A presentation to Heads of Department on distributive leadership, including some practical tips on how to achieve this. Ideas based on the books "Multipliers" and "the Multiplier Effect" by Liz Wiseman et al
The document provides an agenda for a presentation on team management. It covers 7 topics: understanding individual people, team building and leadership, the role of the manager, organizational skills, restructuring and change processes, essentials of human resource management, and organizational culture. For each topic, there are subsections that go into more detail about concepts such as understanding personality types, building effective teams, leadership vs management, and the importance of organizational culture.
Leadershiip start by leading yourself first. This presentation attempts 3 things.
1. Demystify Personal Leadership
2. Outlines the 6 Characteristics of Authentic Leaders
3. Empowers you on How to acheive Self Mastery
Personal Leadership is all about achieving OUTWARD impact through INNER Mastery.
The document outlines Patrick Lencioni's model of the five dysfunctions of a team:
1. Absence of trust - when team members are unwilling to be vulnerable within the team and show their weaknesses.
2. Fear of conflict - when team members avoid constructive tension and avoid difficult conversations that could lead to better solutions.
3. Lack of commitment - when team members do not buy into and support decisions made by the group.
4. Avoidance of accountability - when the team avoids holding its members accountable for their performance and behaviors.
5. Inattention to results - when the team focuses on internal issues rather than goals and achievements that benefit the customer. The five dysfunctions
All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
This document summarizes Kalley Keenan's leadership journey. It begins with a quote from Ralph Waldo Emerson about succeeding by leaving the world better through one's actions. The next section reflects on what leadership means, describing leaders as those who recognize their strengths and weaknesses, build on their strengths, and are good at problem solving, seeing the big picture, and communicating. The final section lists Kalley's key strengths, including empathy, developing others, positivity, seeking input from others, and a drive to keep learning.
Brief conceptual highlighting, Key leadership skills, Major leadership competencies, Function and Importance of Leadership, Delivery of results and ten lessons
Insights from neuroscience to motivate business stakeholdersKay Fudala
Organizations are struggling with unparalleled challenges created by the uncertainty and ambiguity of transformational changes. Social neuroscience provides the framework to identify domains that activate reward or threat circuitry in the human brain. So, how can IT professionals leverage established research from Neuroscience to design interactions with stakeholders to promote rapid acceptance and adoption? What are the key behaviors that can improve collaboration and engagement to deliver the greatest business value? This session answers those questions and many more!
Key Takeaways
• Learn about the anatomy of the brain
• Discuss how the brain responds to change
• Learn practical ways to utilize this information to engage people
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
This document summarizes key points from a leadership workshop covering situational leadership. It discusses different leadership styles that should be adapted based on the situation and follower readiness. The Situational Leadership Model outlines four styles: Telling (for new/unable followers), Selling (task-focused with relationship building), Participating (competent followers with less direction), and Delegating (empowered followers with minimal oversight). The goal is to develop followers through these stages to become fully autonomous through adapting one's leadership style to the current situation and follower abilities.
The document discusses key principles of the ancient Chinese general Sun Tzu's treatise "The Art of War" and their application to agile project management. It argues that project management is like warfare in that there are constant struggles against changing requirements and other projects. It summarizes several of Sun Tzu's teachings on strategy, including laying plans, attacking through stratagem rather than force, managing energy and momentum, knowing weaknesses and strengths, and varying tactics based on circumstances. The document advocates adapting these ancient principles like minimizing risk, responding quickly to change, and focusing on business goals rather than requirements.
The Top Leadership Qualities Every Manager NeedsWhen I Work
Flexibility, action, transparency, and seeing the big picture are key leadership qualities that every manager needs. Flexible leaders who seek outside opinions and are willing to adapt receive higher ratings. Taking action and being decisive, even if it means not everyone agrees, ensures the team is united around common goals. Transparency through open communication helps employees understand priorities and goals. Seeing the big picture allows leaders to understand how individual projects fit within the company's overall strategy. Advocacy, listening skills, and empathy are also important for connecting with teams and customers. Cultivating these qualities can improve any manager's leadership abilities.
The document discusses the qualities of an ideal team player based on Patrick Lencioni's book "The Ideal Team Player". It describes the three virtues of an ideal team player as being humble, hungry, and smart. It then examines different combinations of these virtues and how they manifest, with the ideal combination being humble, hungry, and smart. The document also provides suggestions for developing each of the three virtues.
Beginner's Guide to the StrengthsFinder Leadership DomainsMeiling Tan
A beginner's guide to the four StrengthsFinder Leadership Domains [Executing, Influencing, Relationship Building, and Strategic Thinking] under Gallup's StrengthsFinder assessment.
The full guide can be found at: http://strengthsschool.com/strengthsfinder-blog/four-domains-of-leadership-strength
Proudly presented by Strengths School™ Singapore.
Leadership involves influencing others to achieve goals through strategic thinking, vision, motivation, and inspiration. Managers focus on maintaining the status quo while leaders drive innovation. Effective leadership requires problem solving, communication skills, managing goals and emotions, taking risks, and asking questions rather than giving instructions. To be a strong leader, one must learn from mistakes, develop unique value, build a reputation, and strive for excellence.
The document outlines an agenda for a workshop on developing a growth mindset. It includes activities like connecting 9 dots with 4 lines, discussing fixed vs growth intelligence, watching a video on neuroplasticity, a role play exercise, an inspiration speech, group work filling out scenarios and writing positive beliefs, and tips for developing a growth mindset like exercising the brain, questioning, trusting potential, and maintaining a healthy lifestyle.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
Research on Success: Grit, growth mindset, and the marshmallow testSteve Lee
This professional development workshop takes 3 research studies (grit, growth vs fixed mindset, and the marshmallow test) and translates them into practical suggestions for students. This workshop was presented to incoming business school students at UC Davis' Graduate School of Management on Aug 29, 2014.
This book review summarizes the key points of the book "Multipliers" by Liz Wiseman. It discusses how multipliers aim to optimize the talents of those they work with by extending challenges, debating decisions openly, and giving a sense of ownership. Multipliers do this by asking questions, owning mistakes, trusting their team, and requiring their best work. The book provides practical advice on developing multiplier skills and examples of concrete practices to help the reader improve. It encourages the reader to choose practices to focus on to more effectively grow their team.
How to be a multiplier, not a Diminisher - Research News Nov 2012Horst Feldhaeuser
Ok, so this is not a book about market research methodologies, statistics, cool new qualitative tools or how to deal with social media monitoring or ‘big data’. But if you want to know whether you are an ‘accidental Diminisher’ or how you can double your workforce by becoming a ‘Multiplier’ (now I have your attention), this book has great value for everyone who works with or leads others.
Do you love your job? The role of employee engagementB2B Marketing
The document discusses the importance of employee engagement, particularly for B2B companies. It notes that engaged employees help realize an organization's vision, are less resistant to change, and identify new opportunities. The role of emotion in engagement is discussed, as well as factors like autonomy, purpose and feeling valued. Gender differences in factors affecting happiness at work are also presented, showing that women place more importance on opportunities for creativity.
Leading Staff and Parents through changeMark S. Steed
A presentation given to Headteachers at the Independent Schools Association Annual Conference in Eastbourne on Friday 17th May 2013 by Mark S. Steed, Principal of the Berkhamsted Schools Group, Herts, UK
Liz Wiseman beleuchtet in ihrem Buch "Multiples" nach jahrelangen Studien und Recherchen, warum Manager so unterschiedlich wirksam in ihrem Erfolg sind, obwohl sie intellektuell die gleichen Voraussetzungen mitbringen. Sie unterscheidet grundsätzlich zwischen Multipliern und Diminishern und zeigt auf, worin sich diese beiden Typen unterschieden. Das Buch deckt schonungslos auf, anhand welcher Verhaltensweisen man Diminisher erkennt und zeigt ebenso Chancen, sich selbst als Manager zum Multiplier weiter zu entwickeln.
Auf 19 Folien habe ich die wichtigsten Aussagen und Erkenntnisse des Buches für einen Vortrag unter Gründern & Geschäftsführern aufgearbeitet.
The document discusses the changing role of managers from one of command and control to that of a coach. Coaching involves an ongoing dialogue between manager and employee to develop skills, performance, and potential. It focuses on encouraging and motivating the employee to achieve higher goals, unlike performance assessments. Coaching is important for reinforcing formal training and sustaining new skills. It indicates that the highest reason employees leave organizations is dissatisfaction with their direct supervisor. Effective coaching involves managers asking open-ended questions to draw solutions from employees rather than being prescriptive. This approach increases innovation, learning, thinking, and team productivity.
Employee engagement impacts nearly every area of business, from productivity to retention, and even operating costs. You can improve engagement by mastering the five elements.
This document discusses employee engagement and its importance. It defines three levels of employee engagement: actively engaged employees who strive to meet and exceed expectations; not engaged employees who feel overlooked and have unproductive relationships; and actively disengaged employees who undermine others and damage the organization. Factors that influence engagement include importance, attrition rates, productivity, costs, and innovation. Measuring engagement involves listening, surveying current levels using tools like the Gallup Q12, and analyzing survey results.
This document summarizes research on the relationship between employee engagement and organizational performance. It finds that companies with higher employee engagement levels significantly outperform those with lower engagement across key metrics. Specifically, highly engaged organizations have twice the annual profit, 12% higher revenue growth, 18% higher productivity, 40% lower turnover, and better customer satisfaction, innovation, health and safety outcomes. The evidence demonstrates that improving employee engagement can substantially boost a company's financial and operational results.
The document discusses the concept of trust across five waves: self trust, relationship trust, organizational trust, market trust, and societal trust. It outlines the importance of trust in building relationships and reducing costs and increasing speed. It identifies 13 behaviors that can build trust in relationships, including talking straight, demonstrating respect, creating transparency, righting wrongs, showing loyalty, delivering results, getting better, confronting reality, clarifying expectations, practicing accountability, listening first, keeping commitments, and extending trust. It also discusses the dimensions of trust being character and competence.
ReadySetPresent (Coaching PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Being capable of coaching is an important skill that can transform a manager’s scope of influence. 100+ PowerPoint presentation content slides. Coaching PowerPoint Presentation Content slides include topics such as: 25 slides on the characteristics and skills of coaches, Benefits of coaching, techniques for coaching, 8 slides on the "we need to talk" coaching meeting, 10 slides on dealing with poor performance, avoiding coaching pitfalls, 20 slides on the 6- step coaching model, a 1 minute guide to praise/reprimands, discussing recurring problems, 20+ slides on modeling coaching behavior, building a coaching atmosphere and assessing your coaching style. Learn how to utilize open and closed questions, how to's and more!
This is a 2nd presentation I developed to help leaders improve collaboration and teamwork skills within their teams. Source material is noted on the title page.
Powerful Leadership Tools That Will Help You Influence Othersschovanec
The document provides leadership advice and tools for effectively leading others. It discusses the importance of connecting with employees, adapting to change, empowering and motivating followers. Various leadership strategies are presented, such as using the nominal group technique, 360-degree feedback, and case analysis to develop skills in coaching, building trust and facilitating change. Successful leadership is defined as influencing and inspiring others to achieve a shared vision.
The document outlines an agenda for a workshop on personal and professional development. It includes sessions on communication styles, preparing for the future of work, developing leadership skills, building trust in teams, and mindfulness/meditation. The workshop uses exercises and discussions to help participants understand their strengths and how they can best work with others. It emphasizes self-awareness, effective teamwork, and creating a supportive environment where all can contribute.
The document discusses leadership at multiple levels including developing oneself as a leader, building relationships, developing strategies, and transforming organizations. It provides examples of leadership in action including revising a school's vision and implementing student-led conferences. Leaders are encouraged to develop self-awareness, build community, think strategically, apply leadership skills to create change, and establish supportive systems and structures.
This document provides information about mentoring and coaching for newly appointed head teachers. It discusses the differences between training, coaching, mentoring, and counseling. It also outlines learning outcomes related to understanding the benefits of mentoring/coaching approaches and demonstrating mentoring/coaching skills. Various models and techniques are presented, including the GROW model, listening skills, questioning techniques, and providing feedback. The document emphasizes creating an environment to support positive behavior change through mentoring and coaching.
The document discusses various concepts related to leadership including leadership styles, theories of leadership, factors that affect leadership style, and qualities of effective leaders. It describes different leadership styles such as autocratic, benevolent, laissez-faire, and team leadership. It also discusses theories of leadership including trait theories and invitational leadership. Additionally, it outlines qualities like honesty, confidence, communication skills, and relationship building that effective leaders possess.
This document provides information on 21st century leadership and facilitative leadership. It discusses that facilitative leaders empower others to work together towards common goals through relationships, processes, and outcomes. Facilitative leaders make it easier for people to think clearly, work with others focused on group goals, and achieve high quality results through the group's abilities. They set direction, inspire commitment, and build capacity in others. Facilitative leaders measure their success by their ability to share an inspiring vision, balance results, processes and relationships, seek maximum appropriate involvement, and bring out the best in others.
By Kevin Burns at ProductCamp Twin Cities 2016
We've heard of agile coaches but what about product coaches? We'll talk about what makes a great coach and how you might apply coaching concepts to leading product teams.
This talk will includes concepts related to:
• Child vs adult learning styles
• Four Types of Learners
• Socratic Method
• Scientific Management vs Servant Leadership
• The Zen Master, Phil Jackson
• Shu Ha Ri
• Edward Deming
This document discusses various concepts and perspectives on leadership. It provides definitions of a leader from different sources, highlighting that a leader must have followers. It also discusses the concepts of leadership and followership, noting that effective leadership requires effective followership. The document outlines five practices of exemplary leadership and ten commitments of leadership. It provides perspectives on followership, including the characteristics of effective followers. It also discusses different types of bad leadership, such as corrupt and insular leadership. The document emphasizes that developing the right attributes is only the start and true leadership involves influencing others, operating to accomplish missions, and improving organizations.
The document provides an overview of essential leadership skills for managers. It discusses understanding leadership through defining challenges, leading from within, developing vision, and growing into leadership roles. Key points covered include understanding different thinking and leadership styles, using emotional intelligence, creating a shared vision with employees, and involving the team in developing and communicating the vision.
A detailed presentation on Leadership. it will have a brief introduction to leadership and how it works.
Introduction
Definition of Leadership
Interpersonal Effectiveness
Leadership
Attributes of a Leader
Differences between management skills and leadership skills
Being a Leader
Holistic Communications
Interpersonal Communications
Personal Interactive Skills
Jungian-type personality indicators
Self Evaluation
Motivating
Maslow’s Hierarchy of Needs
Team building
Coaching
Conflict Management
Thomas-Kilmann Conflict Styles
Self Evaluation
Situations to use conflict styles and consequences
Confronting Conflict.
Problem Solving and Decision Making
Formal Techniques, etc. KT, Alamo, Cause Mapping, etc
Brainstorming
Synergistic Decision Making
Evaluating an Master Trainer by Sajjad Ahmad Awan PhD Research Scholar TE Pla...Malik Sajjad Ahmad Awan
The document discusses tips for being a successful trainer. It begins by outlining the agenda, which includes evaluating MTs, the role and types of MTs, how to be a good MT, challenges of technology, the relationship between MTs and effective learning, and tips for success. It then provides advice on respecting oneself and others, accepting advice and responsibilities, being prepared, and exhibiting compassionate, sincere, sociable, encouraging and courteous behaviors. The key aspects are developing self-respect and respecting others, accepting feedback to improve, preparing thoroughly, and interacting with kindness and honesty.
This document outlines the agenda and content for a seminar on preparing leadership for the 21st century held by the Michigan Education Policy Fellowship Program. The seminar objectives are to distinguish between leadership and management, identify influences on leadership from changing demographics, and understand challenges of leading in different sectors. The agenda includes sessions on leadership in education, non-profits, and business. Opening presentations will provide an overview of leadership frameworks and compare 20th and 21st century organizations, as well as define managers versus leaders. Additional content will cover leadership styles, exemplary leadership practices, and the five dysfunctions leaders face based on trust, conflict, commitment, accountability, and results.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on influencing others through communication, conflict management, and problem solving, and management skills which focus on organizing tasks and resources.
2) Key attributes of effective leaders including having a guiding vision, passion, integrity, honesty, and the ability to motivate others through charisma and listening.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to communicate and influence people, and making a commitment to difficult decisions that impact people.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
Similar to Developing your staff the Multipliers way. (20)
A New Model for Talent Management in SchoolsMark S. Steed
This presentation offers a new model for talent management in schools. This reflects the changing world of careers having shifted from 'jobs for life' to 'portfolio careers'.
The presentation proposes a 'tour of duty' model of mutually beneficial short term commitments between schools and individuals.
The future of learning, assessment and qualifications in a post-covid worldMark S. Steed
This session will set up a debate about two areas: the future of teaching and learning; and the future of assessments and qualifications and micro qualifications.
I argue that we were already on a journey from the physical to the digital before covid and that the pandemic has accelerated the rate of change.
I will argue that the current model for T&L is unsustainable and that we need to explore new models that will ultimately be determined by price point.
I argue that qualifications are going to shift from high stakes to on demand micro qualifications.
The future of teacher and school leader recruitmentMark S. Steed
This document discusses strategies for international teacher and school leader recruitment in the future. It begins with an overview of how COVID-19 has accelerated the shift from physical to digital in areas like teaching, learning, qualifications, and professional development. It then examines current trends in international recruitment, noting fewer teacher moves and a flatter market. The rest of the document provides suggestions for schools to review their recruitment strategies, including raising their video conferencing skills, revisiting interview questions and processes, exploring non-traditional recruitment methods, budgets, including virtual fairs, and revisiting contract terms.
A webinar given on Tuesday 24th November 2020 covering the following topics:
1. Wellbeing in the Workplace: the wider landscape
2. Schools as models for workplace wellbeing
3. Promoting Staff Wellbeing in Schools
4. Staff Wellbeing in the Age of Covid-19
5. Who should be responsible for staff wellbeing?
The Future of Teaching, Learning, Assessment and QualificationsMark S. Steed
A presentation given to the HMC Academic Deputies Conference on Friday 13th November 2020.
The presentation looks at how Teaching & Learning and Assessment & Qualifications are likely to change in the post-Covid-19 era.
The COVID-19 legacy: What does the future hold for international schools?Mark S. Steed
A Webinar given on 23rd September 2020 which discusses the likely impact of Covid-19 school disruption on the future of schooling. It looks in particular at
the Future of Teaching & Learning,
the Future of Assessment and Qualifications
the Future of Continuing Professional Development, and
the Future of International School Teacher Recruitment.
The webinar concludes with a discussion about the qualities that school leaders will need in the future.
The COVID-19 legacy: What does the future hold for international schools?Mark S. Steed
A Webinar given on 23rd September 2020 which discusses the likely impact of Covid-19 school disruption on the future of schooling. It looks in particular at
the Future of Teaching & Learning,
the Future of Assessment and Qualifications
the Future of Continuing Professional Development, and
the Future of International School Teacher Recruitment.
The webinar concludes with a discussion about the qualities that school leaders will need in the future.
International School Recruitment in a Post-Covid-19 WorldMark S. Steed
A Tes Webinar given on Wednesday 9th September 2020 looking at the likely impact of Covid-19 on International Teacher and School Leader Recruitment for 2021
This presentation looks at how AI works, how it is being used presently in Education and then outline some concerns about how AI might be used in education in the future.
I argue that AI has a much greater part to play in Education – particularly in making education more widely available in the developing world and in reducing the cost of education.
The talk then moves on to discuss general ethical concerns about how AI is being used in society, looking at the issue of how we program autonomous vehicles as a case in point. I then outline five areas of concern about the use (and potential abuse) of AI in education arguing that we need to have a much more informed debate before things go too far. With this in mind, I close with some suggestions for courses and reading that might help colleagues to become better informed about the subject.
COVID19 – Progress Report and Planning for School ReopeningMark S. Steed
An Independent Schools Bursars Association (ISBA) webinar given by Mark Steed on Thursday 14th May 2020 updating on how Kellett School in Hong Kong is preparing for reopening the school after 15 weeks of Covid-19 closures
How to support pupil, staff and parental wellbeing when your school is closedMark S. Steed
A Tes Webinar presented on 1st April 2020, drawing on the experience of Kellett School In Hong during the closures because of Covid-19
This is a second updated webinar
How to Attract Teachers to Work in Your School in normal times and lockdown!Mark S. Steed
A COBIS webinar given on 16th April 2020 on teacher recruitment to international schools. The presentation looks at innovative ways of finding talent and ways in which schools can position themselves by building their recruitment brand.
Covid-19 - How a school is dealing with it 40 days onMark S. Steed
This document summarizes a webinar given by Mark S. Steed, the Principal and CEO of Kellett School in Hong Kong, about how the school has dealt with being closed for 40 days due to the COVID-19 pandemic. Some key points:
- The school initially closed for a week in November 2019 due to protests, and has been closed since late January 2020 due to the coronavirus, with online "live learning" implemented.
- Ensuring student, staff, and parental well-being during the closure has been a major focus, through activities like wellness questionnaires, online social events, and mental health support.
- Strict protocols have been developed for online learning, including rules for video
The Tale of Two Cities: 6 Lessons Learned about Digital TransformationMark S. Steed
This document discusses lessons learned about digital transformation from Mark Steed's experiences as Principal and CEO of Kellett School in Hong Kong.
1. Pedagogy must drive all IT decisions. Education priorities should determine technology use.
2. Assemble the right team, put people in roles suited to their skills, and provide ongoing training. Finding the right leaders and supporting teachers is key.
3. Innovation involves risk and failure. Learn from mistakes to improve strategies and solutions.
Using appraisal to drive school performanceMark S. Steed
Presentation given at AISC Conference in Hong Kong on Wednesday 11th December 2019.
How appraisal can be used to drive up school performance in high performing schools and organisations.
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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10. “Diminisher Leaders”
Schools are held back by leaders who:
• Hold onto the reins
• Control every decision
• Dominate meetings
• Don’t develop people – keep staff in their roles
• Insist on demonstrating that they are in charge
We call these “diminisher leaders”
11. “Diminisher Leaders”
The Gatekeeper Hoards resources and underutilizes talent
The Tyrant
Creates a tense environment that
suppresses people’s thinking and
capability
The Know-It-All Gives directives that showcase how much
they know
The Decision Maker Makes centralised, abrupt decisions that
confuse the organisation
The Micro Manager Drives results through their personal
involvement
18. “Multiplier Leaders”
This is only possible if Leaders and managers have the
confidence to empower those “below” them in the
organisation:
• Distribute power
• Tap into people’s talents
• Give ownership (and credit) to others
We call these “multiplier leaders”
19. “The critical skill of the 21st century is not what
you know, it’s about how fast you can access
what other people know.”
C.K.Prahalad
20. The Mind of a Multiplier
Multipliers reject the notion that a heroic leader, a lone
innovator, or a single brain at the head of a school can
solve our most complex problems.
21. Multiplier leaders have a plan for their staff to
learn and discover
• Leaders who inspire teachers to stretch themselves and surpass
expectations
23. Multipliers
The Talent Finder
Attracts talented people and uses them at
their highest point of contribution
The Liberator
Creates an intense environment that
requires people’s best thinking and work
The Challenger
Defines an opportunity that causes people
to stretch
The Community
Builder
Drive sound decisions by constructing
debate and decision-making forums
The Investor
Gives other people the ownership for
results and invests in their success
25. The Diminisher – Multiplier Spectrum
Dreadful Diminisher Amazing Multiplier
Despite our best intentions to be perfect
leaders, most of us fall somewhere on the
continuum between:
26. The Diminisher – Multiplier Spectrum
Dreadful Diminisher Amazing Multiplier
Despite our best intentions to be perfect leaders, most
of us fall somewhere on the continuum between:
Accidental or not, the impact on your team is the
same. You may be harnessing only half of the
true brainpower of your team.
27. The Diminisher – Multiplier Spectrum
If we want to lead like a multiplier we need to
learn to think like one.
29. Multipliers
Delegation
• Do you delegate to your team?
• What do you delegate?
– Do you delegate tasks?
• Why do you delegate?
• Do you give others the room to take real responsibility?
• Do you give opportunities to show initiative and to take a
project in a direction that you haven’t thought of?
What do you delegate?
31. Multiplier Experiments
Tips to Improve Meetings
Tip No 1:
Set up a rota so each member of the department chairs the
meeting
• Makes space for others to contribute.
• Gives you an opportunity to listen.
• Each member of the department feels
included.
• Gives each member of the
department the opportunity to
develop new skills
Rotate the Chair
32. Multiplier Experiments
Tips to Improve Meetings
Tip No 2:
Do you (or others) dominate meetings?
• Give yourself (or others) five
poker chips
– 1 x 3 minute contribution
– 2 x 2 minute contribution
– 2 x 1 minute contribution
Play Poker Chips
34. Multiplier Experiments
Delegation
Tip No 3:
We need to improve standards in Year 9,
I want you to do the following . . .
We need to improved standards in Year 9,
have a look at what we are doing and come
up with a plan . . . .
Set Challenges not Tasks
35. Multiplier Experiments
Delegation
Tip No 4:
Give harder work, not more work
Let people grow into the role
Allow people to grow to their full potential
Supersize It
36. Multiplier Experiments
Delegation
Tip No 5:
Do you really give others the room to take
real responsibility?
Do you really delegate power to your team?
Or just tasks?
Give 51% of the Vote
37. Multiplier Experiments
We can all be Multipliers
1. Rotate the Chair
2. Play Poker Chips
3. Set Challenges not Tasks
4. Supersize it
5. Give 51% of the Vote