Essential Leadership Skills - Presentation by AJ Yilmaz, Executive Director, American College of Nutrition & CEO, Target Action presented to Tampa/St Petersburg section of ASQ on Feb 9, 2009.
The document provides an overview of basic leadership skills, including people skills, communication skills, planning, delegation, and coaching. It discusses concepts like understanding different personality types, assessing opportunities for leadership development, and principles for effective delegation. The goal is to help readers improve their leadership abilities in managing teams and organizations.
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Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Leadership requires bringing together the best qualities in people to create success. The document discusses the qualities of effective leaders, including being calm under pressure, having a clear vision for the future, and bringing out the best in their team. While some leadership skills are innate, others like patience and empathy can be learned. True leadership is measured by a person's ability to guide their team to achieve a common goal. The document provides tips for developing strong leadership skills, such as self-evaluation, understanding different perspectives, focusing on work instead of personal issues, and serving as a role model through high-quality work.
This document discusses effective leadership. It defines leadership as a process by which a person influences others to accomplish an objective and directs an organization. Key attributes of effective leaders are listed as interpersonal skills, communication skills, values, confidence, flexibility, and creativity. The document contrasts leadership with management, and discusses different theories and styles of leadership, including autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leadership styles highlighted include vision, passion, confidence, image-building, role-modeling, external representation, and inspirational communication.
The basic skills of leadership include problem solving, decision making, planning, meeting management, delegation, communication, and self-management. These basic skills form the foundation for developing more advanced leadership practices in management. Leadership requires skills like integrity, vision, communication, building relationships, persuasion, adaptability, teamwork, coaching, decision-making, and planning. Developing these skills is essential for effective leadership.
Leadership skills and traits can be developed. A leader influences others towards achieving goals and does the right things, not just things right. Key leadership traits include achievement drive, leadership motivation, and honesty. Situational leadership involves providing the right level of direction and support based on followers' readiness. Effective teams have clear strategies and roles, open communication, rapid response, and strong leadership. Leaders should understand where followers are developmentally and adjust their leadership style accordingly.
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
People management is one of the most difficult areas of management. Good managers must anticipate issues that could affect their employees' motivation and performance in order to keep their teams aligned with organizational goals. There are two main theories on managing people - Theory X assumes people are lazy and need close supervision, while Theory Y assumes people are self-motivated and seek responsibility. Effective managers balance concern for results with concern for their employees' needs and interests. Regular self-evaluation using a development wheel can help managers improve their coaching, delegation, communication, and other leadership skills.
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.
The document discusses what makes effective leadership. It lists personal traits like self-confidence, initiative, and communication skills, as well as managerial traits such as administrative ability, technical knowledge, and ability to deal with people, that effective leaders possess. It also discusses prerequisites of leadership like developing voluntary cooperation, exercising authority when needed, building confidence in followers, and effective communication. The document emphasizes that true leadership requires confidence, courage to make tough decisions, and compassion for others' needs.
Each one of you can be a Leader, Just that you have to work towards it!
Leadership is a skill that can be acquired with the implementation of carefully thought of steps!
Leadership tips for first time managersAsif Ebrahim
1. Accept that you still have lots to learn as a new leader and be prepared to learn from others, including your team.
2. Communicate clearly with your team by keeping them informed of goals, priorities, and deadlines and welcome questions and feedback.
3. Set a good example by holding yourself to the same high standards of professionalism and dedication that you expect from your team.
Management and Leadership Training PresentationFelcotech
The document outlines an upcoming presentation by Felix Ugokpa on developing leadership skills for effective people management, including an overview of the presentation content which covers modules on leadership, management, communication, and conflict management skills. The objectives are for participants to learn skills and techniques for people's management, leadership attributes, and how to reduce conflicts.
People management skills_Interpersonal skills, Emotional Intelligence, Employee Engagement, Motivation and Conflict Resolution strategies and techniques
The document discusses various leadership theories including trait theory, behavioral theory, contingency theory, path-goal theory, normative decision theory, and situational leadership theory. It provides summaries of each theory and highlights key aspects such as leadership styles, situational variables that influence leadership effectiveness, and frameworks for matching leadership style to follower readiness.
Leadership skills and competencies are important for effective leadership. Key leadership skills include personal skills, communication skills, thinking skills, delegating skills, and decision-making skills. Leadership competencies include influencing others, fostering accountability, building relationships, coaching, communicating, working effectively, and building high-performing teams. Skills are abilities that can be developed through learning and practice, while competencies demonstrate being qualified through experience and abilities. Effective leaders develop skills and competencies to influence followers and achieve goals willingly.
Becoming You - The Key to Becoming a LeaderGeoff McDonald
Most leadership courses and books fail to produce leaders because they focus on the wrong things. They treat leadership as if it’s a thing to do, a means to an end. Instead, leadership is a side-effect, a by-product of a way of being. In particular, leadership occurs as a result of being fully expressed as a human being in the pursuit of something worthwhile. In this Book Rapper version of Warren Bennis' classic book, On Becoming A Leader we explore the starting point for leadership.
The document provides an overview of neuroscience and cognitive neuroscience, as well as the research conducted at the Center of Brain and Cognition (CBC) in Barcelona. The CBC uses computational and experimental methods to understand how the brain gives rise to cognition and is organized. Researchers investigate topics like multisensory integration, language acquisition, reasoning and more. The neuroscience laboratory provides resources and equipment to support experimental research.
Over 20 quotes from scholar, organizational consultant and author, widely regarded as a pioneer of the contemporary field of Leadership studies, Warren G. Bennis
Poor communication is generally considered the biggest area of management weakness. Use a leadership style that is appropriate to the person, task and situation
The document discusses leadership styles and theories. It defines leadership as the ability to influence people toward organizational goals. It describes different leadership styles like authoritarian, paternalistic, democratic, and laissez-faire. It also covers leadership theories such as the great man theory, trait theory, and contingency theory. Additionally, it provides characteristics of good and bad leaders and how employees experience leadership.
To develop leadership skills, know your existing skills and look for opportunities to use them. Pursue your passions and get involved in activities you care about deeply. Work on improving your communication abilities and lead by example through your actions rather than just words.
From the event "From Troubled Teens to Tsarnaev: Promises and Perils of Adolescent Neuroscience and Law."
Part of the Project on Law and Applied Neuroscience, cosponsored by the Center for Law, Brain and Behavior at Massachusetts General Hospital and the Petrie-Flom Center for Health Law Policy, Biotechnology, and Bioethics at Harvard Law School.
For more information, visit our website at http://petrieflom.law.harvard.edu/events/details/from-troubled-teens-to-tsarnaev.
Team sports, tabletop games, and charity work can help develop leadership skills. Team sports teach teamwork and allow players, especially captains, to learn from directing a team towards a common goal. Tabletop games similarly require coordinating to achieve an objective while dealing with opponents, but allow more time for planning. Charity work provides hands-on leadership practice through organizing events, managing volunteers, and resolving conflicts, all while benefiting the community.
Warren Buffett is a transformational leader who serves as a role model through his idealized influence and inspires followers with his motivational leadership. He stimulates intellectual growth in followers and creates an environment where individual consideration is given, delegating responsibilities effectively. Buffett believes leaders shape those around them based on who their own heroes are.
This document provides strategies for improving leadership skills. It recommends developing critical thinking skills to analyze problems from multiple perspectives and find logical solutions. It also suggests becoming an effective communicator by practicing public speaking and using communication channels like blogs and podcasts to convey persuasive messages to large audiences. Finally, it advises creating a personal philosophy reflecting individual values and ideals to convey an innovative vision that can inspire change.
Warren Buffett is considered one of the greatest business leaders. He started small businesses as a child and made successful investments at a young age. Over decades, Buffett built his company Berkshire Hathaway through prudent decisions and a focus on value investing. He is admired for his humility, integrity, and ability to inspire others through his passionate leadership.
The document discusses key aspects of leadership including:
1. Leaders help groups transition between paradigms by providing direction, communicating goals, and enabling others through coaching and resources.
2. Effective leaders spend more time leading and less time managing by focusing on direction, communication, and developing people, while still ensuring processes run smoothly.
3. Crucial leadership skills involve strategic planning, communication, and change management techniques like recognizing accomplishments and reinforcing desired behaviors.
John Adair And Leadership Skills -Motivation and Decision MakingDemandGen
This document discusses leadership skills and theories of motivation. It covers John Adair's leadership model of focusing on tasks, teams, and individuals. It also discusses Adair's views on motivation, including his 8 rules for motivation and the 50:50 rule about sources of motivation. Additionally, it outlines theories of motivation from Maslow and McGregor, including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Managers are advised to recognize individuals' needs for achievement, self-direction, and meaning while providing guidance and rewards.
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
Without positive attitudes and perceptions, students have little chance of learning proficiently, if at all. There are two categories of attitudes and perceptions that affect learning: (1) attitudes and perceptions about the learning climate and (2) attitudes and perceptions about classroom tasks
The document discusses the nature of leadership, leadership traits, skills, and styles. It defines leadership as the ability to persuade people to work towards a common goal. Key leadership traits include honesty, competence, being forward-looking, inspiring, intelligent, fair-minded, and courageous. Leadership skills include technical, human, and conceptual skills. Common leadership styles are autocratic, democratic, and laissez-faire. The document also discusses power, sources of power including position and personal power, and influence tactics.
10 Best Sayings To Boost Your Leadership Skills Today!Simplify360
A deck which will help you in enhancing your leadership skills.
Sayings by 10 greatest leaders in the world, will boost your morale and take your self confidence to a new high.
Let the journey of leadership begin!
This document provides an overview of a leadership skills course, covering key topics such as definitions of leadership, contingency theories of leadership including situational leadership theory and the path-goal model, cutting-edge approaches like team and charismatic leadership, and leadership issues managing power, developing trust, and gender differences in leadership. The course objectives are to learn about the nature and importance of leadership, different theories and approaches to leadership, and common challenges leaders face.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
Are you looking for new ways to increase engagement, boost your performance and your business results? Learn how to use your strengths and how to cross-train to bring out the best in yourself and the teams you work with. This fast paced 30 minute webinar by Bob Wiele highlights the new findings from How to Be Exceptional, Mc Graw Hill 2012, by industry leaders John Zenger, Joseph Folkman, Robert Sherwin and Barbara Steel and others in the high performance field.times.
This document discusses how personality development helps in interviews. It defines personality development as the dynamic construction of traits that distinguish individuals. Personality is influenced by parents, environment, genetics and continues developing across one's lifespan. For interviews, personality development helps gain acceptance, makes one disciplined and an asset for organizations. It discusses what interviewers observe like body language, communication skills, and what can go wrong like miscommunication or overconfidence. Developing traits like openness, agreeableness, and maintaining a positive outlook can help make a good impression in interviews.
In summary, success in your endeavors requires a combination of goal-setting, efficient work habits, resilience in the face of challenges, a strong support system, a willingness to learn from failures, adaptability, and celebrating achievements. Apply these strategies to unlock your potential for passionate and fulfilling success.
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
This document discusses personal development and creating a competency model for an organization. It recommends developing a competency model by defining success, identifying organizational needs, and determining the behaviors and competencies needed for top performance. A sample sales competency model is provided, listing competencies like innovation, negotiation, customer focus, and relationship management. The document then discusses using personality assessments to gain self-awareness, identifying strengths and weaknesses, and developing goals to strengthen areas and minimize weaknesses to better meet organizational competency demands. It provides tips for reviewing assessment results, creating a development plan, and continually improving competencies through goal setting and regular progress meetings.
This document discusses how to improve team performance through understanding behavioral styles and improving communication. It emphasizes that most business issues are people-related, and that team productivity can be increased by 70% through behavioral discovery. It provides tips for self-awareness, adapting communication styles to different personalities, and building trust within teams. The goal is to align team members' motivations with business goals to improve execution and results.
The document describes a Dale Carnegie Training leadership program for managers. The 7-session, 3 hours per week program helps managers develop skills to handle challenges in today's business world, including adapting to change, innovating, managing processes, and leading employees for success. The training focuses on self-direction, developing people skills, creating and managing processes, effective communication, and balancing outcomes with performance accountability.
8 Essential Interpersonal Skills Project Manager Must Have! PMExamSmartNotes
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This presentation talks about the 8 essential interpersonal skills that a project manager must understand and practice. This topic is part of PMBOK (Tools and Techniques of Manage Project Team and Develop Project Team processes from Project Human Resources Management knowledge area) and is helpful in your preparation for PMP or CAPM certification exams. Or you can use this to understand more about project management.
For more detailed study notes visit www.PMExamSmartNotes.com.
The document provides information on training courses offered by Velocity Advisory Group. It summarizes 14 different training courses focused on areas like team effectiveness, strategy, leadership, culture, and performance. The courses provide insights and tools to help participants excel in today's workplace and achieve organizational success through executing strategy, developing leaders, and building culture.
Planning, Selling, and Engaging: Gaining Buy-In from Ideation to DeliveryJerry Manas
Jerry Manas shares best practices in software and process adoption and change leadership, gaining buy-in from ideation to delivery. Based on a chapter in his book, The Resource Management and Capacity Planning Handbook.
Successfully leading a team requires different skills than individual work. Many managers struggle because they were promoted for individual skills but not people management skills. The 7 Habits for Managers program teaches managers to first manage themselves and then empower their teams to manage themselves through shared expectations. The program focuses on developing a manager's character over just their actions through applying mindsets, skills, and tools from the 7 Habits framework to become a leader who can consistently deliver results with and through others.
The document provides guidance on becoming an effective leader. It discusses five foundational essentials that effective direct selling leaders have mastered: vision, values, principles, self-awareness, and fundamentals. It then covers various topics related to developing leadership skills, including setting goals, strategic planning, prospecting, and appointing new recruits. The overall message is that mastering certain business fundamentals, skills, and self-awareness are keys to becoming an effective direct selling leader.
The document discusses various aspects of effective leadership communication and cross-cultural communication. It covers topics such as principles of effective leadership communication including openness, leading by example, prioritizing communication, and inspiring others. It also discusses the importance of cross-cultural communication for better progress, cultural influence, and management. Some ways to improve cross-cultural communication mentioned are preferring meaningful conversation, slowing down, separating questions, avoiding slangs and maintaining etiquette. Sources of potential miscommunication in cross-cultural settings include assumption of similarities, language differences, nonverbal misinterpretation, preconceptions and stereotypes, tendency to evaluate others and communicating with high anxiety.
This document provides guidance for developing a Mentoring Action Plan (MAP) to help mentorees progress in their careers. It discusses creating a vision statement, setting mentoring goals and objectives, and identifying learning activities. The goals focus on developing expertise, building relationships, and navigating the organization. Sample goals include improving presentation skills, understanding organizational structure, and enhancing one's reputation. Learning activities suggest developmental projects, networking, and stretch assignments. The document also provides examples of communication, conflict resolution, and other skills that mentoring relationships may target.
To gain competency, a person needs to be able to interpret situations contextually based on their experiences and training. Competency grows through experience and an individual's ability to learn and adapt regardless of training. The document provides tips for developing competencies like clarity of purpose, practical creativity, objective analytical power, market orientation, entrepreneurial drive, leading others, developing others, and influencing others. It emphasizes understanding contexts, creating action plans, flexibility in thinking, analytical thinking, understanding customers, initiative, leadership, developing skills in others, and influencing through relationships.
The document discusses developing meaningful metrics and provides an overview of key considerations for measurement including definitions, reasons for measuring, barriers, pitfalls to avoid, characteristics of good measures, and examples. It addresses how to determine what to measure, where to measure, and how to develop measures that are actionable and drive improvement. The presentation provides guidance on establishing an effective integrated system of metrics across all levels of an organization.
William E Cook is an expert in auditing quality management systems for various standards including ISO 9001, ISO/TS 16949 for automotive, and TL9000 for telecommunications. The document provides information on revisions and requirements for maintaining certification to these and other standards such as ISO 13485 for medical devices, ISO 14001 for environmental management, and OHSAS 18001 for occupational health and safety. It also lists some process improvement frameworks referenced in quality management systems including Six Sigma, Lean Manufacturing, and Kaizen.
The document provides 10 tips for job searching in 2010. It advises to cope with job loss by not blaming yourself and joining a support group. It stresses creating a detailed job search plan with goals and a timeline. It also recommends reflecting on your skills, passions and desired work environment, researching salary information, optimizing cover letters, resumes and interviews, and actively networking to find new opportunities.
How Social Networking Can Drive Innovation and Improvement in an Organization Haroon Abbu
The document discusses how social networking tools like blogs, groups, and social networks can drive innovation and improvement in organizations. It provides examples of how companies are using these tools internally to improve communication, solve problems collaboratively, and engage all employees. The document also outlines some of the benefits these tools provide like tapping into employees' desire to connect and make an impact, as well as unleashing more potential through greater collaboration. It concludes with recommendations for how companies can get started with these social networking tools.
The document provides guidance on how organizations can survive economic downturns through quality improvement. It recommends listening to customer needs, establishing strategic objectives, mapping key processes, measuring performance metrics, identifying issues and their causes, prioritizing the most important problems, involving employees, eliminating waste from processes, standardizing procedures, and demonstrating the business case for quality improvement. Quality improvement is presented as a way for organizations to adapt, change, improve performance and competitiveness, and ensure long-term survival during difficult economic times.
The document discusses ASQ's advocacy for social responsibility and how quality management tools can support socially responsible practices. It notes that 83% of respondents to a Quality Progress poll agreed that social responsibility should be part of quality management. Additionally, two-thirds of executives believe the economic turmoil has increased the importance of governance programs. The document proposes ways ASQ can develop tools and practices to help organizations implement social responsibility, including leveraging existing techniques like Lean and Six Sigma and understanding and promoting the emerging ISO 26000 standard on social responsibility.
Presenation by Jim Thornton, Certified Hypnotist and Principal of Northstar Consulting Group International to ASQ Section 1508 Tampa/St Petersburg on April 13th, 2009
Presentation made to ASQ section 1508 Tampa/St Petersburg chapter by Sam Farney, Principal Supply Chain Advisors on April 13th 2009. Copyrighted material, all rights reserved
This document discusses probabilistic risk assessment and factors that influence risk tolerance. It addresses the classification of probability and severity of hazardous events. It also examines different types of risks, including voluntary and involuntary risks. Mortality rates from various causes such as accidents, diseases, and natural hazards are presented to illustrate perceptions of risk tolerance.
Presentation from Ted Nardin, President, Quality3 and Ray Quiñones, Vice President and Six Sigma Black Belt, Quality3 on
Quality Customer Service in the Call Center Environment. Presentation made to the Tampa/St Petersburg section of ASQ on Feb 9, 2009
Using Sterling/Bladrige Management system to build an integrated and sustainable organization by Robert Madeiros, Supplier Quality Engineering Manager at Honeywell and Master Examiner at Florids Sterling Council
Presented to ASQ Section 1508 members on Jan 12, 2009
InnovationStation Experience –
The “Intellectual & Emotional Thoughtspace” for Value Creation
By Bernie Saboe, Performance Consultant for Raytheon Professional Services, LLC
Presented to ASQ Section 1508 meeting on January 12, 2009
Oct 2008 Presentation Connecting Culture To Quality Improvement Haroon Abbu
This document discusses how to connect an organization's culture to continuous quality improvement. It highlights the importance of leadership commitment, continuous learning at all levels, and collaboration. Leadership must support initiatives, commit resources long-term, and link improvements to strategic goals. Continuous learning must be shared and encouraged throughout the organization. Collaboration across functions and sharing of results is also important. The culture should strive for improvement as a daily practice involving everyone.
The ASQ Biomedical Division aims to promote quality principles and technologies in the biomedical industry. It provides forums for professionals through discussion groups to learn, teach and discuss issues related to medical devices and diagnostics. The division offers conferences, speakers, publications and certifications to help members achieve excellence. Membership in the biomedical division has grown in recent years, indicating its programs are sustaining and growing the profession.
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2. Self Assessment Test
Area of Strength- Identify which domain had the highest average score.
Identify weaknesses- If you scored lower than 3 in any one of the items,
identify how you might build your competency in this area.
These rules provide structure and guidance to help you know what to do
to be a better individual leader and how to build better leadership in your
organization.
1
3. Effective leadership is getting the right results in the right way
by enabling others to do the right work right.
2
4. Leadership can be developed though
• Education
• Experience /job assignment
• Mentorship/coaching
Most leaders begin their careers by demonstrating
an expertise in a certain area- halo effect
3
5. COMMON CHARACTERISTICS OF LEADERS:
50-80% of leadership characteristics were shared across
effective leaders.
4
6. SELECTED COMPETENCIES OF COMPETENCY MODELS
85% of the competencies in various competency models
appear to be the same.
5
7. According to researched body of knowledge accumulated
by multiple generations of leadership experts
the following leadership rules represent 60-70%
of what makes an effective leader:
1. STRATEGIST
2. EXECUTION
3. DEVELOP AND MANAGE TALENT
4. PERSONAL PROFICIENCY
6
8. Rule #1- Strategist
Be clear about where you want to go andwhere
you are going.
• Combine vision and analytics
Understand organization’s current core competencies,
capabilities, financial and technological resources.
• Benchmark to learn what the best do find ways to do
it better. Be aware that past success may not predict
the future.
• Don’t just focus on small improvements that avoid ris
Strategy may require bold innovative thinking.
7
9. SUGGESTIONS
Connect with leading thinkers- c ustomers, employees,
Competitors, investors. Have weak ties with people
who are not like you to gain insight.
Make technology your friend
Read broadly and frequently
Put yourself in your customers’, competitors’ shoes
Do something unique that your customers value.
Get them involved, solicit feedback.
8
10. Customer involvement -
May lead to increased customer/market share
Employee involvement -
Have employees actively participate in deciding
Where you are going, they will help you make
a better decision and help to make sure you get there.
Make sure employees at all levels understand where
the company is going, and know what to do to make it
happen. Employees need to believe and have an
emotional connection to the strategy at a very personal
level.
9
11. Strategy should concentrate organizational resources
and employee attention on a few key priorities.
Strategic leader needs to translate external customer
expectations into organization’s culture.
Strategist must constantly be shaping both the strategy
and organization at the same time, starting at the
outside demands and working toward the inside.
10
12. Rule #2-Execution
Make things happen Strategy without execution is
-
unfounded hope
Execution is the ability to turn what we know into
what we do.
Connect short term to long term, present to the future.
11
13. • Manage your time well
• Engage and motivate others
• Ensure accountability and consequences for delivering
on time
• Accept responsibility
• Do what needs to be done
• Develop a convincing track record for delivering result
• Ensure technical proficiency
12
14. MANAGE CHANGE
• Build a case for change –communicate reasons.
• Have a clear direction for the change.
• As a change agent assign top talent to key initiatives.
• Have them spend 20
- 3 of their time on this project
0%
• Define success in measurable, trackable and
clear terms.
13
15. • Break up change in smaller chunks that are doable in
short time frames.
• Make sure support functions align their practices
for change to happen.
• Monitor change with periodic checkups to find
out what is not working.
• Make change last Help others see change as an
-
Opportunity not a problem c mmunicate issues.
- o
• What is the decision that needs to be made? Look at top
two or three options. Focus on key choices not all choices.
14
16. Making a good decision based primarily on quality
requires involving key people in the process of
making the decision who have the knowledge
and capability to meet the quality threshold.
Outcomes need to be monitored so learning can occur.
Use small failures as opportunities to learn rather than
criticize and punish.
Build teams The teams collective commitment can
-
progress the agenda.
Clarify expectations, establish accountability with
standards (specific goals and measures), consequences
and feedback for ongoing learning. 15
17. Structured Feedback
What did we set out to do?
What did we do?
What did we do well?
What could we have done better?
What did we learn from this experience?
What will we continue to do?
What will we do better or differently?
16
18. Rule #3-Develop and Manage Talent
Effective leaders have enough personal confidence to
surround themselves with people who are gifted and
make use of other’s gifts.
• Communicate, communicate, communicate to
engage others at their highest level of commitment.
Focus on only a few priorities and explain why they are
important.
• Share your emotions.
• Share both bad and good news openly and directly.
17
19. • Help people connect their personal career best
to the goals of the organization.
• Overcome tendency to encircle yourself with
people who are like you.
• Put the right person in the right job with the
right skills at the right time.
• Provide resources to help employees cope with high
demands.
18
20. As a talent manager and developer set high
expectations on your employees to stretch them
so they can grow. Help them access resources
to meet these demands.
People thrive in positive atmosphere where the
focus is on what is right not what is wrong.
Lead with kindness.
Have fun at work. Humor, events, celebration,
contests, rewards, fitness centers.
19
21. • Map the workforce, determine critical positions
• Mentor
• Delegate and empower
• Encourage networks
20
22. Rule #4-Invest in yourself
1. Practice Clear Thinking Combination of intellect and
-
Intuition, reason and emotion.
See the broader picture, don’t get lost in details.
2. Learn to Prioritize focus on what matters most
-
3. Do not shy away from making tough decisions (51/49
problems). Identify it, study it and make the decision.
4. Know your limitations
5. Learn to tolerate and manage stress
21
23. 5. Demonstrate learning agility Learn to speed read,
-
develop the ability to see the important points, patterns
from past experiences. Read, talk and pay attention to
new information. Surround yourself with people who see
the world differently.
6. Be disciplined about continuous improvement.
7. Be unique and creative IQ, EQ, CQ (clarity quotient)
-
8. Take care of yourself
Physically (nutrition, physical exercise)
Emotionally b optimist, develop sense of humor
- e
Socially s rround yourself with allies and friends 22
-u
24. 9. Develop your communication skills
Join Toastmasters international or other club. Take
advantage of every opportunity to speak.
23
25. FOUR THINGS YOU NEED TO HAVE
TO BECOME AN OUTSTANDING
SPEAKER
DESIRE » To speak well
» To become an outstanding speaker
DECISION &
COMMITMENT
» To plan, prepare and deliver talks and
DISCIPLINE presentations on an ongoing basis
» To persist and persevere in spite
of any obstacles, setbacks or
DETERMINATION
major embarrassment .
24
26. Make sure your audience receives your
message the way you want
55% Your communication
38%
7%
Body Language impact
Tone of Voice
Words
» HAVE YOUR » FOCUS ON HOW
» CHOOSE
TONE OF YOUR YOU CAN BEST
LANGUAGE
VOICE MATCH EXPRESS
THAT IS
YOUR MESSAGE: COMMITMENT TO,
PRECISE,
Called
AND ENTHUSIASM
COLORFUL
» Be authoritative FOR, WHAT YOU
AND
7%-38%-55% Rule
» Commanding ARE SAYING
CONCISE
» Persuasive THROUGH YOUR
» Entertaining etc. FACIAL
depending on your EXPERESSIONS,
objective POSTURES AND
GESTURES
Based on research conducted by Professor Dr. Albert Mahrabian, at
University of California in Los Angeles (UCLA)
25
27. THE DYNAMICS OF VOICE
VOLUME- Develop a strong, confident voice. Don’t
scream or yell, just speak up. Speak after taking a
breathe to create more volume will less effort.
INFLECTION- A monotone voice will significantly
shorten the attention span of the audience
PACING/TEMPO- Speak , pause, breathe, speak
26
28. Non verbal communication helps you
adjust, monitor and enhance your
persuasive style
It is impossible to not communicate.
Paul Watzlawick
Studies show that a
facial expressions,
increased mirroring,
changes in the eyes,
specific questions asked
all dictate that your audience is being persuaded or
ready to buy your proposal or product.
95% of all persuasion is subconscious.
27
29. CONSIDER LISTENERS’ PRIMARY
INTAKE PATHWAY
VISUALS BEST LEARN BY SEEING
AUDITORY PEOPLE BEST LEARN BY HEARING
KINESTHETIC PEOPLE LEARN BEST BY DOING
(Physically involved)
Knowing your and your listener’s primary intake
pathway, (verbal, aural or kinesthetic) and
organizing yourself and your material accordingly
will help increase their retention and your impact.
28
31. CONSIDER LISTENERS’ PRIMARY
INTAKE PATHWAY
Eyes give powerful clues to the way we are thinking
and the kind of thinking that is going on in our
head.
VISUAL CLUES- Always up
» Visual
remembering
images seen
before
» Visual
constructing
images not seen
before
30
32. CONSIDER LISTENERS’ PRIMARY
INTAKE PATHWAY
AUDITORY CLUES-Always looking toward ears
» Auditory
» remembering
sounds heard
before
» Auditory
» Creating a sound
we have never
heard before
31
33. CONSIDER LISTENERS’ PRIMARY
INTAKE PATHWAY
KINESTHETIC CLUES
» External feelings
and emotions-
» This is where we
look when we
experience
feelings
Having digital, inner
dialog
» Asking questions
in your head
32
34. Men and Women wired differently
»Men »Women
diffuse-focus.
Single-Focus
»higher threshold of
“What is the
tolerance for taking
point?” in multiple thoughts
or or details.
“What is the
»Often ask questions
problem?”
and request for
details.
Can he fix it?
33
35. Look at which eye?
»Look at listener’s left »Look at listener’s
eye if right eye if
»To convey that your »You want to issue a
message is genuine, challenge or convey
trustworthy, sincere, etc. that what you are
saying is not
» To increase their negotiable.
reception to, and
acceptance of your »To make them realize
that their compliance
message.
is mandatory.
34
36. Benefits of joining Toastmasters:
• Increased self-confidence and self-esteem
• Effective listening, thinking and speaking skills
• Leadership training
• Parliamentary procedure skills to conduct meetings
• Friendly, supportive environment
• Professionally prepared educational material
• Minimal costs
35