Captive Leadership

7/27/2019 Captive Leadership

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WORKSHOP LEADER

FASIHUL KARIM SIDDIQI

ONE DAY WORKSHOP

ON

“CAPTIVE LEADERSHIP SKILLS FOR

BUSINESS LEADERS”

INSTITUTE OF LEADERSHIP

DEVELOPMENT



LEADER DEFINED

Types Of People In An Organization:

•WORKER•MANAGER •LEADER

LEADER = VISION + INFLUENCE + MAKING DIFFEENCE

A Leader Is A Person

• WITH A VISION – ABILITY TO SEE BEYOND THESIGHT OF HIS FOLLOWERS.

• HAS ABILITY TO INFLUENCE OTHERS WITH HISVISION

• WITH THE INFLUENCE OF HIS VISION IS ABLE TOMAKE A DIFFERENCE IN OTHERS.

Every Manager May Be A Leader But Every Leader Is Not A Manager

Leadership Is Not A Position. It Is An Action And A Choice.



LEADER AND MANAGER

The manager administers, the leader innovates.

The manager is a copy; the leader is an original.

The manager maintains; the leader develops.

The manager focuses on systems and structure; the leader focuses on people

The manager relies on control; the leader inspires trust.

The manager has a short-range view; the leader has a long-range perspective.

The manager asks how and when; the leader asks what and why.

The manager has his eye always on the bottom line; the leader has his eye onthe horizon.

The manager imitates; the leader originates.

The manager accepts the status quo; the leader challenges it.

The manager is the classic good soldiers; the leader is his own person.

The manager does things right; the leader does the right thing.



FOUR CATEGORIES

THE LEADING LEADER

Is born with leadership qualities

Has seen leadership modeled throughout life

Has learned added leadership through training

Has self discipline to become a great leader

Note : Three out of four of these qualities are acquired

THE LEARNED LEADER

Has seen leadership modeled most of life

Has learned leadership through training

Has self discipline to be a great leader

Note : All three qualities are acquired



THE LATENT LEADER

Has just recently seen leadership modeled

Is learning to be a leader through training

Has self discipline to become a good leader

Note : All three qualities are acquired

THE LIMITED LEADER

Has little or no exposure to leaders

Has little or no exposure to leadership training

Has desire to become a leader

Note : All three qualities can be acquired



FOUR LEVELS OF LEADERSHIP

LEVEL 1 POSITION

LEVEL 2 PERMISSION

LEVEL 3 PRODUCTION

LEVEL 4 PEOPLE DEVELOPMENT



IDENTIFYING & COMPARING YOUR

LEADERSHIP STYLE

Written

Risk Taking

Action Focus

Detail

Oral

Risk-averse

Analytical

Big Picture



LEADERSHIP SUCCESS MATRIX

DREAMERS LEADERS

LAGGARDS SLEEPERS

HIGH

LOW

LOW HIGHABILITY

AMBITION



A LEADER:

1. HAS A MISSION THAT MATTERS

2. IS A BIG THINKER

3. HAS HIGH ETHICS

4. MASTERS CHANGE

5. IS SENSITIVE

6. IS A RISK TAKER

7. IS A DECISION MAKER

8. USES POWER WISELY

9. COMMUNICATES EFFECTIVELY

10.IS A TEAM BUILDER

11.IS COURAGEOUS

12.IS COMMITTED



1. The Definitions of Leadership INFLUENCE

2. The key to LeadershipPRIORITIES

3. The Most Important Ingredient INTEGRITY

of Leadership

4. The Ultimate Test of Leadership CREATING POSITIVE CHANGE

5. The Quickest Way to Gain Leadership PROBLEM SOLVING

6. The Extra Plus in Leadership ATTITUDE

7. Developing Your Most Appreciable Asset PEOPLE

8. The Indispensable Quality of Leadership VISION

9. The Price Tag of Leadership SELF DISCIPLINE

10. The Most Important Lesson of Leadership STAFF DEVELOPMENT

TEN PRINCIPLES OF LEADERSHIP



5 FUNDAMENTAL PRACTICES OF EXEMPLARY

LEADERSHIP

CHALLENGE THE PROCESS

INSPIRE A SHARED VISION

ENABLE OTHERS TO ACT

MODEL THE WAY

ENCOURAGE THE HEART



PRACTICES

Challenging the Process

Inspiring a Shared

Vision

Enabling Others to Act

Modeling the Way

Encouraging the Heart

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

COMMITMENTS

Search out chal lenging opportunities to change,

grow, innovate, and improve.

Exper iment , take risks, and learn from the

accompanying mistakes.

Envis ion an uplift and ennobling future.

Enl ist others in a common vision by appealing to

their values, interests, hopes and dreams.

Foster collaboration by promoting cooperative

goals and building trust.

Strengthen people by giving power away, providing

choice, developing competence, assigning critical

tasks, and offering visible support.

Set the example by behaving in ways that areconsistent with shared values.

Achieve small wins that promote consistent

progress and build commitment.

Recognize individual contributions to the success

of every project.Celebrate team accomplishments regularly.

TEN COMMITMENTS OF LEADERSHIP



CAPTIVE Leadership Skills

Career

Skills

Attitudinal

Skills

Technical

SkillsIntellectual

Skills

Value

Skills

Emotional

Skills

People

Skills

Goal Setting

Visualizing

Conflict

Crisis

Difficult People

Difficult Times

Delegating

Motivating

Coaching

Mentoring

Communication

Problem Solving

TimeMeeting

Projects

Strategies

Decisions

Talent

Integrity

Humility

Hard Work

Learning &Renewal

Value Medals

Managing

Relationship

Self

Discovery





THE WHITE HAT :means’ information

When in use, everyone is focusing on

information.

What do we know / What do we need to know

/ What is missing / What questions to ask.

THE RED HAT :Think of fire and warm. It represents emotion,

feeling and intuition.

- I do not like this idea at all

- My feeling is that this simply will not work.

- My intuition is that he is the right person for

the job.

THE BLACK HAT - Basics of critical thinking

- Judgment thinking

- Is this right or is this wrong

- Does this fit our values?

PARALLEL THINKING SIX THINKING HATS OF DR. DE BONO

THE WHITE HAT



THE YELLOW HAT - Focus on values, benefits and why something

should work.

- Positive thinking- Value sensitivity

THE GREEN HAT - Symbolizes vegetation, growth & energy.

- Creative thinking- Initiative to creativity, new ideas.

THE BLUE HAT - Blue sky and overview / conductor of the

orchestra.

- Organize the other hats and organize the

thinking

- The control function



STEEL

QUALITY

VALUES

GOLD

HUMAN VALUES

SILVER

ORG VALUES

BRASS

PERCEPTUAL

VALUES

GLASS

ASSOCIATED

VALUES EG.INNOVATION,

SIMPLICITY,

CREATIVITY

WOOD

ENVIRONMENT

AL VALUES

1. SIX VALUE MEDALS



2. VALUE STRENGTH

4 DEGREES OF VALUES : STRONG, SOUND, WEAK, REMOTE

4 3 2 1

NEGATIVE VALUE -4 -3 -1 -1

3. VALUE SCAN FOR EACH PROJECT TO GET 1ST IMPRESSION

4

2 .3

2 4 1

2

2

3 1 4

4

.4

3

.3

.4 1

1

GO NOT BAD INVESTMENT

AND MARKET INPUT

(DISASTER)



REFLECTING MINDSET - Managing Self:- organization needs managers

who see both ways.

- to be able to see behind in order

to look ahead.

ANALYTICAL MIND SET - Managing Organization:

- To approach the scores and crowds

while watching the ball

WORLDLY MINDSET - Managing Context:

- Getting into worlds beyond their own- To manage on the edges between the

organization and the various world that

surround it – culture, industries, Co’s.

5 MANAGERIAL MINDSETS



COLLABORATION MINDSET - Managing Relationship:

- Not managing people so much

as the relationships among people.

- Leadership in the background.

- Managers help to establish the

structure cultures and attitudes through

which they get done.

ACTIVE MIND SET - Managing change with continuity

business is judged by the products they

make and service they render not the

changes they make.

WEAVING THE MINDSETS TOGETHER

IS THE LEADERSHIP CHALLENGE

Documents

Captive Leadership