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Leadership
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7…..
1
Mark Sebba video..........
Peter Drucker:
“The only definition of a leader is someone who has followers.”
Warren Bennis: “Leadership is the capacity to translate vision into reality.”
Bill Gates:
“As we look ahead into the next century, leaders will be those who empower others.”
John Maxwell: “Leadership is influence – nothing more, nothing less.”
DEFINITION: Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.
!
1 It all starts with …….
The diagram opposite was presented by Ralph Stayer author of Flight of the
Buffalo and CEO of Johnsonville Sausages. The simple premise behind
this diagram is if you want to see different behaviours from your team
then start by looking at your own behaviour
!Leadership starts by looking in the mirror
My Behaviour
Team performance
Improved Team performance
Change my behaviour
2.
situational leadership...Directing
Coaching
Supporting
Delegating
situational leadership...
situational leadership...
Think of a situation....
3. The more I talk the less they listen
Communication “The work
we do,to be understood”
12
Exercise
1 Minute challenge
Types of listening
Passive Pretend Biased
Misunderstood Attentive data only
Active Empathic
Facilltative
Listening Exercise
4. eyes on the prize
Primary Embedding Mechanisms Secondary Articulation and Reinforcement Mechanisms
What leaders pay attention to, measure, and control on a regular basis.
Organization design and structure
How leaders react to critical incidents and organizational crises. Organizational systems and procedures
Observed criteria by which leaders allocate scarce resources. Organizational rites and rituals
Deliberate role modeling, teaching, and coaching
Design of physical space, facades, and buildings
Observed criteria by which leaders allocate rewards and status.
Stories, legends, and myths about people and events.
Observed criteria by which leaders recruit, select, promote, retire, and excommunicate organizational members.
Formal statements of organizational philosophy, values, and creed.
The change model
Effective change = Quality of idea x Amount of buy in
Bring back the
poll tax
Eisenhower matrix“What is important is seldom urgent and what is urgent is seldom important,"!President Eisenhower
Urgent Important Exercise
1. Place each item on your current to do list on the relevant quadrant
2. Add Your performance objectives, priorities and initiatives
3. Make a plan for each quadrant to: ▪ Minimise or eliminate the time in quadrants
3 & 4 ▪ Deliver quadrant 1 first but effectively and
efficiently to maximise time in 2
3 4
21
High
Low
HighLowIm
porta
nce
Urgency
5. enable talent
I got an “A” BECAUSE….
Raise the bar - Great v good
6. It takes a big minded person….
small minded people can’t do it….
Specific … What and how it helped !
Personal … !
Meaningful…Link to the bigger picture
What you say!
Sincere… !
Focussed …
How you say it!
Timely … What and how it helped !
Frequent …
When you say it!
7. enthuse others
Lighting the fuse….