets of their job
responsibilities.
It’s essential, as an organization seeks to improve leadership skills, that it reflects

the competencies necessary for the success of the company. And, taking it a step
further, the organization needs a leader that allows for growth and the development
of a competitive advantage.
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Key Leadership Competencies
Here is a partial list of competencies all organizations need in their leaders: (1) The
ability to oversee the day to day management responsibilities needed to keep the
company flourishing. (2) The ability to work with and through all the layers of the
organization, establishing the right protocol to get things done. (3) The ability to
identify adjustments needed and to manage change that is thrust upon the
company. (4) An impeccable level of integrity blanketing all decisions. (5) An
impeccable degree of ethics that always follows the legal requirements governing
the organization without compromise. (6) A high degree of problem solving skills
with the ability to make problems become opportunities for the organization. (7)
Having the capacity to be understood and to understand when engaged in the
communication process. (8) Being able to grow employee skills and competencies
as well and his or her own competencies. (9) Having the ability to make the
complex simple. (10) Being able to comfortably take risks as needed to keep the
organization on the right track.
# 2: Possess a Willingness to Work

Successful leaders understand they must be consistent and constant engaging in
some work activity. There is little resting time for a busy executive with lots of
responsibilities. That means pushing a bit to get the job done even when there
might be a desire to slow down. Leading at the top cannot just be about getting a
bigger paycheck. What comes with the higher check is a higher degree of
responsibility. And, that increased load of responsibility demands one not to be
reluctant to put in a strong day of work. Laziness has no place in the character of a
strong and successful leader. There must be a measure of tenacity enabling one to
take another step. Tenacity to complete another task. Tenacity to engage in another
meeting, or persist long after others might quit.
Along with the willingness to work is the self-motivation and competiveness you
must have. Having a high degree of self-motivation helps you continue on when
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the going gets tough. During my youth, I participated in a variety of sporting
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activities. Personal motivation to do well and come out on was the fuel producing
wins. When the fires of self-motivation roar, there is enough energy to make things
happen. Others, not motivated, will sit around wondering what is happening. Great
athletic and or business organizations understand the fuel needed to self-motivate.
Leaders having a spirit of competiveness create momentum and a never say die
attitude. It’s a competitiveness tempered to remove ruthlessness. It's replaced with
a sense of fair play. Being devious is not in the lexicon of outstanding leaders.
They are always straight forward with their actions. Their actions display a
willingness to see the job through to the end.
One caveat is to bring challenging projects to the forefront. It’s the energy
generated from the excitement of conquering that drives people. Yes, too great a
challenge might stifle some workers and cause them to quit. But, which would you
rather have? A tenacious and ambitious worker or one that isn’t willing to exert the
least effort? I believe the answer is clear who would get selected.
Penny Loretto, in an About.Com article, cites these characteristics of top level

employees:
(1) A strong work ethic.
(2) Dependability and responsibility
(3) Positive attitude
(4) Adaptability
(5) Honesty and Integrity
(6) Self-motivated
(7) Motivated to learn
(8) Self-confidence
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(9) Professionalism
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(10) Loyalty.
At one point or another, I discuss each of these as leader characteristics. And, I

believe it’s safe to make this assumption. If someone displays and lives these
characteristics, you’ve found a willing worker.
# 3: Build respect, trust, and morale in the workforce

Respect
Leaders demanding respect have it all wrong. They must earn respect to be in
possession of it. Here are my thoughts on R E S P E C T.
The “R” in respect stands for responsibility. Leaders don’t shuck their
responsibilities. Rather, they place them on their shoulders and see them through to
completion.
The “E” in respect stands for enthusiasm. Followers want to see a high energy
presence in their leader. They appreciate the culture such an attitude produces.
They are always positive, excited, and determined to produce an atmosphere where
excellence flourishes.
The “S” in respect stands for sensitivity. Leaders are sensitive to the wants and
needs of employees. They have a level of sensitivity that helps employees
experience a balanced lifestyle. They have sensitivity to potential dangers facing
the organization and work to overcome them. They are not embarrassed to show
their sensitivity or understanding. It's a sign of strength rather than one of
weakness.
The “P” in respect stands for persistence. When the Germans attacked England in
WWII, Winston Churchill urged his fellow Englishman to never, never, never, ever
give up. He insisted on persisting with this attitude every day. And, with the help
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of other nations, they prevailed. But, do you think the outcome would have been
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the same if they were not able to persist until they succeeded? It was the spirit of
completing the mission that kept soldiers fighting. They fought for victory.
Persistence enables one to take another step when quitting is the desired action.
Persistence enabled Thomas Edison to continue to seek a new way to produce a
light bulb. Persistence pays the dues for those hungry for success.
The second “E” in respect stands for empathy. Leaders with this "E" factor can
walk in the shoes of their employees to help them overcome obstacles. They would
never think of asking an employee to do a task they would be unwilling to
undertake. Empathetic leaders are aware of the emotions, thoughts and feelings
experienced by employees. Employees need this type of support and such leaders
are more than willing to provide it.
The final letter, “T” in respect stands for thanks. Leaders never forget to
acknowledge a job well done with a sincere thank you. This may be sincere words
exchanged or it could be some type of monetary reward. Everyone loves
appreciation. Leaders don’t forget this fact. And, in the end, they will be leaders
who never have to seek support. A support cast will always be there willing to help
complete a job. They will be willing to solve a problem or to keep things going in a
successful manner.
Trust
Like respect, trust is something earned by the behavior of a leader. We know there
are events where a leader opens the door to mistrust. But the better path to earn
trust is to always be truthful. Keeping your word is a trust builder as well. When a
leader loses trust, they have lost a critical support mechanism. So how does a
leader build trust? Here are a few techniques every leader must have in their
arsenal of actions.
 Predictability: There should never be surprises. Behavior and positions on

issues are clear and don’t stray off course. Reaction is predictable. That's
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how it's been in the past. Predictability means consistency.

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 Congruency: Saying one thing and then doing another is one of the quickest
ways to lose trust. Walk the talk and you are congruent. Anything else is
unacceptable behavior.
 Reliability: As an employee, I want to be able to count on you for support in
my time of need. Great leaders are there for their people and don’t abandon
ship when things get rough. Unreliable leaders will soon find themselves on
an island. They will be surrounded by treacherous waters that drown their
leadership abilities.
Morale
Like respect and trust, a lack of morale is a killer. When employee morale is low or
nonexistent, a leader is in trouble. This causes moral to drop. Low morale is a
poison pill for an organization. So how can a leader stop morale from dropping?
Here are a few tips to do this.
 Let people in on the action. When I’m part of the solution, I’m energized to
solve any problems arising. When I know what is going on, I’m able to keep
things going in an efficient manner. We cannot treat people like mushrooms
keeping them in the dark. Great leaders share their knowledge and involve
people at every opportunity. Involvement produces ownership and
ownership produces positive results.
 Be a cheerful leader of people. No one likes a sourpuss. A smiling face and
an encouraging word go a long way towards building morale. Be energized
and positive and you will become the catalyst for improving morale.
 Offer fair and appropriate compensation. I’ve not mentioned money so far.
But let’s face it; we all work for some compensation and enjoy the financial
rewards of our labor. Now I realize a line worker is not paid as well as a
brain surgeon. But paying wages comparable to others doing the same job is
a smart approach to keep morale high. If you have the finances, strive to
keep benefits close to the industry leader. I understand this is only possible
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with a strong cash flow. With high morale, you increase performances that
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keep the cash flowing.
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 Support personal growth. An organization should strive to build a

knowledge base. Look at every position and determine the level of
knowledge needed. You want knowledge that returns the greatest leverage.
Energize employees by allowing them to learn a new skill or to improve on
their current skill level. Many companies cut out training when cash flow is
off. That is exactly the wrong thing to do. There are creative ways to grow
employee knowledge in these circumstances. Effective leader seek to use
those methods. Don’t get caught in the trap of not growing employees.
Doing so will soon have the organization going the way of the Dodo bird.
 Be open to new ideas. Don’t overlook the power of the collective minds of
your employees. Be open to suggestions for improvement. Encourage
participation. Toyota built their corporation on the ideas provided by
thousands of their employees. Approach your leadership role with an open
mind. Encouraging participation. You just might become another Toyota.
 Keep the job interesting. I want to emphasize this final point. Hire
employees matching job requirements to their skills. The better the fit, the
more proficient the performance. For example, some workers are get bored
with repetitive tasks. Such workers will either just coast on the job or quit.
When considering someone for this type of job, identify if they have these
traits. Such behavior is a costly practice that serves no beneficial purpose for
the organization. This is a tricky practice because sometimes finding the
match becomes difficult. Keep your antenna high and look for signals. The
goal is to get a stronger contribution while keeping their interest at peak
levels.
# 4: Create a Sense of Loyalty to the Organization

There are many facets of society depending upon loyalty as a major source of their
success. Soldiers must be loyal to their country. Married couples should be loyal to
each other. And, in an organizational structure, loyalty is a key to making profit.
Loyalty helps to create a team spirit not present in a group of disloyal employees.
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So what can a leader do to build a sense of loyalty within the ranks of those he or
she leads? Here are several ideas to ponder:
1. Create an enjoyable workplace. There are times when work gets tense and
filled with pressure moments. Few can sustain that intensity for too long.
When people enjoy their jobs, peers and leaders, loyalty becomes part of the
culture. I’m not suggesting you take away responsibility and accountability.
These can never go away. You want employees who look forward to coming
to work, not looking for any excuse to get out of work.
2. Develop an Open Dialog with Employees. This is a two-way street. One

path includes keeping employees informed on what is going on within the
company. Share everything possible to share. Keep employees informed
about the state of the company. This practice can improve loyalty. It helps to
keep things going well. It keeps them more engaged in corrective actions to
grow the organization. The second path has to do with involving employees
in decision making. When I have ownership of a decision, I’m going to
support it. And ownership develops when I’m involved in the process. Both
of these techniques keep employees out of the dark and willing to bask in the
sunshine of success.
3. Display Integrity at Every Turn. Leaders with no personal integrity,

struggle to maintain employee loyalty. Such individuals make decisions
favoring themselves over the organization. They try underhanded tactics in
the name of making a buck. In short, they display a characteristic that cannot
ever create confidence and loyalty. Integrity is the most frequent
characteristic mentioned about successful leaders. And, to create a loyal
following, integrity is an ever present trait of the leader.
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4. Values Aligned. Aligning company and personal values produces happier

employees. This alignment also helps to create a more engaged employee.
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Avoid the values conflict and open the loyalty door. First, the organization
should articulate exactly what it stands for. Crystal clear and consistent
application of values is key. Next, when you hire employees, hire keep that
alignment in place. Doing so creates a culture of success and personal
happiness on the job. Work can get hectic enough under normal
circumstances. No need to complicate the issue by a values clash.
5. Be a Reliable Leader. As a worker, I need to be able to depend upon support

when I need it to complete my work assignments. I'm not implying a leader
take over employee responsibilities as a support mechanism. No,
responsibility and accountability never vanish from the scene of reliability.
Sometimes employees need protection and support when they end up in a
venerable posture. That is the type of reliability workers need and deserve if a
leader wishes to create a loyal following.
6. Provide Rewards and Recognition. We all enjoy our 15 minutes of fame. In

the workplace, leaders have many opportunities to recognize a job well done.
Most of the time a simple and sincere “Thank you” is all an employee seeks.
They just want to know their leaders recognize their contributions. And they
appreciate acknowledgment on a private or public level. Recognition works
well. Adding a reward doesn't hurt either. I managed the safety process in the
chemical industry for 10 years. I began to offer rewards for each year without
a lost-time injury. We didn't want employees getting hurt or killed because of
unsafe work practices. We educated, monitored, and never stopped
emphasizing the need for everyone to work safety. We wanted employees
and contractors to look out for the safety of their peers. The result of this
effort produced a ten year period where we did not experience a lost time
accident.
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7. Grow Employees and Their Career Options. This is a two-fold set of

actions. The first is to engage in a consistent and constant training effort. You
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want employees to have thorough, cutting edge knowledge. Unfortunately,

many companies stop training as a cost cutting maneuver. This is a tragic
mistake that will come back to haunt them. Temper training a bit if you must.
Just don't stop it. Next, help employees see their job as a career building
process, not just a paycheck every two weeks. Offer opportunities to grow
skills through training and on-the-job activities. Develop and open doors for
employees capable of handling a higher level of responsibility. Make
employees see their job as a career and you’ve built a strong base for loyalty
to the organization.
8. Make the Workplace a Fun Place to Be. You want employees to complete
their job requirements as well as possible. That is our obligation as an
employee. But striving to make the work environment an enjoyable one is
possible in almost every job scheme. This is a goal employed as part of the
strategic process used to manage the company. When work is enjoyable and
fun, absenteeism drops. This adds employee retention and helps profits soar.
Who could argue with those results?
# 5: Demonstrate a Cooperative Spirit Where Ideas are Valued and

Continuous Improvement is Part of Everyday Activities
A culture lacking a cooperative atmosphere will pay a severe price for being this
way. Success demands cooperation between entities striving to bring success to an
enterprise. Let me be clear. You don’t have to like everyone. But, as a professional,
you have an obligation to work in a cooperative fashion. That statement may sound
contradictory. Such an arrangement can and must occur if there is any animosity
between company leaders. In the end, a team spirit is the expectation. Leaders
make sure cooperation occurs and a team spirit permeates all undertakings.
Anything less will affect the bottom line. And that’s not an acceptable outcome.
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In the 1980’s I was in charge of bringing TQM concepts to the organization in

which I worked. A few years later, ISO 9000 became the world-wide quality
standard. In both cases, a key component was the idea of continuous improvement.
The Japanese called this method of getting better, Kaizen. It's a commitment to end
the year in a better position than where the organization was when the year began.
Every day the search goes on for a better way to carry out our duties. Even if it’s
just a micro move. Moving forward is the course that need traversing on a
continuous basis. Learning from mistakes, an organization seeks to correct and
improve. Looking at things that work well with an eye for how can I make it just a
bit better is the path to continuous improvement.
# 6: Finish What Gets Started

Can you imagine a racer in the Indianapolis 500 driving only 499 miles and then
stopping? Would a marathon runner quite running 100 yards from the finish line?
Anyone knowing a bit about both events can see the absurdity of that type of
performance. Why start something if you have no intent in completing in in the
first place?
In the workplace, the commitment to complete a task begun has to be an everyday

event. And it’s the job of a leader to manage this function. Again, this is part of the
responsibility and accountability mindset. Leaders must provide the necessary
resources to get the job done. Not doing this would be like asking someone to
compete in the Indy 500 with no car!
Leaders must be encouragers, mentors, disciplinarians, providers, and a host of

other roles. The responsibilities? Create an atmosphere of finishing what gets
started. This is a critical responsibility. With no follow-through on work assigned,
a leader invites chaos, criticism and cynicism. Finishing is what winners do.
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Quitting before one finishes defines a loser.

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So how can one develop the will to finish what gets started? One component is to
develop a sincere desire to complete something. The stronger the desire, the greater
the potential to make that desire a reality. Leaders need to identify and unleash
employee career ambitions. Doing so creates a drive to complete what gets started.
Identify a task and spend time planning the action steps needed for its
accomplishment. Some believe planning is a waste of time. To the contrary. The
more detailed our planning cycle, the greater the potential for completing the tasks.
Planning provides momentum. A lack of planning produces inertia.
Third, adapt a never-say-die attitude. Maintaining a positive belief you can do

something increases the success odds. Positive thinking provides energy and
enlightened ideas. Positive thinking blankets a work environment or team with
energy to fuel momentum.
Use of the team concept is an asset. In my business, I’ve engaged in a mastermind

association. This is a group of like-minded individuals that plan achievements and
support each other. It's the support of many that helps make those achievements
possible. As mentioned earlier, the power of many exceeds the power of one. So
it’s a natural outcome of a team or mastermind group to be more powerful and able
to finish what gets started.
# 7: Create a Team Spirit

There has been much written about teamwork. Why? It’s because when a team is
effective, great things can get done. But there is a dark side to this situation as well.
If the team is ineffective, not much of any value gets done. Nowhere can we find a
better example of these two ideas than in the world of sports. When a team clicks
on all cylinders, they are unbeatable—no matter the sporting event. When players
appear dazed, confused and negative with their attitude, it’s going to be a long day.
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Leaders have a prime responsibility to get the best out of every member of the
team. How is this done? Here are some key ideas I’ve learned in my work as a
manager and leader. I continue to use these ideas to help develop leadership and
teamwork skills in others.
1. Someone on the team must assume the leadership role. Why did I use the
word “someone?” In most instances, the leader is in charge. But on a team,
there are times others lead. Throughout the course of team projects, the
momentary role of leader will shift. And, that is a good thing. Think about
your workplace. Chances are while the supervisor may be in charge of a
team, there are times when team members get out front and lead. Recognize
this fact. It help to keep the team moving forward and making progress on
assigned projects.
As one involved in training and managing QC teams in the 1980’s, I saw

how effective they could be. These teams were able to make significant
changes and cost-saving practices. Today, QC teams are not as popular. But
organizations have evolved into a less formal team set up. They've done so
while keeping the basic principles of QC teams in place.
2. The character of team members is critical for the team’s success. The team
itself has obligations of behavior. The cast of characters making up the team
must come under consideration when creating a team. Team members
commit to the goals of the team and embrace tasks assigned to them.
Possessing the knowledge and skills to complete the assigned tasks is
another important consideration. Competency is critical. Teams run the risk
of coming under the communication fog. It's imperative team members
understand message exchanges. If there is no understanding, no
communication occurred. Never forget that last sentence. A “never say die”
attitude is often needed, particularly when things get tough and obstacles
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seem to appear like mushrooms in the night. A tenacious spirit is sometimes

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the difference maker between victory and defeat.
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3. Collaboration produces the cohesion. Like glue, collaborative efforts are the
principle parts of a successful team effort. As anyone can surmise, team
members must work together to get a job done. If one person could do it,
why would one form a team in the first place? So a critical component is the
ability to work together. Professionalism and a proficient execution are
critical collaborative components. Thus, collaboration is a key component of
team success.
4. Keep the questions coming. I love questions! They challenge and prod us
towards a successful end. Teams understand they must question each other.
Questions clarify the team decision before reaching a final resolution.
Asking questions unfolds the unknown. It brings forth facts to make a sound
decision or to move in a different direction. Team members, don't let
question offend you. They are thoughts to stimulate your thinking. And, in
the absence of any thought process, nothing of great value gets done.
5. Survival is not possible without trust and integrity. Team member integrity
is most important. When there is a breech in trust and integrity that is the
beginning of the end. The only result of this situation is the creation of
chaos. Enhanced trust occurs when team members share a common set of
values. The closer the congruency of values, the more harmonious a team
becomes. If a team member promises to complete an assignment, they
should complete the task. It they cannot complete it, a sound reason why
should follow. When integrity and trust are present, a team has the IT factor
in place.
6. Teams turn problems into opportunities. Teams thrive in a positive

atmosphere. Team members believe in positive thinking and that possibility
is always an option. With this mindset, obstacles become an opportunity to
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make positive change. I was a senior corporate manager in the chemical

industry for 27 years. For 20 years I headed our global customer/technical
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service department. We began the program to solve problems with quality

issues. In a short time, we realized the negative connotations of the word
problem. We changed our approach from problems to opportunities. The
primary goal is to resolve a situation for a customer. But it was also to
improve the entire approach to customer service. We coined the word,
“CustOp” to represent a customer opportunity. We didn't want problems.
But, we welcomed them as a chance to grow customer loyalty. We saw them
as another way to turn a negative into a positive.
7. The four “R’s” are Present. Effective teams look to apply four “R” words in
their makeup. These are Responsiveness, Responsibility, Respect and
Results.
For a team to be effective, it must be responsive. The needs of the people

within the organization or to the needs of customers need responses. Dealing
with any issue in a timely fashion is step one. Step two is getting back to the
originator of the concern with possible solutions. Within the team structure,
everyone has a role to make the entire team work like a well-oiled machine.
And that means everyone accepts their personal responsibilities. It also
means every responsibility gets done. Team members should have respect
for each other. As I said earlier, you don't have to like someone. But you
have a professional obligation to work with them. And doing so displays a
respect for that individual. Finally, teams worth their salt want to produce
positive results from all their actions. The bottom line, team structure can get
results, make changes or create new opportunities. The Four “R’s” are the
true best friends of any team.
# 8: Create Possibilities
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Robert Schuller was pastor of the Crystal Cathedral in Anaheim, CA. He created
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an audio program entitled Possibility Thinking. In his educational program
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Schuller emphasized how important dreaming big is to the creation and completion
of an ambitious project. Most successful efforts keep thoughts focused on
possibility rather than impossibilities. This is a critical component for creating
positive results. Leaders need to keep an open mind and a positive mindset towards
every project. Looking at all the possibilities. Visualize how possibilities can
become reality enhances the odds for success. Create possibilities and you create a
bright and successful future.
# 9: Be a Willing Servant
I’m a huge proponent of service. Servant leadership is the core of the principles
governing how to be an effective leader. The true servant leader displays the
following characteristics:
1. Maintains humility while being fierce and unwavering. These leaders are
resolved to do whatever it takes to improve organizational performance.
2. Places honesty and being trustworthy at the forefront of their character traits.
3. Understands that under the banner of servant leadership, people will
flourish.
4. Unleashes the strengths, talents, and passions of those they serve.
5. Gives direct credit to others; let’s go of their ego and seeks ways to build up
others.
6. Raises the bar of expectations. Meet daily to discuss goals, and use weekly
and quarterly reviews to keep up with progress. If performance doesn’t
improve over time, help the individual find a position elsewhere. You get
greatness out of people by expecting it.
7. Teaches others the knowledge, skills and strategies they need to succeed.
8. Focuses on strengths and away from weaknesses.
9. Assembles a team where individual strengths offset individual weaknesses.
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Closing Thoughts
With the ideas shared in this report, I’ve only covered the peak of the leadership
iceberg. There are many more characteristics and ideas available on the topic of
leadership. Let me encourage you to continue studying how you might become a
better leader. Doing so opens the door of opportunity to a bigger and better career
and life. Leadership is where “the rubber meets the road.” It’s at the heart of every
success and accomplishment mankind has had since the dawn of time. I realize this
is a powerful statement. Can you think of a situation where some form of
leadership is not utilized?
Become a leader and you separate yourself from others. Most people are content to
be followers. Separate yourself from the crowd. Build your expertise on how to be
a successful leader of others and of yourself. Take this challenge. I guarantee you
will experience opportunities beyond your comprehension at the moment.
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The Speaker That Improves Performance

Like you, leadership expert and professional speaker Billy
Arcement, has seen many forms of leadership. Is it political
savvy? Is it discipline or risk taking? Is it learned or a genetic
code? Is it only reserved for a select few? Is it better suited for
the ambitious? Is it being able to persuade others?
For over 30 years he held senior corporate leadership positions.

These experiences help him look at leadership through his unique
“leadership lens.” Billy views leadership as needing to focus on service to others.
It’s not about YOU but the people you serve. He sees leadership as an earned title,
not one to imparting fear in others or demanding respect for the position.
Leadership is a privilege and an obligation. It’s caring, teaching and developing the
best a person has to offer.
Billy is often referred to by clients as a Leader’s Leader. He possesses abilities to

grasp what’s happening and to apply solutions. He is most noted for his insights to
improve performance and grow teamwork. His training sessions are rich in content,
humor and filled with challenging ideas. He knows how to make the “people
connection” with integrity, deep caring and a sincere desire to help. And, his
clients appreciate the customized conversations and attention to detail he provides.
He served 12 years on his local school board. His statewide peers elected him as
State President of the Louisiana School Boards Association. He is especially
recognized for his in-depth understanding of school board responsibilities. And, for
the past 25 years, he has shared his “Children First” philosophy with school board
members across America.
He is the author of the internationally published book, Searching for Success. He

co-authored, Journeying on Holy Ground, a book about setting life’s priorities. His
20
newest book, Leading Yourself, Leading Others—Candid Conversations to

Page
Office: 225-572-2804
Improve Performance is due out by late 2017. The American Business Journal On-
line publication distributes his leadership column to thousands each month.
Corporate clients include Stone Energy, Entercom Entertainment, Louisiana Cat,

Douglas Publications and Five Guys Restaurants. The Missouri Emergency
Preparedness Association, HUD, USDA profited from his governmental leadership
strategies. The National School Boards Association and many state associations
say he is one of the best on school board service.
He earned a Master’s of Education degree with a focus on administration and

supervision. He is a charter member (31 yrs.) of the National Speakers Association
New Orleans chapter. His chapter recognized his contributions to chapter
leadership by naming its most prestige’s service award in his honor. He is also 37
year member of the National Speakers Association. Billy has lead corporate
responsibilities for product quality and ISO 9002. He managed environmental and
safety regulatory compliance. He also had oversight of his company’s global
customer/technical service activities.
Billy’s life contains a long list of leadership accomplishments. This translates to

presentations that are not theory but the truth as he sees and lives each day. He is a
leadership expert. He is a Leader's Leader. He is The Candid Cajun.
21
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Office: 225-572-2804
Sample Program Titles (Call about other topic / presentation options)

 8 Strategies to Rejuvenate your Business and Your Life
 Creating and Sustaining High Performance Teams
 Effectively Developing and Growing Employees
 It’s Attitude, Not Aptitude that Gives You Altitude
 Servant Leadership—Creating a Legacy of Service
 Creating an Exceptional Teamwork and Leadership Environment
 Cajun Candor—Straightforward Dialog to Improve Performance
 Focus—Execute—Finish

Billy also presents Human Performance Safety Practices training. This innovative
and performance based safety strategy is a winner. Call to see how you can “up
your safety game” by implementing HPSP in your organization.
For information about Billy’s services as a speaker or consultant for your

organization, go to www.SearchingForSuccess.com, call him at 225-572-2804 or
email Billy@SearchingForSuccess.com.
22
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Office: 225-572-2804

9 Ideas To Create A Solid Leadership Foundation

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9 Ideas to Create a Solid Leadership Foundation

A Special Report Prepared by

incompetent principal—a magnet for poor classroom management and below

What are sensible expectations?

It’s essential, as an organization seeks to improve leadership skills, that it reflects

Key Leadership Competencies

# 2: Possess a Willingness to Work

the going gets tough. During my youth, I participated in a variety of sporting

Penny Loretto, in an About.Com article, cites these characteristics of top level

(1) A strong work ethic.

(2) Dependability and responsibility

(3) Positive attitude

(5) Honesty and Integrity

(7) Motivated to learn

At one point or another, I discuss each of these as leader characteristics. And, I

# 3: Build respect, trust, and morale in the workforce

 Predictability: There should never be surprises. Behavior and positions on

how it's been in the past. Predictability means consistency.

keep the cash flowing.

 Support personal growth. An organization should strive to build a

# 4: Create a Sense of Loyalty to the Organization

2. Develop an Open Dialog with Employees. This is a two-way street. One

3. Display Integrity at Every Turn. Leaders with no personal integrity,

4. Values Aligned. Aligning company and personal values produces happier

5. Be a Reliable Leader. As a worker, I need to be able to depend upon support

6. Provide Rewards and Recognition. We all enjoy our 15 minutes of fame. In

7. Grow Employees and Their Career Options. This is a two-fold set of

want employees to have thorough, cutting edge knowledge. Unfortunately,

# 5: Demonstrate a Cooperative Spirit Where Ideas are Valued and

In the 1980’s I was in charge of bringing TQM concepts to the organization in

# 6: Finish What Gets Started

In the workplace, the commitment to complete a task begun has to be an everyday

Leaders must be encouragers, mentors, disciplinarians, providers, and a host of

Quitting before one finishes defines a loser.

Third, adapt a never-say-die attitude. Maintaining a positive belief you can do

Use of the team concept is an asset. In my business, I’ve engaged in a mastermind

# 7: Create a Team Spirit

As one involved in training and managing QC teams in the 1980’s, I saw

seem to appear like mushrooms in the night. A tenacious spirit is sometimes

the difference maker between victory and defeat.

6. Teams turn problems into opportunities. Teams thrive in a positive

make positive change. I was a senior corporate manager in the chemical

service department. We began the program to solve problems with quality

For a team to be effective, it must be responsive. The needs of the people

an audio program entitled Possibility Thinking. In his educational program

The Speaker That Improves Performance

For over 30 years he held senior corporate leadership positions.

Billy is often referred to by clients as a Leader’s Leader. He possesses abilities to

He is the author of the internationally published book, Searching for Success. He

newest book, Leading Yourself, Leading Others—Candid Conversations to

Corporate clients include Stone Energy, Entercom Entertainment, Louisiana Cat,

He earned a Master’s of Education degree with a focus on administration and

Billy’s life contains a long list of leadership accomplishments. This translates to

Sample Program Titles (Call about other topic / presentation options)

For information about Billy’s services as a speaker or consultant for your

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