Field Guide The Heart Of Leadership
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Becoming a Leader People Want to Follow Field Guide and Workbook TABLE OF CONTENTS Introduction .............................................................................................. 4 How to Use This Guide ............................................................................. 5 What’s Your Picture of Leadership? ............................................................ 7 Leaders are Different ................................................................................ 15 It’s Not About You .................................................................................. 21 Leaders Create the Future ........................................................................ 27 The Genesis of Leadership ....................................................................... 33 Copyright 2014 © by Mark Miller No Substitute for Wisdom ........................................................................39 All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the author, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, write to the author at Mark@GreatLeadersServe.com. Printed in the United States of America ISBN 978-0-578-14477-1 The Heart of the Matter........................................................................... 51 Author’s Note .......................................................................................... 57 Next Steps ............................................................................................... 59 Assessment .............................................................................................. 60 Printing Information Bookmasters 30 Amberwood Parkway P.O. Box 388 Ashland, OH 44805 Tel: (888) 537-6727 Ext. 1137 Look in the Mirror....................................................................................45 Answer Key ............................................................................................. 62 Additional Resources ............................................................................... 68 www.bookmasters.com About the Author .................................................................................... 69 INTRODUCTION HOW TO USE THIS GUIDE Have you ever noticed how many books are written to help leaders get better? As many I’m excited to share the ideas included in this guide and workbook with you! It’s the books as there are focused on helping leaders enhance their skills, there are far fewer second resource of this type I’ve produced. The first was THE SECRET OF TEAMS written to help the leader with the all important self-work -- the part on the inside. That’s FIELD GUIDE . The positive response to that first effort has fueled my passion to what this book is all about. release this workbook. I’ll let you in on a little discussed fact about leadership – as important as the skills are, To allow for maximum applicability, this resource is formatted to serve multiple purposes. lack of skills is not what derails most leaders – skills are too easy to learn. If you want It is a COMPANION – of sorts – to the book, THE HEART OF LEADERSHIP. In to predict someone’s ultimate success as a leader, don’t evaluate their skills but their leadership character. So, why is a book like this necessary? This book is intended to help leaders and that book, I outline five essential leadership character traits you and I must possess to become a leader people want to follow. This guide contains additional content to help you explore the topic with greater depth. aspiring leaders strengthen their leadership character, and as a consequence, position It has been created as a themselves for greater opportunity, influence and impact. For some of you, the ideas the order of the chapters is irrelevant. If you’re hiking and get bitten by a snake, you’ll in this book could help transform your leadership and unlock opportunities like you’ve probably skip the chapters in your trail guide on pitching your tent and go straight to never imagined… it could even change your life. the first aid section. You can use this guide in that same fashion – the content has been FIELD GUIDE – with practical ideas that work. As such, written in standalone segments. Please use it anyway that serves you. If we can embrace and cultivate the leadership character traits outlined in this simple story and master the skills needed to lead, our organizations will soar. It will require both Third, this guide is also a WORKBOOK . I’ve been humbled by the leaders who want to – character and skills. Let’s begin the hard part today… leadership character first. teach this content in a workshop setting around the world. Because I’ve attempted to meet all three of the previous objectives in one resource, I thought it important to provide the ANSWERS needed to fill in the blanks in each chapter. If you’re in a workshop setting, the answers will be provided by your facilitator. For the rest of you – relax. THE ANSWERS ARE IN A SECTION IN THE BACK OF THE GUIDE. My final encouragement to you, regardless of how you decide to use this resource… Enjoy the journey! 4 5 The Secret of Teams very leader has a leadership point of view – a mental picture of what leadership looks like. You may have never thought about it. You may not even know you have this picture. If pressed, you may be able to define it in vague terms, or you may not. But it exists. You lead based on your beliefs, and your beliefs are impacted by the picture you carry in your mind. What’s your picture of leadership? 7 WHAT’S YOUR PICTURE OF LEADERSHIP? GROUP EXERCISE Pretend you’ve just been approached by a reporter. She puts the microphone in your face and asks, “What’s your leadership point of view?” You’ve got 60 seconds – what will you say? MY PICTURE OF LEADERSHIP... Like an iceberg, about Like the iceberg, the remaining The portion above the water represents the of leadership is easily visible to others. is below the waterline. The remainder, below the waterline, represents leadership of the leader. . Find a partner and share your answer. 8 9 WHAT’S YOUR PICTURE OF LEADERSHIP? NOW, IT’S PERSONAL Ken Blanchard and I wrote about the part above the waterline in a book entitled, The As you think about your leadership, are you stronger in the skills arena or in the area of S leadership character? You can decide today to become strong in both leadership skills and leadership character. Secret. We believe great leaders... E R GROUP EXERCISE V What benefits can you expect from a common picture of leadership in your organization? E The SERVE practices are for sustained leadership success. However, they are never enough. What ultimately determines your leadership success is a combination of and leadership . GROUP EXERCISE 10 What negative consequences can you expect if you don’t forge a common definition Think of a leader you know who has the skills to lead but struggles with getting people of leadership? to follow. Why do you think people are reluctant to follow? 11 WHAT’S YOUR PICTURE OF LEADERSHIP? IDEA FOR ACTION Do a Leadership Skills Assessment. This will help you ensure you’re not missing an obvious skill development opportunity. If you discover a critical gap, you’ll need to close it as quickly as possible. You’ll find a free SERVE Assessment at GreatLeadersServe.com under the Resources tab. NOTES 12 13 sk someone what character traits they look for in leaders, and I’m guessing they will probably name attributes like integrity, honesty and loyalty. Although these are fine qualities, they are totally inadequate when describing leadership character. The best leaders must certainly be honest and have integrity, but we expect this from everyone in our organizations. There are additional traits that set leaders apart and make them different. This difference is on the inside. It is a matter of the heart. 15 THE HEART OF LEADERSHIP GROUP EXERCISE Think of a leader you admire. List twenty reasons you think highly of this leader. LEADERSHIP CHARACTER Leadership character can be . The best time to develop leadership character is when a person is Developing leadership character is a The first step towards real change is a Leadership character is an issue of the . . . . GROUP EXERCISE What are signs a person may have issues with leadership character? Now, count the number of attributes you would consider skills and the number you would consider character traits. What did you discover? 16 17 THE HEART OF LEADERSHIP NOW, IT’S PERSONAL Who do you know whose leadership journey is stalled? Is it a skill issue or an issue of leadership character? As you move through this material and explore specific leadership character traits, consider ways you can help this person reach their full leadership potential. IDEA FOR ACTION Take the Assessment in Chapter 9. Do it now. This will provide greater context for the balance of the content in this guide. NOTES 18 19 hen I presented the concepts in The Heart of Leadership to my publisher, he said, “People don’t read books – and if they do, they don’t finish them.” I wasn’t sure what to do with that bit of information. He continued, “Therefore, you’d better put the good stuff in the beginning.” I assured him I had made every effort to edit out all the bad stuff! Regardless of my efforts while creating this content, I decided to follow his advice. Of all the leadership character traits in this book, the essence of effective servant leadership is the ability to Think Others First. 21 IT’S NOT ABOUT YOU NOW, IT’S PERSONAL GROUP EXERCISE How often do you “Think Others First?” Do you find it difficult? If so, join the club! Our Brainstorm a list of behaviors that signal someone is truly interested in you as a person. human nature creates a strong gravitational pull towards self-serving behaviors. However, the battle to overcome our natural tendencies will pay huge dividends in followship and ultimately, results. Which of these behaviors are more challenging for you? What behaviors can you predict from people who believe their leader really wants them to win? GROUP EXERCISE Your assignment is to prepare for a coaching session with a leader on your team who is notorious for thinking others last. How would you frame the conversation? What advice would you give? Make your notes below. Then, find a partner and conduct an abbreviated version of that conversation. Servant Leadership works because: It is It people It builds It raises It the leader’s heart To “Think Others First” is the To serve is a 22 of servant leadership. . 23 IT’S NOT ABOUT YOU CULTIVATING A “THINK OTHERS FIRST” MINDSET 1 Intentionally cultivate relationships with NOTES leaders. Who do you know that could help you with this part of your journey? 2 Ask yourself often, “What would a great servant leader do in this ? Once you have your answer, give it a try. You may be surprised at the results. 3 Look for as many ways as possible to others. Serving in the day-to-day prepares us for bigger opportunities. IDEA FOR ACTION Identify ten people you trust to tell you the truth. Family, friends, co-workers. Explain “Think Others First” to each of them. Ask each person to tell you a time they saw you do this well. 24 25 ne of the leader’s primary roles is to help us see and seize a preferred future; by definition, a state or condition that does not currently exist. How leaders do this has been a subject of much study and debate. In the end, we may never be able to adequately articulate the process – it is as much art as science. However, there is one leadership character trait that enables leaders to excel in this role. The greatest leaders Expect the Best! 27 LEADERS CREATE THE FUTURE TO EXPECT THE BEST MEANS... OPTIMISTIC VS. PESSIMISTIC LEADERS Describe the impact these two types of leaders can have on their organizations. To believe in OPTIMISTIC To believe in To believe in your ability to PESSIMISTIC the future GROUP EXERCISE What are the advantages of cultivating an “Expect the Best” attitude? Which of these best describes your outlook? What are the risks? NOW, IT’S PERSONAL When has an “Expect the Best” attitude served you well as a leader? Be prepared to share your story. 28 29 LEADERS CREATE THE FUTURE 10 WAYS TO CULTIVATE AN “EXPECT THE BEST” ATTITUDE 1 Leverage your 2 Always 3 Seek 4 Be 5 Create small 6 Build on past 7 Consider the 8 Build success 9 Don’t ignore 10 NOTES Remember your IDEA FOR ACTION Write a paragraph describing the best case scenerio for your future 10 years from now. Next, identify the steps you can take today to move toward your preferred future. 30 31 eadership begins when courage meets opportunity. Without courage, our leadership is latent, unseen, and nothing more than unrealized potential. Leadership without courage is actually not leadership at all. Courage puts leadership into play and empowers us as leaders. The absence of courage quickly disqualifies us as someone people want to follow. Therefore, we need courage to lead well. The more courageous we can become, the better we’ll lead. If we can’t muster significant levels of courage when it matters most, we’ll forever limit our influence and our impact. Leaders Respond with Courage. 33 THE GENESIS OF LEADERSHIP GROUP EXERCISE Think of a time you were courageous as a leader. Answer the following questions. NOW, IT’S PERSONAL You may be wondering, “What if I’m not courageous by nature?” You may be more courageous than you think. Repeat the first activity again. Think of another time you were courageous, and another, and another. Make a list. Review it and ask yourself what What was the situation? caused you to be courageous in each of those circumstances. If you find that you do, in fact, lack courage, pay special attention during the following exercise. Why did the outcome matter? GROUP EXERCISE Brainstorm twenty different situations in which courage is required. How did your action affect the outcome? What did you learn about yourself? 34 35 THE GENESIS OF LEADERSHIP A FEW THOUGHTS ON COURAGE Your level of courage is not NOTES . Your courage is . Courage is required in almost a leader does. Courage is . Without courage, it is to lead well. TO BECOME MORE COURAGEOUS Clarify your . If the why is strong enough, the actions are easier. Remember your past . This should yield increasing levels of confidence. Look for opportunities to action. Leaders usually don’t wait, they initiate. IDEA FOR ACTION What is one problem, opportunity, or situation in which your courage as a leader is currently required? 36 37 s you know, for a leader the way forward is often unclear. Rarely do leaders have all the facts or complete mastery of the subject when a decision needs to be made. In other situations, a leader must choose between conflicting priorities or between multiple, good options. How is this possible? Wisdom. Wisdom is the intangible ingredient that enables leaders to make good decisions in challenging or uncertain circumstances. Wisdom also allows a leader to consistently make good choices. The best leaders are wise – some are wise beyond their years. This is no coincidence; they Hunger for Wisdom. 39 NO SUBSTITUTE FOR WISDOM GROUP EXERCISE GROUP EXERCISE Write your definition of wisdom. Be prepared to share it with the group. Work with a partner to create a first draft of a personal development plan with the focus on helping you grow in wisdom. THE TRUTH ABOUT WISDOM It does not It is It is 40 increase with age. over time. to grow in wisdom. It is not the product of events. It should be a life-long for every leader. 41 NO SUBSTITUTE FOR WISDOM NOTES TO GROW IN WISDOM Admit that you wisdom. Focus on the of wisdom, not the outcome. Always remain open to new ideas and Commit to learning. Seek both and Establish a of trusted advisors. views. . IDEA FOR ACTION Who are three people you know who immediately come to mind when you think of wisdom? Why not schedule a meeting with each one to see what you can learn? If you offer to buy their lunch, they’ll probably say, “Yes.” I would suggest you prepare questions in advance. Here’s one I would be sure to include: “I want to grow in wisdom – what advice do you have for me?” NOW, IT’S PERSONAL Pride, hubris and arrogance are the archenemies of wisdom. Seek feedback from those closest to you. Do you have blind spots in this area that would derail your quest for wisdom? If so, you need to know. 42 43 The best leaders don’t blame others. If something happens on our watch, we own it. This sense of responsibility includes a high level of ownership for our own actions, the actions of those we lead, and ultimately, for the outcomes the actions generate. To learn to accept responsibility is foundational to great leadership; the other side of the coin is knowing when to give praise. There’s a delicate balance we’ll explore in the balance of this chapter. The big idea is simply: leaders Accept Responsibility. 45 LOOK IN THE MIRROR GROUP EXERCISE Epic Failures – Think about a miserable failure that happened under your leadership. Answer the following questions about the incident. WHY IS IT DIFFICULT TO ACCEPT RESPONSIBILITY WHEN THINGS GO WRONG? We believe it will our leadership. We think our will be exposed. What was the context? We think We are We don’t What happened? is final. . our people. We may not trust our We are leading from a position of How did you feel? . . GROUP EXERCISE Slow to give praise? Brainstorm at least a dozen reasons some of us are slow to acknowledge the accomplishments of others. Did you fully own the outcome? Why or why not? 46 47 LOOK IN THE MIRROR WHY GIVING PRAISE CAN BE HARD We are We . people know when they did well. We are . We are a We are We are too NOTES leader. . to lead well. IDEA FOR ACTION Over the course of the next week, count the number of times you praise someone for a job well done. Then, the following week, try to double that number. You may see a transformation in your culture and your leadership. NOW, IT’S PERSONAL Are you quick to take credit for success? Are you slow to praise others? Why? 48 49 f you’ve made it this far in this field guide, I’m assuming you’re serious about improving your leadership. But, you may still be wondering why all this talk about leadership character and the heart? Aren’t leaders just supposed to get results? If you’ve been leading long, you know you can get results without creating followship. You also know results can be the byproduct of a very toxic workplace and poor relationships with those you lead. This approach will not maximize results nor is it sustainable. There is a better way... 51 THE HEART OF THE MATTER GROUP EXERCISE What benefits can you expect if you become a leader people want to follow? NOW, IT’S PERSONAL Which of these five character traits is the easiest for you to live out? Which one is the most challenging for you? Begin thinking now about a plan of attack. What obstacles can you anticipate if you want to strengthen your leadership character? IDEA FOR ACTION Focused action will help you get the heart transplant you need. Also, to create a memory hook for you, the five leadership character traits actually do spell HEART. Hunger for Who do you know who would benefit from the ideas presented in this workbook? How could you expose them to this content? If you find a way to teach this material, chances are it will take root in your own life. E xpect the A ccept Respond with Think First 52 53 THE HEART OF THE MATTER NOTES 54 55 AUTHOR’S NOTE here is a vast reservoir of untapped potential in most people, and therefore, in most organizations – wasted potential residing in the discretionary efforts of our people. The day of the hired hands is dead. Leaders operating from that perspective are the dinosaurs of our day. As Peter Drucker said, “We are all knowledge workers.” The implications for leaders… For every pair of hands you hire, you get a free brain. Our challenge is to create the context and the work environment to mine that potential, to capitalize on that FREE brain – starting with us. People don’t leave organizations, they leave supervisors. Are we becoming leaders people want to follow? Or, are we driving talent away? Yes, we need the skills of leadership. I’ve devoted decades of my life to helping leaders acquire the requisite skills to lead well, but skills alone are not the answer. I’ll go back to the premise of the book: If your heart is not right, no one cares about your skills. You and I will be dismissed as a leader if all we bring to the table are skills. Leaders rarely fail for lack of skills. In my experience, for every leader who fails because he or she can’t build a team or cast vision, countless others disqualify themselves for issues of the heart. The good news is we can change the condition of our heart. If we couldn’t, I wouldn’t have written the book. So, what’s my point? I want to encourage you to be vigilant and diligent - give adequate attention to matters of the heart. It is much more important than most leaders think – it is critical. These are not soft issues; this is the issue that will ultimately determine our impact on the world! There is an ancient proverb that summarizes why the matters of the heart are so vital – it captures my thoughts as well as I could ever hope to... ABOVE ALL ELSE, GUARD YOUR HEART EVERYTHING YOU DO FLOWS FROM IT KING SOLOMON, 1OTH CENTURY B.C. 56 57 ondering where to begin? You’ve already started. The resource in your hand can serve as your guide for the journey. My recommendation is to take your next step by completing the Assessment on the following pages. It won’t necessarily provide you the answers you seek, but it could narrow your search for those answers. After you’ve completed and scored the Assessment, you’ll have some ideas regarding where the most productive next steps might be. In addition to completing the Assessment, I have two other suggestions. Create a simple written plan of your intentions for the next 90 days. Then, do it again… then again. Keep the focus tight and the activities specific. You may find this to be a new discipline you’ll want to continue the rest of your life. Find someone to help you on the journey. A word of caution: don’t look for a perfect mentor. You’ll never find one. Just someone you trust, who is further down the road regarding leadership character than you are. 59 ASSESSMENT RATE EACH STATEMENT USING THE FOLLOWING SCALE: 5 = 4 = 3 = Always Often 2 = 1 = Rarely Never Sometimes R ESPOND WITH COURAGE I am willing to make tough decisions. I maintain a high bias for action. People can count on me to do the right thing even when it won’t be popular. H UNGER FOR WISDOM My first instinct when faced with a challenge or opportunity is to act. I see my personal development as one of my highest priorities. Total My calendar reflects the high priority I place on the pursuit of wisdom. I invest time on a regular basis with people who help me grow. T HINK OTHERS FIRST Self-evaluation and reflection play an active role in my pursuit of wisdom. I consider the needs and desires of others before my own. Total I constantly look for ways to add value to others. E XPECT THE BEST When difficulties arise, I remain optimistic. During my daily activities, I often find myself serving others. I am a serving leader. Total My “expect the best” outlook impacts all areas of my life. I consistently demonstrate an “expect the best” attitude. I am able to grasp reality and maintain my optimism. Total WHAT’S NEXT AFTER THE ASSESSMENT? A CCEPT RESPONSIBILITY Look for critical gaps - work to close those first. I accept responsibility for my effort and outcomes. Look for ideas for personal application from this Field Guide. I willingly accept responsibility for the work of those I lead. Create a plan for improvement. Share it with a friend, spouse, or mentor. When outcomes are not good, I look to my role in the situation first. Ask him or her to give you the gift of accountability. When outcomes are good, I am quick to give praise. Stay on the journey! Total 60 61 ANSWER KEY ANSWER KEY CHAPTER 2 CHAPTER 1 Like an iceberg, about 10% DEVELOPED Leadership character can be of leadership is easily visible to others. Like the iceberg, the remaining 90% The best time to develop leadership character is when a person is is below the waterline. The portion above the water represents the SKILLS PROCESS Developing leadership character is a of the leader. The remainder, below the waterline, represents leadership . CHARACTER HEART Leadership character is an issue of the LEADERSHIP . . DECISION The first step towards real change is a . YOUNG . . CHAPTER 3 SKILLS Servant Leadership works because: OTHERS-CENTERED It is HONORS It people It builds TRUST It raises ENGAGEMENT REVEALS It CORNERSTONE of servant leadership. To “Think Others First” is the LEADERSHIP CHOICE To serve is a CHARACTER ESSENTIAL The SERVE practices are for sustained leadership success. However, they are never enough. What ultimately determines your leadership success is a combination of SKILLS CHARACTER and leadership 62 the leader’s heart . 1 SERVANT Intentionally cultivate relationships with 2 SITUATION Ask yourself often, “What would a great servant leader do in this 3 SERVE Look for as many ways as possible to leaders. ? others. . 63 ANSWER KEY ANSWER KEY CHAPTER 5 CHAPTER 4 To believe in YOURSELF To believe in OTHERS INFLUENCE To believe in your ability to 1 Leverage your 2 Always 3 Seek 4 Be GROW COUNSEL UNREALISTIC WINS 5 Create small 6 Build on past SUCCESSES 7 Consider the ALTERNATIVE 8 Build success 9 Don’t ignore 10 64 STRENGTHS Remember your DISCIPLINES REALITY VICTORIES FIXED Your level of courage is not CONTAGIOUS Your courage is the future . . EVERYTHING Courage is required in almost SITUATIONAL Courage is a leader does. . IMPOSSIBLE Without courage, it is to lead well. VISION Clarify your . SUCCESSES Remember your past . INITIATE Look for opportunities to action. CHAPTER 6 AUTOMATICALLY It does not CUMULATIVE increase with age. It is over time. POSSIBLE It is to grow in wisdom. RANDOM It is not the product of events. PURSUIT It should be a life-long for every leader. 65 ANSWER KEY ANSWER KEY NEED Admit that you SHORT-SIGHTED We are wisdom. PURSUIT Focus on the CONTRARIAN Always remain open to new ideas and views. people know when they did well. ARROGANT We are . SELF-SERVING We are a LIFE-LONG Commit to learning. FEEDBACK Seek both COUNSEL and NETWORK Establish a of trusted advisors. . INSECURE We are leader. . BUSY We are too to lead well. CHAPTER 8 CHAPTER 7 WEAKEN We believe it will WEAKNESSES We think our FAILURE We think INSECURE We are TRUST We don’t Hunger for our leadership. is final. . Respond with our people. COURAGE OTHERS First Think . FEAR We are leading from a position of WISDOM BEST E xpect the A ccept RESPONSIBILITY will be exposed. ORGANIZATION We may not trust our 66 ASSUME We of wisdom, not the outcome. . . 67 ADDITIONAL RESOURCES ABOUT THE AUTHOR – This is my site, dedicated to encouraging and GREATLEADERSSERVE.COM ark Miller is a business leader, best-selling equipping leaders around the world. To date, there are more than two dozen specific author and communicator. posts on how to create the type of team this guide describes. Also, you’ll find there a feature entitled TODAY’S CHALLENGE . This is an ongoing series in which I attempt to answer questions submitted by readers. Please send your Mark began his Chick-fil-A career working as an hourly team member in 1977. In 1978, Mark joined the corporate staff working in the warehouse and questions to: MARK@GREATLEADERSSERVE.COM . mailroom. Since that time, he has provided leadership I’m on Twitter @LEADERSSERVE . I hope to connect with you live or in cyberspace! Quality and Customer Satisfaction, Training and If you’d like additional copies of this guide, go to . GREATLEADERSSERVE.COM OTHER BOOKS BY MARK MILLER: for Corporate Communications, Field Operations, Development, and today he serves as the Vice President of Organizational Effectiveness. During his time with Chick-fil-A, annual sales have grown to over $5 billion. The company has almost 2,000 restaurants in 39 states and the District of Columbia. Mark began writing about a decade ago. He teamed up with Ken Blanchard, coauthor of The One Minute Manager, to write The Secret : What Great Leaders Know and Do. Today, over 500,000 copies of The Secret are in print, and it has been translated into more than 25 languages. Recently, he released The Secret of Teams, which outlines some of the key lessons learned from a 20-year study on what makes some teams outperform the rest. His newest book, The Heart of Leadership, was released in 2013. In addition to his writing, Mark loves speaking to leaders. Over the years, he’s traveled extensively around the world teaching for numerous international organizations. His theme is always the same: encouraging and equipping leaders. His topics include servant ALL MARK’S PROFITS WILL BE DONATED TO CHARITY. leadership, creativity, team building and more. Mark has an active lifestyle. As a photographer, he enjoys shooting in some of the world’s hardest-to-reach places, including Mount Kilimanjaro, Everest Base Camp, Antarctica and the jungles of Rwanda. You can see some of his images on his website. Look for the Photo Blog under the Resources tab on GreatLeadersServe.com. 68 69
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