Dr. Ray Newkirk

UlThule™ Leadership

Executive Leadership

Performance Leadership

Action Leadership

Strategic Management Leadership Consulting

“Shared Insight” is the Framework of my UlThule™ Leadership Development Process, my ULDP™. Through ULDP™, leaders gain the “Assist” that enables them to grow beyond the sticking points that impede the progress of their professional and personal lives. This, of course, implies a concern for the effectiveness of a specific Leader’s decision-making success.

Leadership Towards the Future

When you get down to it, Leadership is the Authentic Confidence Game. Without confident followers, leaders struggle. Without a confident leader, followers fail.

Over the last decade, a special kind of Leadership Development has rapidly gained acceptance that focuses on personal and social development . Colleges and universities offer Leadership Development Programs (LDP) and many private career colleges and private businesses have jumped in and introduced their own LDP programs.

Throughout the evolutionary emergence of 21st Century Professional Leadership Development, we find leaders among us possessing a wide range and depth of skill-levels and capabilities, from friends giving assistance to friends and to the more authentic Leadership experts assisting clients with building their Personal Leadership Potencies.

Collectively, when we make the effort and focus our minds on the task, we can find a wide range of leaders, each with a different capacity to lead. For example, we can find many new leaders among us who possess minimal experience, if any at all. We can also find a few very accomplished leaders who surpass 60 years of successful experience, and perhaps even more than that.

Thankfully, a number of successful leaders exist among us who can assist the many “emerging leaders”, also among us, with solving many of the different kinds of Leadership problems they continually face as “up close and personal” challenges.

Although Leadership Development is not Psychotherapy, it can, nevertheless, become therapeutic whenever people finally come to realize that someone is out there who can assist them with solving some of life’s most difficult personal and professional social problems. —Ray Newkirk

Accelerating Your Career through

Transformative UlThule™ Leadership Development

Welcome to Dr. Ray Newkirk’s Virtual Reception Center.  I encourage you to discover who we are, what we do, what we stand for, what we have accomplished, and, more importantly, why joining our network of serious minded leaders makes good sense. 

At this site, you will learn about our history, our clients, our accomplishments, our approach, our alliances, and our set of unique Leadership Development skills and capabilities.  We hope you can see for yourself why we are indeed a “small company with a big stick”.

If you would like more information or would like to speak to someone, please email Dr. Newkirk at rnewkirk@smilc.info or contact him directly at (407) 864-7756. We hope you enjoy your visit.

Guided by formative ethical principles of professional conduct and personal integrity, we strive for the highest level of performance attainable in whatever we do. We lead clients to do the same.  We offer:

* Management Audits,

* Leadership Development Assistance,

* Leadership Mentoring,

* Executive Development,

* Group Workshops,

* Breakthrough Leadership Planning,

* Strategic Action Consulting,

* Conflict Resolution,

* Contingency Management,

* Executive Leadership Education,

* Retainer Consulting, and

* Post Project Reviews

We bring Human Systems solutions to complex personal and professional Leadership problems. Working with executives and their teams, we mobilize innovation and change to unleash the power of strategic action.  Our strength is that we bring a “highest level of performance attainable” or the UlThule™ Approach to every client engagement.

The "Problem of Performance" impacts all human activity. Arguably, performance has become intimately linked with the challenge of team and individual competence. Moreover, it has become the standard or criteria of individual and organization success. Performance is the pervasive challenge that defines the difference between success or failure and even between competitive leverage and strategic weakness. — Ray Newkirk

Thank you for spending some time with us.  I hope you become a client, contributor, and supporter soon as we continue to cultivate Potent Leadership.

 Ulthule™ Leadership Mastery

Leadership to the Future

Leaders who occasionally lead their followers and project teams occasionally consult with their followers and teams to get advice about the nature of the situation. It happens. However, not all Leaders can lead good enough and not all Leaders can ask their followers good enough questions to gain the confidence of their followers. It is important to keep this in mind and not become unnecessarily ambitious. —RLN

About Leadership & Leading

 A Self-Design Process 

Please examine my Self-Design Process. Use it to customize your own Leadership skills development regimen.  If you desire a one day seminar, select any four modules from the catalogue.  If you prefer a two day event, select any eight modules.  For a three day event, select any twelve.  You can build your seminars as a one, two, or three day program.  You can also schedule a program as a series of one day seminars over a specific duration of your own choosing.  My seminar modules are so information-packed that you may even choose to build an entire one day seminar around any specific topic or track.  The Program is flexible and evolutionary.  I designed it to accommodate your schedule and interest.

  1. Why Bother with Leadership?

  2. Core Competencies of Successful Leaders & Followers

  3. Critical Success Factor Models for Effective Leadership & Leading

  4. Critical Success Models for Effective Innovation & Change

  5. Fundamentals of High-Impact Leadership & Leading

  6. Fundamentals of High-Impact Leadership

  7. Common Organization Performance Models

  8. The Organization-Human Systems Continuum

  9. Important Descriptions in Leadership

  10. Important Leadership and Leader Skills

  11. The Motivation Design Process

  12. The Activities of Leading & Leadership

  13. The Core Competencies of Successful People

  14. The Value of Resonance

  15. The Value of Preparation in Leading

  16. The Art of Initiation in Leadership

  17. Purposive or Purposeful Leadership?

Leading and Leadership 

1.  Group Leading/Leadership

Adult Learning Modes

Instruction Methods-Lectures, Handouts, Videos

Demonstrations, Samples, Slides, Discussion, Participation, Survey,

Sharing Experience

Teaching Materials-Tools, Resources

Group Dynamics/Leadership

Leader Listening

Esteem Building

Build Team and Follower Support

Types of Communication & Listening Skills

Responding Skills

Communicating with Leaders and Followers

Communicating with the Sensitive, Confused, Defensive

Intercultural Communications

Building Morale

Resolving Difficult Situations

Program Management

Philosophy of Operation

Expressive/Creative Program, Scope – Physical, Mental, Social, Emotional, Team, Spiritual, Educational

Program Planning – Client-Centered

Organization – Scheduling

Program Implementation – Coaching

Evaluation Techniques

Modes of Planning

Equipment & Supplies

Professional Development & Leading

Certification

Professional Attitude Toward Followers

Professional Associations

Business Expectations

Professional Standards – Ethics

Professional Affiliations

Professionalism

Leader’s Role, Goals, Knowledge

Leadership Education

Interpersonal Relationships

Staff Team Approach – Working Together

Coordination of Services – Staff, Teams, Volunteers

Peer Relationships – Staff, Teams, Individuals

Organization Relationships – Various Age Needs and Attitudes

Empowerment/Managing Relationships/Personality Evaluation

Staff/Leader Relationships

Leader Relationships

Organization Relationships

Organization Structures at Different Levels of Leadership

Conflict Resolution

Dealing with Difficult People

Assertiveness Training

Motivation of Followers, Teams, Organizations, Staff, Volunteers

Professional Improvement

Motivational Techniques

Regulations

State & Local Leadership Regulations & Standards – OSHA, ADA & Professional Standards

Survey Process

Plan of Leadership

Corrections

Legislative Updating

Leadership Specialty Standards

Leadership Confidentiality Rules & Regulations

Leadership Health Regulations

Mental Health Regulations

Medical Health Regulations

Financial Management

Reimbursement

Budget Writing

Record keeping

Expense control 

Establishing Non-Profit Status

Fund Raising

Establishing Budgets

Donation Management

Over the years, I have heard people call for ever more efficiency here and there, and especially in the workplace. Efficiency has a pleasant ring to it that conveys a certain kind of wisdom. It is good to do things right. Unfortunately, this is not good enough. We do better by ensuring that we do the right thing first. Doing things right for the wrong thing creates a number of complex problems that require solving downstream. Effectiveness targets doing the right thing. I like to the right thing first. — Ray Newkirk

Leadership Effectiveness

  1. Mastering the Contextual Competencies of the Leadership & Leading Model

  2. Mastering the Skills Required to Develop a Project Orientation with Every Team Member

  3. Mastering the Skills Required to Maintain a Project Orientation with Every Team Member

  4. Mastering the Contextual Skills Required to Develop a Program Orientation for Multiple Project Teams

  5. Mastering the Contextual Skills Required to Develop a Program Orientation for Multiple Project Managers

  6. Mastering the Contextual Skills Required to Develop a Program Orientation for Every Team Member

  7. Ensuring that the Program Orientation Refers to the Leadership and Management Guidance Concerning the Contextual Skills Required to Develop and Maintain a Program Orientation for Multiple Project Teams and Project Managers

  8. Assisting the Client with Developing the Contextual Skills Required to Plan the Information Systems Portfolio of an Enterprise

  9. Assisting the Leader with Developing the Contextual Skills Required to Plan the Information Systems Portfolio of Component Organizations of an Enterprise

  10. Assisting the Leader with Developing the Contextual Skills Required to Develop the Information Systems Portfolio of an Enterprise

  11. Assisting the Leader with Developing the Contextual Skills Required to Develop the Information Systems Portfolio of Component Organizations of an Enterprise

  12. Assisting the Leader with Developing the Contextual Skills Required to Maintain the Information Systems Portfolio of An Enterprise

  13. Assisting the Leader with Developing the Contextual Skills Required to Maintain the Information Systems Portfolio of Component Organizations of an Enterprise

  14. Assisting the Leader with Developing the Contextual Skills Required to Renew the Information Systems Portfolio of an Enterprise

  15. Assisting the Leader with Developing the Contextual Skills Required to Renew the Information Systems Portfolio of Component Organizations of an Enterprise

  16. Ensuring that Leadership Guidance refers to the Contextual Skills Required to Plan, Develop, Maintain, and Renew the Information Systems Portfolio of an Enterprise and Component Organizations

  17. Assisting the Leader with Mastering the Deep Contextual Skills Required to Implement Leadership and Project Management as a Segment of the Enterprise Business Strategies

  18. Assisting the Leader with Mastering the Deep Contextual Skills Required to Implement Project Management as a Segment of the Enterprise Technical Strategies

  19. Assisting the Leader with Mastering the Deep Contextual Skills Required to Implement Program Management as a Segment of the Enterprise Business Strategies

  20. Assisting the Leader with Mastering the Deep Contextual Skills Required to Implement Program Management as a Segment of the Enterprise Technical Strategies

  21. Assist the Leader with Mastering the Deep Contextual Skills Required to Implement Portfolio Management as a Segment of the Enterprise Business Strategies

  22. Assist the Leader with Mastering the Deep Contextual Skills Required to Implement Portfolio Management as a Segment of the Enterprise Technical Strategies

  23. Implementing Project, Program, and Portfolio Management as a Segment of the Enterprise Business and Technical Strategies

  24. Assisting the Leader with Mastering the Contextual Skills to Design the Static Organization Structure

  25. Assisting the Leader with Mastering the Contextual Skills to Design the Static Organization Processes

  26. Assisting the Leader with Mastering the Contextual Skills to Design the Static Organization Transformations

  27. Assisting the Leader with Mastering the Contextual Skills to Develop the Static Organization Structure

  28. Assisting the Leader with Mastering the Contextual Skills to Develop the Static Organization Processes

  29. Assisting the Leader with Mastering the Contextual Skills to Develop the Static Organization Transformations

  30. Assisting the Leader with Mastering the Contextual Skills to Maintain the Static Organization Structure

  31. Assisting the Leader with Mastering the Contextual Skills to Maintain the Static Organization Processes

  32. Assisting the Leader with Mastering the Contextual Skills to Maintain the Static Organization Transformations

  33. Ensuring that Essential Permanent Organization Refers to Management Guidance Concerning the Contextual Skills Required to Design, Develop, and Maintain the Static Organization Structure, Processes, and Transformations

  34. Assisting the Leader with Mastering the Contextual Skills Required to Manage the Process Fee-Based Transactions

  35. Assisting the Leader with Mastering the Contextual Skills Required to Manage the Transformation of the Transactions that Occur Between the Enterprise and the Internal Customer Base Enabled by Information Systems

  36. Assisting the Leader with Mastering the Contextual Skills Required to Manage the Transformation of the Transactions that Occur between the Enterprise and the External Customer Base Enabled by Information Systems

  37. Assisting the Leader with Mastering the Contextual Skills Required to Manage the Transformation of the Transactions that Occur between the Enterprise and the Internal Customer Base Supported by Information Systems

  38. Assisting the Leader with Mastering the Contextual Skills Required to Manage the Transformation of the Transactions that Occur between the Enterprise and the External Customer Base Supported by Information Systems

  39. Assisting the Leader with Mastering the Contextual Skills Required to Deliver Effective Systems tn Support of the Enterprise Mission

  40. Assisting the Leader with Mastering the Contextual Skills Required to Deliver Effective Products for the Enterprise in Support of the Enterprise Mission

  41. Assisting the Leader with Mastering the Contextual Skills Required to Deliver Effect Technologies for the Enterprise in Support of the Enterprise Mission

  42. Assisting the Leader with Mastering the Contextual Skills Required to Maintain Effective Systems in Support of the Enterprise Mission

  43. Assisting the Leader with Mastering the Contextual Skills Required to Maintain Effective Products for the Enterprise in Support of the Enterprise Mission

  44. Assisting the Leader with Mastering the Contextual Skills Required to Maintain Effect Technologies for the Enterprise in Support of the Enterprise Mission

  45. Assisting the Leader with Mastering the Contextual Skills Required to Manage the Information Systems Development Teams at the Project Levels

  46. Assisting the Leader with Mastering the Contextual Skills Required to Manage the Information Systems Development Teams at the Organization Levels

  47. Assisting the Leader with Mastering the Contextual Skills Required to Ensure the Health of all Information Technology Projects

  48. Assisting the Leader with Mastering the Contextual Skills Required to Ensure the Security of all Information Technology Projects

  49. Assisting the Leader with Mastering the Contextual Skills Required tp Ensure the Safety of All Information Technology Projects

  50. Assisting the Leader with Mastering the Contextual Skills Required to Ensure the Environment of All Information Technology Projects

  51. Assisting the Leader with Mastering the Contextual Skills Required to Ensure the Health of All Information Technology Programs

  52. Assisting the Leader with Mastering the Contextual Skills Required to Ensure the Security of all Information Technology Programs

  53. Assist The Leader In Mastering The Contextual Skills Required Ensure The Safety Of All Information Technology Programs

  54. Assist The Leader In Mastering The Contextual Skills Required Ensure The Environment Of All Information Technology Programs

  55. Assisting the Leader with Mastering the Contextual Skills Required to Support the Financial Functions of the Enterprise

  56. Assisting the Leader with Mastering the Contextual Skills Required to Support the Financial Functions of Information Technology Organizations

  57. Assist the Leader In Mastering The Contextual Skills Required To Ensure That The Legal Environment Is Effective

  58. Assisting the Leader with Mastering the Contextual Skills Required to Ensure that the Legal Environment Possesses the Capacity to Guide All Aspects of the Project Management Environment

  59. Assisting the Leader with Mastering the Contextual Skills Required to Ensure that the Legal Environment Possesses the Capacity to Guide All Aspects of the Project Management Environment for a Specific Project

  60. Assisting the Leader with Mastering the Contextual Skills Required to Ensure that the Legal Environment Possesses the Capacity to Protect All Aspects of the Project Management Environment

  61. Assisting the Leader with Mastering the Contextual Skills Required to Ensure that the Legal Environment Possesses the Capacity to Protect All Aspects of the Project Management Environment for a Specific Project

  62. Assisting the Leader with Obtaining the Management Guidance Concerning the Contextual Skills Required to Ensure that the Legal Environment Is Effective

  63. Assisting the ITIL Leader with Obtaining the Capacity to Guide Project Teams through a Specific ITIL Project

  64. Enhancing the Feedback and Adjustment Processes of Leadership Effectiveness

Working with Leaders and Teams 

The Leadership Landscape:

  1. Introduction to Leading.

  2. Leading is Communicating

  3. Building Your Framework Success.

  4. Paving Your Road to Success

  5. Putting Your Stake in the Ground

  6. Critical Success Factor Models for Effective Innovation & Change

  7. Returning to the Basics

  8. Moving Beyond the Basics

  9. The Beliefs & Values Continuum

  10. Using Leadership to Enhance Your Mentoring Program

Leadership Programs

All of my Leadership programs are designed for the client. Dr. Newkirk does not believe in giving advice, rather he maintains that sharing and developing insights deliver more potent results that facilitate Leadership problem-solving success.  Advice can be wrong. Dr. Newkirk likes to remind people that: “The problem with advice is that the client might take it. The client does better in life when he or she solves their own problems.” Problem-Solving is the hallmark of the Ulthule™ approach to Leadership success. At the team and individual levels, Dr. Newkirk & the Systems Management Institute assists clients with:

  • Rapid Problem-Solving

  • Learning to Listen

  • Mastering Collaboration Skills

  • Building Soft Skills

  • Improving Decision Making

  • Identifying Core Values

  • Reducing Complexity

  • Mastering Strategic Management

  • Building Workplace Relationships

  • Attaining Management Effectiveness

  • Attaining Leadership Effectiveness

  • Leading Innovative & Creative Organizations

  • Accelerating Career Development

  • Designing Constructive Self-Renewal

  • Guiding  Career Transitions & Transformations

Leadership Mastery Program Types – Theory & Practice

  • Supportive

  • Maintenance

  • Empowerment

  • In-House or External

  • Social

  • Religious

  • Creative – Journaling, Writing

  • Retreats

  • Educational – Adult Learning, Special Events

  • Special Needs Clients

  • Client Planned

  • One-on-One – In-Office

  • Reality Awareness

  • Self-Help

  • Team Oriented – Intergenerational, groups within the organization

  • Computer Based

  • Lesson Planning

  • Field Studies/Policies & Procedures

Leadership Writing Skills

  1. Documentation Chart Auditing

  2. Jobs Descriptions

  3. Policies and procedures manuals

  4. Incident Records/Reports

  5. Letters of Request – Direct Mail

  6. Grant Writing

  7. Public relations

  8. E-Mail and Internet Etiquette

  9. Forms Development

Hidden Skills of Leadership Success

Understanding Your Follower

Leading Difficult Followers and Teams

Fundamentals of High-Impact Leadership

Clarifying Follower Expectations

Mastering the Art of Persuasion

Use Influence to Leader Others

Make Powerful Decisions

If you wish to become a potent Leader, master these skills. Then if you care, you can become a great Leader. Why not care?