So you think you are a leader?
<ul><li>The Leadership Profile </li></ul><ul><li>They Challenge the Process </li></ul><ul><li>They Inspire a Shared Vision...
They challenge the process Leaders seek out challenging opportunities. Challenge people to try out new approaches to their...
They inspire a shared vision Talk about future trends. Describe a compelling image of what the future could look like. App...
They enable others to act Develop cooperative relationships with people they work with. Actively listen to diverse points ...
They model the way Leaders set a personal example of what they expect from others. Make certain that their staff adhere to...
They encourage the heart Praise people for a job well one. Make it a point to let people know about their confidence in th...
<ul><li>I seek out challenging opportunities that test my own skills and abilities. </li></ul><ul><li>I talk about future ...
<ul><li>I actively listen to diverse points of view. </li></ul><ul><li>I spend time & energy on making certain that the pe...
16. I ask “What can we learn?” when things do not go as expected. 17.  I show others how their long-term interests can be ...
<ul><li>I give people a great deal of freedom and choice in deciding how to do their work. </li></ul><ul><li>I make certai...
1 __  2 __  3 __  4 __   5  __  6 __  7 __   8 __  9 __  10  __ 11 __  12 __  13 __  14 __  15  __ 16 __  17 __  18 __  19...
1__    2__  3__  4__   5__  6__  7__    8__    9__    10__ 11__  12__  13__  14__  15__ 16__  17__  18__  19__  20__ 21__ ...
<ul><li>Have five to six of your co-workers and direct reports fill out a form. </li></ul><ul><li>No names  </li></ul><ul>...
<ul><li>Review the questions under the two leadership profiles.  Rank them. </li></ul><ul><li>Meet with all the respondent...
<ul><li>Developing a leadership culture through gaining the truth and understanding the Five Dysfunctions of a Team: </li>...
<ul><li>Engage in heated, passionate dialogue about decisions. </li></ul><ul><li>They don’t hesitate to challenge one anot...
<ul><li>Is essential. </li></ul><ul><li>Disagreements can only be resolved by examining different points of view. </li></u...
<ul><li>Teams that commit to decisions and standards hold one another… </li></ul>Gaining the commitment as a leader
<ul><li>Accountability is the mechanism for delivering what you promise. </li></ul>Having accountability as a leader
<ul><li>Results have been achieved! </li></ul>Celebrating as a leader
But as a leader you need direction!
<ul><li>You need to establish your personal: </li></ul><ul><li>Vision </li></ul><ul><li>Mission </li></ul><ul><li>Core pur...
Leadership
Justin Tamsett B.Ed (Phys & Health Education) &quot;What you leave behind is not what is engraved in stone monuments, but ...
Upcoming SlideShare
Loading in...5
×

WAFIC Leadership

1,581

Published on

In the fitness industry, the most important asset is the right
people. When you find them, you then need to keep them.
This session will share tools to develop your Team into a
High Performance Team and then give you the strategies
to coach them to maintain that level. The message will be
simple and effective to ensure you can start moving your
team into the High Performance arena!

Published in: Business, Education
0 Comments
10 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,581
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
152
Comments
0
Likes
10
Embeds 0
No embeds

No notes for slide

WAFIC Leadership

  1. 1. So you think you are a leader?
  2. 2. <ul><li>The Leadership Profile </li></ul><ul><li>They Challenge the Process </li></ul><ul><li>They Inspire a Shared Vision </li></ul><ul><li>They Enable Others to Act </li></ul><ul><li>They Model the Way </li></ul><ul><li>They Encourage the Heart </li></ul>
  3. 3. They challenge the process Leaders seek out challenging opportunities. Challenge people to try out new approaches to their work. Search outside the formal boundaries of the organization for innovative ways to improve. Ask “What can we learn?” when things don’t go as expected Experiment and take risks even when there is a chance of failure
  4. 4. They inspire a shared vision Talk about future trends. Describe a compelling image of what the future could look like. Appeal to others to share an exciting dream of the future. Are contagiously enthusiastic and positive about the future. Speak with genuine conviction about the higher meaning and purpose of work. BHAG
  5. 5. They enable others to act Develop cooperative relationships with people they work with. Actively listen to diverse points of view. Treat others with dignity and respect. Support the decisions that people make on their own. Ensure that people grow in their jobs by learning new skills and developing themselves.
  6. 6. They model the way Leaders set a personal example of what they expect from others. Make certain that their staff adhere to the principles and standards agreed upon. Clear about their philosophy of leadership. Make progress toward goals one step at a time. Follow through on the promises and commitments they make. Level 5 Leader
  7. 7. They encourage the heart Praise people for a job well one. Make it a point to let people know about their confidence in their abilities. Creatively reward people for their contributions to the success of company projects. Publicly recognise people. Give members of their team lots of appreciation and support for their contributions.
  8. 8. <ul><li>I seek out challenging opportunities that test my own skills and abilities. </li></ul><ul><li>I talk about future trends that will influence how our work gets done. </li></ul><ul><li>I develop cooperative relationships among the people I work with. </li></ul><ul><li>I set a personal example of what I expect from others. </li></ul><ul><li>I praise people for a job well done. </li></ul><ul><li>I challenge people to try out new and innovative approaches to their work. </li></ul><ul><li>I describe a compelling image of what our future could be like. </li></ul>Your Leader Self-Evaluation Almost Always Very Frequently Usually Fairly Often Some-times Occass- ionally Once in awhile Seldom Rarely Almost Never 10 9 8 7 6 5 4 3 2 1
  9. 9. <ul><li>I actively listen to diverse points of view. </li></ul><ul><li>I spend time & energy on making certain that the people I work with adhere to the principles & standards that we agreed on. </li></ul><ul><li>I make it a point to let people know about my confidence in their abilities. </li></ul><ul><li>I search outside the formal boundaries of my organization for innovative ways to improve what we do. </li></ul><ul><li>12. I appeal to others to share an exciting dream of the future. </li></ul><ul><li>13. I treat others with dignity and respect. </li></ul><ul><li>14. I follow through on the promises and commitments that I make. </li></ul><ul><li>15. I make sure that people are creatively rewarded for their contributions to the success of our projects. </li></ul>Almost Always Very Frequently Usually Fairly Often Some-times Occass- ionally Once in awhile Seldom Rarely Almost Never 10 9 8 7 6 5 4 3 2 1
  10. 10. 16. I ask “What can we learn?” when things do not go as expected. 17. I show others how their long-term interests can be realized by enlisting in a common vision. 18. I support the decisions that people make on their own. 19. I am clear about my philosophy of leadership. 20. I publicly recognise people who exemplify commitment to shared values. 21. I experiment and take risks even when there is a chance of failure. 22. I am contagiously enthusiastic and positive about future possibilities. Almost Always Very Frequently Usually Fairly Often Some-times Occass- ionally Once in awhile Seldom Rarely Almost Never 10 9 8 7 6 5 4 3 2 1
  11. 11. <ul><li>I give people a great deal of freedom and choice in deciding how to do their work. </li></ul><ul><li>I make certain that we set achievable goals, make concrete plans, and establish measurable milestones for the projects and programs that we work on. </li></ul><ul><li>I find ways to celebrate accomplishments. </li></ul><ul><li>26. I take the initiative to overcome obstacles even when outcomes are uncertain. </li></ul><ul><li>27. I speak with genuine conviction about the higher meaning and purpose of our work. </li></ul><ul><li>28. I ensure that people grow in their jobs by learning news skills and developing themselves. </li></ul><ul><li>29. I make progress toward goals one step at a time. </li></ul><ul><li>30. I give the members of the team lots of appreciation and support for their contributions. </li></ul>Almost Always Very Frequently Usually Fairly Often Some-times Occass- ionally Once in awhile Seldom Rarely Almost Never 10 9 8 7 6 5 4 3 2 1
  12. 12. 1 __ 2 __ 3 __ 4 __ 5 __ 6 __ 7 __ 8 __ 9 __ 10 __ 11 __ 12 __ 13 __ 14 __ 15 __ 16 __ 17 __ 18 __ 19 __ 20 __ 21 __ 22 __ 23 __ 24 __ 25 __ 26 __ 27 __ 28 __ 29 __ 30 __ Totals: __________ ___________ ___________ __________ _________
  13. 13. 1__ 2__ 3__ 4__ 5__ 6__ 7__ 8__ 9__ 10__ 11__ 12__ 13__ 14__ 15__ 16__ 17__ 18__ 19__ 20__ 21__ 22__ 23__ 24__ 25__ 26__ 27__ 28__ 29__ 30__ Totals: ___ ____ ____ ____ ___ Challenge Inspire Enable Model Encourage The Process a Shared Vision Others to Act The Way The Heart
  14. 14. <ul><li>Have five to six of your co-workers and direct reports fill out a form. </li></ul><ul><li>No names </li></ul><ul><li>Have them turn them in to someone other than you. </li></ul><ul><li>Total all the scores for each answer. </li></ul><ul><li>Divide that number by the number of respondents to determine the average score. </li></ul><ul><li>Total the columns </li></ul><ul><li>Look at your two lowest columns </li></ul>How to become a better leader
  15. 15. <ul><li>Review the questions under the two leadership profiles. Rank them. </li></ul><ul><li>Meet with all the respondents either as a group or individually and discuss your results. </li></ul><ul><li>Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you. </li></ul><ul><li>Start making improvements based on your staff’s feedback </li></ul>How to become a better leader
  16. 16. <ul><li>Developing a leadership culture through gaining the truth and understanding the Five Dysfunctions of a Team: </li></ul><ul><ul><li>Trust </li></ul></ul><ul><ul><li>Conflict </li></ul></ul><ul><ul><li>Commitment </li></ul></ul><ul><ul><li>Accountability </li></ul></ul><ul><ul><li>Results </li></ul></ul><ul><li>Lets look at them . . . </li></ul>How you get the truth?
  17. 17. <ul><li>Engage in heated, passionate dialogue about decisions. </li></ul><ul><li>They don’t hesitate to challenge one another in the spirit of finding a better answer. </li></ul><ul><li>They don’t fear they’ll lose their job or be chastised if they disagree. </li></ul>Developing trust as a leader
  18. 18. <ul><li>Is essential. </li></ul><ul><li>Disagreements can only be resolved by examining different points of view. </li></ul>Having conflict as a leader
  19. 19. <ul><li>Teams that commit to decisions and standards hold one another… </li></ul>Gaining the commitment as a leader
  20. 20. <ul><li>Accountability is the mechanism for delivering what you promise. </li></ul>Having accountability as a leader
  21. 21. <ul><li>Results have been achieved! </li></ul>Celebrating as a leader
  22. 22. But as a leader you need direction!
  23. 23. <ul><li>You need to establish your personal: </li></ul><ul><li>Vision </li></ul><ul><li>Mission </li></ul><ul><li>Core purpose </li></ul><ul><li>Core Values </li></ul>But as a leader you need direction!
  24. 24. Leadership
  25. 25. Justin Tamsett B.Ed (Phys & Health Education) &quot;What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others.&quot; Pericles
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×