Welcome

To
Program on
Managerial and Leadership Skills
For
Jk Laxmi Cement
Sirohi
24- 25th November 2021
Please Don’t Use Mobile During Sessions

MANVIN CONSULTING Inc.

Introduction

Name
Job Title/ Designation
My Company/ Department/ Section
Total Experience / Experience in the Company
Qualification
Hobbies
My Expectations from this Program
 Raise
Raiseyour
yourhand
hand
Be on time
when
when want tospeak
want to speak

Ask Questions
Raise doubts
Share Examples Be Present

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What Do We Mean by ‘Leadership’?

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Do we wish to be Effective ‘Boss’ or Effective ‘Leader’?
To Be a Boss, only Two Abilities are Needed:
Chasing
Jugad
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Leaders
Please name some People whom you consider Effective
Leaders
Group Discussion 1
What makes one an effective Leader ?

(Time : 10 minutes)
Leaders’ Responsibilities

Achieve task set

Lead discussion
Prepare and deliver report back
Time management
Welfare of team members

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Qualities & Traits
• Ambition • Humour
• Cheerfulness • Initiative
• Co-operation • Integrity
• Courage • Intuitive
• Dedication • Justice
• Dependability • Personality
• Drive • Respected
• Emotional • Sensitivity
• Stability • Sympathy
• Energy • Tact
• Faith • Tenacity
• Fairness • Toughness
• Flexibility • Will-power
• Foresight
 To be an effective Leader, one needs to have:

Basic TECHNICAL/ Job Knowledge,

Some QUALITIES which you already have,

But Most Importantly,

The ability to get the best out of PEOPLE

(Getting ordinary people doing extra-ordinary work)

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LEADER

Achieve
Task

Build Develop
Team Individuals

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LEADER
Achieve
Task

Build Develop
Team Individuals

The Key to Leadership is Helicoptoring

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 Introduction to Practical Tasks
1. All the tasks are achievable
2. No tricks involved
3. Leader needs to take right steps to achieve the task
4. For every task there will be a leader and a few team
members
5. There will be some observers amongst you

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 Observers’ Code
Observe – Don’t Judge
Take Notes
Be objective and Specific
No long winded stories
No sweeping statements
Be constructive

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Task 1–Cards
Learning:
Establish Clarity Of Objectives
Brief/ Give Job Instructions clearly
Check understanding
Encourage and answer questions/ doubts
How Much Hands On/ Hands Off (Helicoptoring)
Time: Monitor Progress on Time and Result scale
Job Allocation: Check Competencies and Allocate Roles
Planning and Strategizing - Check Resources
Task 2– Jigsaw

Learning:
Set One Target- don’t dilute
Easy vs Difficult – how to prioritize
Allocation of Resources according to Job Complexity
Stages of Leadership
Define objectives
Plan
Brief
Monitor/ support
Evaluate
 Framework of Leadership
Key Actions Task Team Individual
Define Objectives Identify Tasks and Hold Team Meetings Clarify Objectives Gain
Constraints Share Commitment Acceptance
Plan Gather Information Consider Options Consult Encourage Ideas
Check Resources Develop Suggestions Assess Skills
Priorities
Decide Time Scales Structure Allocate Jobs
Standards Set Targets
Brief Clarify Objectives Explain Decisions Listen
Answer Questions Enthuse
Check Understanding
Monitor/ Support Asses Progress Coordinate Advise
Maintain Standards Reconcile Conflicts Assist/Reassure
Counsel/Discipline
Recognize Effort
Evaluate Summarize Recognize and Gain from Appraise Performance
Review Objectives Success
Re-plan, if necessary Learn from Mistakes

Guide & Train

Task 3 – Cars
Learning:
Focus on Profits
Set Challenging Goals and Push for higher Achievement
Have SMART Goals
• Specific
• Measurable
• Achievement Oriented
• Resource Driven
• Timed
Planning and Implementation – Both are critical
Regular Monitoring
DELEGATION
 DELEGATION

The leader charging a subordinate with the Authority to take

Decisions within defined areas of responsibility
 DELEGATION
SYNDICATE TASK
1. What are the benefits of delegation to:
• The Leader
• The Individual
• The Organisation?
2. What are the risks or difficulties?
3. What tasks should not be delegated?
 DELEGATION
Common Mistakes
• Too close supervision
• Failing to provide direction
• Failing to recognize accomplishments of delegated
tasks
• Usurping Authority
Decision Taking
Decision Taking
Stages of Decision Taking – 5 Cs
Consider
Consult
Commit
Communicate
Check
 Practical Task 3
Shifting Fire Safe Cabinet
 Solution
Saturday Morning
Request delivery to the Loading Bank at 09.00.
Ask the Maintenance Engineering Manager and Computer Shift
Leader to join you.
Together with the Driver and his Mate, the five of you can then load the cabinet
onto the Computer Room trolley, with its sides removed.
Leave the loaded trolley in the Post Room until Sunday afternoon.

Sunday Evening
Ask the Maintenance Engineering Manager, the Computer Manager and the
Purchasing Manager to join you.
Ask the Purchasing Manager to maintain security cover in the Computer Room.
Together with the Computer Shift Leader and Operator, the five of you can then
shift the cabinet into the General Office.
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 Communication

What Do We Mean by ‘CommUnIcatIon’?

Note: U comes before I

Two I’s means-I have double responsibility

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 Communication

The two way transfer of ideas and information, to create

understanding in the mind of others, to promote action

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 Communication

Five Elements of Communication:

1. Listening
2. Reading
3. Speaking
4. Writing
5. Body Language
Communication Grid General

4.News Exchange 1.Social

Communication

Facts Opinion

3.Business
2.Feedback
Communication

Specific
 Some Basics of Business Communication

ABC: Accuracy, Brevity, Clarity

KISS: Keep It Short and Simple
Macro and Micro
SKP: Sthan, Kaal, Patra ( Place, Time, Person)
Need to Know Vs Nice to Know - Vital and Trivial

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 Communication: Listening

Exercise: Questionnaire

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 Listening
Hearing and Listening
Real Meaning of Listening – Understanding What
Speaker Said – does not mean obeying
Listening is the Most ‘Inactive’ Activity.
We Listen What We Want to Listen

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 Listening- Why does it suffer
External:
Medical Problem
Noise
Physical setting
Telephones
Physical interruption
Speaker’s Low Volume
Inappropriate Body Language – eye contact

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 Listening- Why does it suffer
Internal:
Ego – ‘I Know’ factor
Love to Speak - Trained to speak - Childhood teaching - How much airtime we take
Interruption
Culture of interruption
Assumption that speaker has finished
Impatience
Fear of forgetting
Fear of some one else making the point
Evaluating/ Judging Mind
Preparing answer
Mind is some where else
Dislike for Speaker
Fear/ Anxiety
Stress
Lack of Interest

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 Listening – Ten Commandments

1. Keep Quiet – Mouth and Mind

2. Don’t Interrupt
3. Keep Eye Contact
4. Lean Forward and Nod
5. Don’t Evaluate - Ruminate
6. Don’t start preparing answers/questions
7. Take Notes
8. Practice Patience
9. Minimize External Disturbance and
Interruptions
10. Keep Quiet – Mouth and Mind

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 Body Language
Impression formed In 4 Minutes during first transaction
During Presentation it takes only 90 seconds
First Impressions Last Long
Reasons for first impressions:
5 % - Actual Words
70 % - Body Language
25 % - Listening Skills
MOTIVATION
 Motivation

Obedience Cooperation
No Self Motivation Self Motivation

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 Motivation

Is getting people to do WILLINGLY and WELL

those things that NEED
to be done

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 Self Motivation
Lack of Internal Energy
Levels of Energy
Source of Internal Energy
How to Tap Energy
Meditation
Read/ watch Inspiring books/videos
Relaxation and rejuvenation
Be in the company of positive people
Glucose Rich Food

Self Motivation: Are We Self Motivated?

Monday Morning Test

 Motivator

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 Motivator

Keeps Himself Energized

Knows His/ Her people well – concern for people
Shows the Way to Success/ Achievement
Sets and Sells Achievement Oriented Goals
Creates Ground for Superior Performance
Gives Effective Performance Feed Back
Shows Large Heart and Has Positive Tolerance for Mistakes
Coaches and Counsels

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Carl Brashear
Action Planning
Practical Task- Mast
 Promise

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 Thank You

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