Leadership is a choice 2010 by Duygu Alptekin

Leadership is a choiceDecember 1st,2009

Duygu AlptekinMarketing Consultant &Executive Coachwww.duygualptekin.com

About D.AlptekinDuygu Alptekin provides marketing consultancy, marketing training and executive coaching services having combined her experience,skills and accumulated knowledge with coaching technique. She brings in over 13 years of experience in various global brands including Coca-Cola at global Fast Moving Consumer Goods (FMCG) companies where she has worked in brand management, marketing management and team leadership roles.     •Duygu Alptekin has completed her education in American Robert College and Boğaziçi University Political Science and International Relations Department.

•She has started her professional marketing career at Unilever and continued her journey at Coca-Cola. She held brand/marketing manager and director roles in Turkey and Eurasia Group which includes Russia, India, East Europe, Middle East and Southeast Asia Regions. In her tenure, she has contributed significantly to the growth of sparkling beverages category and has led the development of marketing strategies of brands like Coca-Cola, Fanta, Sprite, Schweppes, Kinley, BonAqua and Cappy. She also has been a member of the global team who has shaped the global strategies of these brands.

•She has led many campaigns that won industry recognized awards such as Cannes Golden Lion in viral marketing, Effie, Crystal Apple, and Mediacat outdoor.Her interest and consultancy areas are: strategic brand management and planning, marketing communications and executional excellence in market place.

•Since 2002, she has been giving brand and marketing seminars in Boğaziçi, Koç, Sabanci and Bilgi Universities in Turkey and since 2009 she has been providing marketing consultancy services. 

•She is a part time faculty member of Bilgi University Adschoolistanbul and MBA programs. 

•In order to leverage her leadership and management skills, she is specializing on executive coachinghaving trained by Adler International Learning in collaboration with Toronto University Institute of Education (OISE).

•She is a member of International Coach Federation and Association of International Professional Coaching in Turkey.

Agenda

• What’s a leader?• Types of Leadership• Purpose• Values• Strengths/ Improvement Areas • What good leaders must do?• Virtues of good leaders

“ If a man progresses confidently to live the life of his dreams, he will unexpectedly embrace success in a little while.”

( Henry David Thoreau)

Being a leader is a commitment…

Definition of Leadership

• process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task (wikipedia)

• Influencing others in ways that foster individual goal achievement and contribution to organizational goals (Ken Blanchard Companies)

Leadership Styles

• Directing

• Supporting

• Delegating

• Coaching

Situational Leadership

Low Directive and

High Supportive

Behavior

High Directive and

High Supportive

Behavior

Low Directive and

Low Supportive

Behavior

High Directive and

Low Supportive

Behavior

DIRECTIVE BEHAVIOR

SU

PP

OR

TIV

E B

EH

AV

IOR

Low High

High

Delegating

Supporting Coaching

Directing

Directive Leader Behavior

• Setting goals

• Developing action plans

• Setting priorities

• Establishing timelines

• Clarifying roles

• Instructing/Teaching

• Evaluating

“We’ll do it this way”

Supportive Leader Behaviors• Gets input from the team to set goal and

develop action plan• Listening• Praising and recognizing• Sharing organizational information• Facilitation problem solving• Being open and accessible• Providing rationale

“Why don’t you pull together your initial thoughts and then we evaluate together?”

Delegating Leadership Behavior

• Collaborates with team member to set goal• Team member develops action plan, team

leader confirms• Team member sets schedule for checking

progress, leader confirms• Team member makes decisions,leader confirms• Team member mostly provides own feedback

and recognition

“Why don’t you decide?”

Coaching Leadership Behavior

• Asks the team member to set the goal and decide the action plan, then

does reality checks• Listening• Gives different perspectives• Acknowledges and provides recognition to

the team• A combination of directive and supportive

behavior “If you bounce your ideas with me, it will help you to decide”

Leadership all starts with you

Purpose

“Every human being is by nature meaning- seeking and meaning making” (Alfred Adler)

• What is it that makes you get out of bed each day?

• A deeper sense of yourselves and your contribution.

• Source of our existence, why am I alive?• How will I express my purpose in life?• Specifics about how we want to use our gifts,

talents within a specific domain?

Purpose

Asking why, what and how?

Values

“Be a man of values instead of a successful man.” (Albert Einstein)

• Goals are linked to values and make more sense.

• Values are personal.• Clarity on values are important for goal

setting, but also for decision making.• Finding alignment between our values and

the system we are working in is key.

Values ListaccomplishmentAchievementAdventureAestheticsAltruismAutonomyCaringChallengeClarityCommitmentCommunityCompetitionConnectingCreativityDo goodDo the right thingDo things my way

EleganceEntrepreneurshipExcitementExcellenceFeel goodFinancial securityGive of myselfHappinessHealthIndependence IntimacyLoyaltyLoveNatureNurtureOpennessPeace

PrivacyPlayPleasurePowerRisk takingSafetySecuritySelf-ControlSensualitySimplicitySocializingTeam SpirityUniquenessVitalityWealthWinningWisdom

Values

• Get in couples with the person next to you and listen to them as they tell you about one of their best experiences and how they felt at their best during this process.

• List their values and check with them afterwards.

• 5 minutes telling,2 minutes sharing

Strengths/Gaps

“When we want to move from plus three to eight in our lives, the exercise of will is more important than rearranging external props. Building strengths and virtues and using them in daily life are very much a matter of making choices. Building strength and virtue is not about learning, training or conditioning, but about discovery, creation and ownership.”

(Martin Seligman)

Strengths/Gaps

• Our strengths in all domains of our life enhance our degree of happiness and fulfillment.

• Our strengths are assets that we can tap into in times of challenge; hence they are a source of resilience.

• Recognizing and developing our strengths at work contribute to an experience of flow and engagement .

• There is a correlation between employees’ opportunity to use their strengths at work and business measures such as profitability, productivity and turnover.

Surveys that help

• 360 feedback

• Myers-Briggs

• www.authentichappiness.org VIA sign

• Birkman

• PDP profiler

• Gallup Core Strenghts

12 Features of a Leader: Leaders Must• Have a vision• Have Actions reflecting his vision• Have Integrity• Do Pre-work for his vision• Be a communication genius• Be an evangelist• Create an environment to foster intellectual capital• Have the courage to ask for help• Share information• Create trust• Work against resistance and fear• Responsible for others’ quality of life

Practically What a Good Leader Must Do?

• Know your specialty well• Listen• Acknowledge• Learn• Radiate an image• Present your ideas• Network• Teamwork• Give/receive feedback• Coach

Know your specialty

• Whatever your role in the organization is, know, show, express your technical capabilities.

• This brings in trust, respect and fosters the learning process to a higher level.

Listen Generously and Deeply

“Imagine someone listening, not only to your words, but what’s behind “

(Whitworth)• To be listened to at a deep level is to feel

known and understood. Feeling known and understood, brings in security, trust and openness.– Attending skills– Mirroring content

Acknowledge

• Encourage and champion the people you work with.

• Recognize the value created and let people know you notice them.

• Positively reinforced people

have a much higher possibility

to repeat the good acts they did.

Learn

• It’s a mindset.

• Choose between being a judger or a learner.

Typical Judger Results• Defensive• Inflexibility• Despair• Inactivity• Failure

Typical Learner Results

• Curiosity• Learning• Win-win• Energy• Inspiration• Success

Radiate an Image

“Clothes make the man” (Mark Twain)

“Perception is a reality”

• How do you actually position yourself at work, at home, at school, with friends?

• How do you envision yourself?

Become that person today,

don’t wait…

Present your ideas

• Be someone others willing to listen.

• Have a theme of your work conversation or a presentation.

• State how you want to contribute and how it will serve the purpose.

• Watch your voice, what

does it radiate, confidence,

fear, commitment or anger?

Network

“It is not what you know, it’s who you know”“Relationships are more important than anything else. Everything in universe is in relation to one another and their existence depends on this relationship. Nothing exists on its own. It’s time to leave the fairy tale that we are independent and self-sufficient…” (Margaret Wheatley)

Network

• Being in relationship with others provides support, flexibility and opportunities that helps to grow ourselves.

• It’s a source of learning, sharing and building on what’s out there.

• It’s an opportunity to get to know others as well as introducing yourself and letting others know you at a deeper level.

Teamwork

• Being able to work with others harmoniously.

• Benefits are a lot like networking, but teamwork helps getting things done more effectively and efficiently.

• Many disciplines depend on each other and synchronization play a major role whether you launch a brand, a campaign, or manage a finance project.

Give/Receive Feedback

• Feedback is defined as sharing your perceptions of another’s behavior and/or performance based on observation and analysis.

• The goal of feedback is

to reinforce or redirect

the performance of another person.• Feedback is useful when it’s timely, clear,

descriptive of actual behaviors observed and relevant to performance

Give/Receive Feedback

FEEDBACK

Describe the currentbehaviors

Identify the situations

Identify alternate behaviors

Describe impacts and consequences

Coach rather than teach

• As you go up the ladder, you work with people who are technically grounded, but they still need help, guidance or learning.

• Coaching is unlocking a person’s potential maximizing their own performance. It is helping them to learn rather than teaching them.

• It starts with the belief that people are whole, resourceful and creative thus wisdom lies within them.

Virtues of a leader

• Honesty• Courtesy• Respect• Learning &

Development• Courage• Modesty

• Patience• Commitment• Flexibility• Empathy• Power• Creativity• Affection

Look around you

• Who seems to be a good leader for you? (a politician, a social action platform leader, a celebrity, your parent, your friend)

• Let’s discuss

What we covered

• What’s a leader?• Types of Leadership• Purpose• Values• Strengths/ Improvement Areas • What good leaders must do?• Virtues of good leaders

In Summary

• Leadership is a choice• Leadership is a commitment• It all starts with you, defining your purpose

and values set the direction for what you want to do

• Identifying strengths and leveraging them in work that is in alignment with your values will make you a leader

• Leadership can be learned

References

• 7 Habits of highly effective people (Stephen Covey)

• Quantum Leap Thinking (James Mapes)• Kuantum Düşünce Tekniği (R.Şanal)• http://www.kenblanchard.com/ The Leadership

Difference• Asla Yalnız Yeme (Keith Ferrazzi)• Co-Active Coaching (Whitworth,Kimsey)• www.authentichappiness.org• www.duygualptekin.com

THANK YOU