LEADERSHIP SKILLS

Shades of Grey

Talking to computers and talking to people

THE PHANTOM TRIANGLE

The Building Blocks Of Skills

Skills/ Competencies

Knowledge

Experience

Easier to Change More difficult to change

Intelligence

Personality Traits and Preferences

Values Interests Motives/Goals

BASIC LEADERSHIP SKILLS

LEARNING FROM EXPERIENCE

Learning from Experience

Creating opportunities to get Feedback. Taking a 10 percent stretch.

Learning from others.

Keeping a Journal. Having a Development Plan

COMMUNICATION

Communication is the currency of leadership

Communication
Intention Expression Reception Interpretation

New Intentions

Feedback Did you communicate what you intended?

History of prior communications Context of relationships and common practices Concurrent events.

It is a luxury to be understood
R W Emerson

ASSERTIVENESS

Assertiveness
Use I Statements.

Speak Up for What You Need

Learn to Say No Monitor Your Inner Dialogue Be Persistent.

FEEDBACK

Communication Johari Window Model

Feed Back E x p o s u r e
Known to Self

Unknown to Self

Known to Others Unknown to Others

Arena

Blind Spot

Facade

Unknown

Providing Constructive Feedback

Make it helpful Be specific Be descriptive Be timely Be flexible Give positive as well as Negative Feedback Avoid blame or embarrassment.

MANAGING EXECUTIVE STRESS

Guidelines for Effective Stress Management

Monitor your own and your followers stress levels. Identify what is causing the stress. Practice a Healthy lifestyle

Learn how to relax

Develop supportive relationships Keep things in perspective The A-B-C model.

TECHNICAL COMPETENCE

Building Technical Competence

Determining how the job contributes to the overall mission. Becoming an expert in the job. Seeking opportunities to broaden experiences.

RELATIONSHIP MANAGEMENT

Building Effective Relationships with Superiors

Understanding the Superiors World. Adapting to the Superiors Style.

Building Effective Relationships with Peers

Recognizing common interests and goals.

Understanding Peers Tasks, Problems and Rewards Practicing a theory Y attitude.

GOAL SETTING

Setting Goals
Goals should be specific and observable.
Goals should be attainable but challenging Goals require commitment

Goals require feedback.

REWARDS & PUNISHMENTS

REWARDS

Monetary Rewards
Non-monetary Rewards

Administration of Rewards

TIME MANAGEMENT

TIME MANAGEMENT MATRIX Urgent

I. ACTIVITIES:
Crises Pressing Problems Deadline-driven projects

Not Urgent
II. ACTIVITIES:Prevention,
PC activities, Relationship building, Recognizing new opportunities, Planning, recreation

III. ACTIVITIES :
Interruptions, some calls, Some mail, some reports, some meetings, Proximate, Pressing matters, Popular activities

IV. ACTIVITIES:
Trivia, busy work Some mail, Some phone calls, time Wasters, Pleasant activities.

Urgent

Not Urgent

I
20-25%
25-30%

II 65-80%
15%

III 15%
50-60%

IV
Less than 1%
2-3%

20% of results

80% of effort

80% of results

20% of effort

The Paretos Principle

Good Time Management can:

give you more time to do what you want
improve your availability

improve your decision-making

improve your health

improve your productivity, efficiency, effectiveness

 Make you easier to live with

make you easier to work with

make you feel more relaxed

minimize the risks you take

reduce stress and a lot more besides!

MEETINGS

Conducting Meetings
Determine whether it is necessary List the objectives

Stick to the agenda

Provide pertinent materials in advance

Make it convenient
Encourage participation Keep a record.

ADVANCED LEADERSHIP SKILLS

DELEGATION

Principles of Effective Delegation.

Decide what to delegate Decide whom to delegate to Make the assignment clear and specific Assign an objective, not a procedure Allow autonomy but monitor performance. Give credit not blame.

Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity.
George Patton, U.S. Army

CONFLICT MANAGEMENT

CONFLICT MANAGEMENT
Possible Effects of Conflict
Positive Effects of Conflict Increased effort Feelings get aired Better understanding of others Impetus for change Better decision making Key issues surfaced Critical thinking stimulated.
Negative Effects of Conflict Reduced productivity Decreased communication Negative feelings Stress Poorer decision making Decreased cooperation Political back-stabbing

Assertive

Competitive (domination)

Collaborative (Integrate)

Sharing (Compromise) Accommodative (appeasement)

Avoidant (Neglect)

Uncooperative Cooperative Partys desire to satisfy others concern

PROBLEM SOLVING

Problem Solving
Identifying problems or opportunities for improvement. Analyzing the causes. Developing Alternative Solutions. Selecting and Implementing the Best Solution

Assessing the Impact of the Solution.

CREATIVITY

We want people who get up every morning with passion about finding a better way; finding from their associates in the office, finding from another company, we are constantly on the search
Jack Welch, GE

Improving Creativity
Seeing things in new ways Using power constructively Forming diverse Problem Solving Groups.

PERFORMANCE MANAGEMENT

Diagnosing Performance Problems in Individuals, Groups and Organizations.

Expectations

Capabilities
Opportunities

Motivation

TEAM BUILDING

A rationale for individual, interpersonal, team and organizational training.

Synergy 4. ORGANIZATION Productivity How will we organize and Creativity create? 3. TEAM Spontaneity What will we do? Feedback 2. INTERPERSONAL What do you bring to and need from the group? Trust 1. INDIVIDUAL What do I bring to and need from the group? Acceptance Fear and Mistrust
STOP STOP

STOP

Dependence/ CounterDependence

STOP

Competition and Apathy

Caution and Polite Facade

The high performance team model

TEAM IMPACT

Empowerment

Capabilities

Power

Teamwork

Practices

Participation

Purpose

Clarity

Commitment

Task

People

High performance stems from bringing together the right mix of brain power on complicated problems and the collective commitment to results that flow from effective team work and project management

DEVELOPMENT PLANNING

Development Planning
Conducting a GAPS Analysis

Identifying and Prioritizing Development Needs: Gaps of GAPS

Bridging the Gaps: Building a Development Plan Reflecting on Learnings: Modifying Development Plans Transfer Learnings to New Environments.

Goals: Where do you want to go?

Abilities:

What can you do now?

Step 1: Career Objectives:

Step 2: What strengths do you have for your career objectives? Step 3: What development needs will you have to overcome? Perceptions:
How do others see you?

Career strategies

Standards: What does your boss or the organization expect? Step 5: Expectations:

Step 4: 360 and Performance

Review Results, and feedback from others:

Boss Peers Direct Reports

CREDIBILITY & TRUST

Credibility
The two components of Credibility Building Expertise Building Trust Expertise x Trust

Leaders know that while their position may give them authority, their behavior earns them respect. Leaders go first. They set an example and build commitment through simple, daily acts that create progress and momentum. Jim Kouzes and Barry Posner

There is no one undeserving of trust. Trust means I place my mind in your care Hugh Prather

COACHING & MENTORING

Coaching
Forging a Partnership Inspiring Commitment: Conducting a GAPS Analysis

Growing Skills: Creating Development and Coaching Plans

Promoting Persistence: Helping Followers Stick to their Plans

Transferring Skills: Creating a Learning Environment

Concluding Comments. People who are coaches will be the norm. Other people wont get promoted. Jack Welch, General Electric, CEO

MENTORING

Mentoring
Mentoring is a process in which one person (Mentor) is responsible for overseeing the career and development of another person (Mentee) outside the normal Manager/ Subordinate relationship OR Mentoring is a protected relationship in which learning and experimentation can occur, potential skills can be developed, and in which results can be measured in terms of competencies gained rather than curricular territory covered.

THE 10 MENTOR COMPETENCIES

Self-awareness (understanding self) Relationship management Committed to own learning Communicating Sense of proportion/ humor

Business/professional savvy

Interest in developing others

Conceptualizing

Goal clarity

Behavioral awareness (understanding others)

EMPOWERMENT

The empowerment continuum

Empowered Employees Self-determined Sense of meaning High competence High influence
Unempowered Employees

Other-determined
Not sure if what they do is important

Low competence
Low influence

Six Best Practices of Empowerment

Do we really want or need empowerment? Creating a clear Vision, Goals and Accountabilities Developing others Delegating decision making to followers

Leading by Example
Empowerment must be systemic to be successful

Win/Win Agreement

Skills

Control

Character

Empowerment

Helpful Structure and Systems

When the Master governs, the people are hardly aware that he exists. Next best is a leader who is loved. Next, one who is feared. The worst is one who is despised. If you dont trust the people, you make them untrustworthy. The Master doesnt talk, he acts. When his work is done, the people say, Amazing: we did it, all by ourselves! Lao-tzu

The greatest thing a human soul ever does in this world is to see something, and to tell what it saw in a plain way. Hundreds of people can talk, but only one can think. And for every thousand people who can think, only one can see. John Ruskin

PERSONAL LEADERSHIP

PERSONAL LEADERSHIP
LIVING FROM PURPOSE

SEEING NEEDS AND OPPORTUNITIES

CHOOSING TO MAKE A DIFFERENCE ACTING ON YOUR CHOICE REMAINING FOCUSED UNDER PRESSURE LOVING OTHERS

Rich Van Horn Art of Leadership

Two Views of Leadership POSITION LEADERSHIP: Leadership as a formal requirement of position within an organization.

PERSONAL LEADERSHIP:
Personal qualities that make a positive impact on other people - regardless of the position.

Position Leadership: A formal requirement of the organization.

Executive:Strategic Leadership

Mid-Managers:Team Leadership

Supervisors:Task Leadership Characteristics of Position Leadership: Required by the Organization. Expected by Subordinates Basis for Effective Job Performance.

Personal Leadership: Personal qualities that make an impact on the organization.

Characteristics of Personal Leadership:

Personal qualities inherent in person. Goes beyond job responsibility. The extra something that enables people to stand out beyond ordinary levels of effectiveness.,

The Leadership Challenge

Outer World

Inner World Beliefs Perception Emotions.

Behaviors

Leadership is the ability to effectively impact the world around you in a way that is valued by others. Effective outer behaviors are rooted in inner strength. Your ability to deal effectively with outer reality is directly related to what you experience in your inner reality.

The four-fold path to Personal Leadership 1. AWARENESS : A leader must be accurately aware of:

what is occurring around him.

What he is experiencing within him.

Determine if he has sufficient inner strength to face outer challenges.

2. CHOICE: A leader knows that he always has a choice in whatever he does. To have choice, he also has to accept responsibility for every thing he does.

3. ENGAGEMENT: After choosing, the leader takes the necessary actions to realize his choice. 4. LEARNING: A leader knows that he will have more information available to him after he acts. He uses the information he has gained to increase his understanding of himself and his knowledge of the world.

Awareness the way of Healer

Knowledge - way of Teacher

Choiceway of Visionary

Discipline - way of Warrior

HEALER/VICTIM Blames Dramatizes Personalizes Withdraws

VISIONARY /DAY DREAMERS Unfocused Scattered Avoids current needs

TEACHER/ CRITIC
Rigid Controlling

Pedantic
Judgmental
WARRIOR/ TYRANT Tunnel Vision Creates Chaos Rebels Aggressiveness

Private dream world

EMOTIONAL INTELLIGENCE LEADERSHIP COMPETENCIES

SELF AWARENESS

Emotional self-awareness

Accurate self-assessment
Self Confidence

SELF MANAGEMENT
Self Control Transparency Adaptability Achievement Initiative Optimism

SOCIAL AWARENESS

Empathy
Organizational awareness Service

RELATIONSHIP MANAGEMENT Inspiration

Influence

Change catalyst
Conflict Management Teamwork and collaboration

Developing others

PERSONHOOD PEOPLE DEVELOPMENT PRODUCTION PERMISSION POSITION

MULTIPLY MENTOR

MOTIVATE
MODEL

Level 5

LEVEL 5 EXECUTIVE

Builds enduring greatness through a paradoxical blend of personal humility and professional will

Level 4

EFFECTIVE LEADER Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.

Level 3

COMPETENT MANAGER Organizes people and resources toward the effective and efficient pursuit of pre-determined objectives.

Level 2

CONTRIBUTING TEAM MEMBER

Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.

Level 1

HIGHLY CAPABLE INDIVIDUAL

Makes productive contributions through talent, knowledge, skills, and good work habits.

Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. Its not that Level 5 leaders have no ego or selfinterest. Indeed, they are incredibly ambitious - but their ambition is first and foremost for the institution, not themselves.

HUMILITY + WILL = LEVEL 5

Level 5 leaders look out the window to apportion credit to factors outside themselves when things go well (and if they cannot find a specific person or event to give credit to, they credit good luck). At the same time, they look in the mirror to apportion responsibility, never blaming bad luck when things go poorly.

The Leaders Mission - A New Model

Leadership

Building community

The Personal Growth Map

Self Heart

Mind/ spirit

Terra incognita
Body

Terra Cognita

Community

Organization

Others

Family/ friends

Thank You !!!