Leadership Development

LEADERSHIP DEVELOPMENT PROGRAM

‘THE LEADER IN ME’’

“We are what we repeatedly do. Excellence is not an act, but a habit.” - Aristotle
By: brandon.doll777@gmail.com

Presentation objective

Create a vision – a common ground

Appreciative inquiry
Key factors of leadership

“Be an action oriented leader not a preaching one”

Creating a vision

“Be the change you want to see in the world” - Gandhi

Appreciative Inquiry
GLAD

BAD

SAD

Discovery—identifying existing strengths
Dreaming—describing the best possible future imaginable
Designing—a plan for change

Destiny—implementing the plan to realise the dream

“The ageless essence of leadership is to create an alignment of strengths in ways
that make a system’s weaknesses irrelevant.” —Peter Drucker

Intentional Change
Discerning
your ideal self

Discovering
your real self
Identify in your
strengths and gaps

Experimenting
and practicing

Crafting your
Learning agenda


Blake and Mouton’s Managerial Grid
Managerial Grid
High

Concern for people

9

(1,9)

(9,9)

8
Team Leader
7

Country club

6
5

(5,5)

4
Authoritarian
3

Impoverished

2
1

(1,1)

Low

1

(9,1)
2

3

4

5

6

Concern for Production


7

8

9

High

“Most organizations "and communities “are over managed and under led.”

Steven Covey

“leadership is about what you do, not what you know”


that make you feel
appreciated?
that made you feel
appreciated?
that taught you something
worthwhile?

Leadership defined
The skill of influencing people to work enthusiastically toward goals
identified as being for the common good.

Leadership Imperative
‘Before you decide to lead others, lead yourself first’
GREAT
LEADERSHIP

ENGAGEMENT

RESULTS

5 Practices of Exemplary Leadership

VISIONING

MODEL THE WAY

CHALLENGE THE
PROCESS

ENABLE OTHERS
ENCOURAGE THE
TO ACT By: brandon.doll777@gmail.com HEART

Inspire a shared Vision

Envision the future – forward looking
Enlist others in the common vision


Model the way

Clarify your personal values
Set the example
Do what you say you will do
Clarify organisational values
Clarify personal values

‘It is easier to develop your strengths than to develop your
weaknesses’

Challenge the Process

 Search for opportunities to innovate and improve
 Experiment and take risks – learn from mistakes


Enable others to act

Foster collaboration
Strengthen others by sharing powers


People who feel any Negative emotions

People who feel key positive emotions

Engaged
Engaged

Partial
Partial

Disengaged


Disengaged

3 emotions that drive disengagement
Bored
Apathetic
Disinterested
10%

1%
Anxious

Uncomfortable
10%

Irritated
12%

Vulnerable

Insulted
Manipulated
Intimidated By: brandon.doll777@gmail.com

Upset

The power of positive emotions
Inspired

Valued

Enthusiastic

Empowered
Confident

Employee
Engagement

1. Create a Culture that
encourages engagement

2. Measure employee engagement

3. Develop action plans that develop
Employee engagement

Customer Experience
Market leadership

Employee
Engagement

4. Hold people accountable for
building engagement

5. Reward those who
demonstrate progress in
building engagement

Credibility

TRUST

Fairness

Relationship with other employees

Respect

Relationship
With Mgmt

Employee

Relationship with your job

Camaraderie

Pride

Inspiring

Thanking
Hiring

Caring

Celebrating

TRUST

Developing
Sharing
Listening
Work together as
a team/ family

Speaking
Give their Personal Best


Encourage the heart

Recognize contribution
Celebrate the values and victories


Global employee case

•

Companies lose $350 billion a year because of employee disengagement (World wide)

•

Seven out of ten employees are not fully engaged in the workplace

•

They exhibit negative behaviors and undermine the accomplishments of their coworkers

•

Decreased output and a rise in accidents, absenteeism and staff turnover.

•

These employees can carry their discontent outside, damaging the organization’s reputation
with customers and potential future hires

•

Sixty-nine percent of disengaged employees would move to a new employer for as little as a
5% pay increase

•

It would take a 20% increase in salary to attract an engaged employee

•

To recruit and train a replacement worker at 150% of salary, including lost productivity

Leadership communication
Stop talking, Listen
Hold Your Judgments
Create a Space
Don't Be a Label Reader
Open Your Mind
Don’t Mind read
During a presentation

Focus
Visualize
Remember Names
Questions
Be Aware

Communication
7%

Exceptional Communicators
20%

40%
50%

80%

28%

10%

65%
Visual
Words
Tonality

NVC
Tonality
Words

By:
One kind word can warmbrandon.doll777@gmail.com
three months

Speakers
Listeners

Mental Maps of Others
Visuals
bright
bird's eye view
catch a glimpse
clear
colorful
envisage
flash
focus
hazy
highlight
horizon
illustrate
in light of
look
make a scene
notice
observe
perceive
perspective

Auditories

Kinesthetic

ask
call on
discuss
express
hear
inquire
loud
listen
mention
noisy
outspoken
quiet
pronounce
ring
say
sound
speak
talk
tell

affect
boils down to
burning
clumsy
concern
dull
euphoric
feel
firm
grab
handle
hard
hit
impress
intuit
know
pressure
relax
rough

Management by Leadership - Jack Welch
LEAD MORE, MANAGE LESS
1.
2.
3.
4.
5.

Lead
Manage less
Articulate your vision
Simplify
Get less formal

6.
7.
8.
9.
10.

Energize others
Face reality
See change as an opportunity
Get good ideas from everywhere
Follow up

BUILD A WINNING ORGANIZATION
11.
12.
13.
14.
15.

Get rid of bureaucracy
Eliminate boundaries
Put values first
Cultivate leaders
Create learning culture

HARNESS YOUR PEOPLE
16.
17.
18.
19.
20.

Involve everyone
Make everybody a team player
Stretch
Instill confidence
Make business fun

BUILD THE MARKET-LEADING COMPANY
21. Be number 1 or number 2
22. Live quality
23. Constantly focus on innovation

24. Live speed
25. Behave like a small company


Leadership styles


Knowledge is having the right answer.
Intelligence is asking the right
question

A giant ship engine that failed could not be repaired, even by the best experts. Fed up
the owners called an old man who had many years of experience.

The old man came and saw around the ship. He observed and gently tapped
something, and the engine started.
After some working days the owners received a bill of Rs 10,000/-.
The owners were angry because he had hardly done anything and asked for an
itemized bill.
The old man sent it; Rs 2 for tapping and Rs 9998/- for knowing where to tap.

Reference books on Leadership
Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins

The Mission, The Men, and Me: Lessons from a Former Delta Force Commander by Pete Blaber
Once An Eagle by Anton Myrer
Jack: Straight from the Gut by Jack Welch
How to Win Friends & Influence People by Dale Carnegie
Lateral Thinking: Creativity Step by Step (Perennial Library) by Edward De Bono
The One Minute Manager by Ken Blanchard
The Art of War by Sun Tzu (5th century B.C.)
Silent Leadership by David Rock

Primal Leadership by Daniel Goleman


“Don’t supervise.
Superlead your team to
a winning performance”

Leadership Development

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