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Manager to Leader round hill nov2013


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With Good Leadership, Any Problem Can Be Solved.

With Good Leadership, Any Problem Can Be Solved.

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  • 1. The JobBank Presents From To Manager Leader  Round Hill Hotel and Villas  November 2013  Leahcim Semaj, PhD 11/20/2013 1
  • 2.    Mobile: 876.383.5627 Skype: LSemaj Office: 876.948.5627 Twitter: LSemaj Email: Facebook: Leahcim Semaj  Blog: 11/20/2013 
  • 3. “We have all that we need to create what we want because all the resources we need are in our minds” Theodore Roosevelt 11/20/2013 3
  • 4. Are You A Professional? A professional is someone who can do his best work  Even when he doesn't feel like it  Alistair Cooke 11/20/2013 4
  • 5. The New Illiterate  The illiterate of the 21st century will not be those who cannot read and write  but those who cannot  Learn  …Unlearn  …and Relearn 90% Rule  Alvin Toffler 11/20/2013 5
  • 6. There’s Always A Better Way Of Doing Things Either You Or Your Competitor Will Find It Brad Anderson, CEO, SolArc, Inc 11/20/2013 6
  • 7. Can You Skate? 11/20/2013 7
  • 8. The Crisis in Management Manager as Prefect Manager as Headman 11/20/2013 8
  • 9. A Good Leader Must First be A Good Team Player 11/20/2013 9
  • 10. The “TEAM” is Spiritually Significant  Jesus formed a team  Even Jesus knew he could not change the world by himself  You need to coordinate the energies of a range of complementary people working towards the same goal 11/20/2013 10
  • 11. Jesus on Team Building He had a plan  He had a clear picture of the big picture and always gave his team clear instructions He  trained his replacement He constantly reminded his team that  “Greater things than I have done shall you do” 11/20/2013 11
  • 12. Jesus: Lead by Example He set an example  The team was shocked when he took off his garment and washed their feet  His answer was simple, “I am doing this to set an example for you” 11/20/2013 12
  • 13. What Kind Of Leader Are You?  Manley  PJ  Seaga  Portia  Bruce  Andrew 11/20/2013 13
  • 14. Like everyone else, LEADERS ARE NERVOUS about learning new skills, behaviours, and working relationships  Unlike everyone else,  LEADERS HAVE TO GO FIRST 11/20/2013 14
  • 15. LEADERSHIP IS THE HIGHEST COMPONENT OF MANAGEMENT a) Provides vision and direction, values and purposes b) Inspire people to work together with common vision and purpose 11/20/2013 15
  • 16. Some Have One And Not Another  Brain theory research explains why some people are excellent producers but poor managers  or great managers but weak leaders 11/20/2013 16
  • 17. Picking & Nurturing Your Team May 2008 11/20/2013
  • 18. The Questions  Why do workers behave the way they do?  Why does it seem that workers see employers as their enemy?  Because We Violate The 10 Principles For Selecting and Nurturing Our Teams 11/20/2013
  • 19. An organization is a perfect system shaped to be what it is by the behaviours that are reinforced This can be by  direct or indirect actions  intended or un-intended actions 11/20/2013
  • 20. Energizing Your Team Forward  The effective selection and utilization of human resources  in order to enhance and maximize organizational performance  10 Principles For Picking & Nurturing Your Team for The Next Inning 11/20/2013
  • 21. The New Paradigm  Education makes you trainable  Training makes you employable  Attitude makes you successful 11/20/2013
  • 22. 1. The IMF Model  When worker continually fail to do what they are required to do  Is Management Fault 11/20/2013
  • 23. 2. The Fish Model Fish rotten from the head 11/20/2013
  • 24. 3. Who vs. What  What people know is less important than who they are  Hiring is about finding people with the right mind-set  What you know changes  who 11/20/2013 you are rarely does
  • 25. 4. The Domino Rule Draw  or quickly dump your hand  Select   Only The Best “We Only Hire People Who We Believe Are More Talented And Smarter Than We Are What Better Way To Guarantee We'll Succeed?”  11/20/2013 good card Sue Ellis - President and CEO, The Murrayhill Company, Denver - CO US
  • 26. 5. Hiring Criteria - D.A.T.A.  DESIRE  Do they really want the job  ABILITY  Are they good at the tasks required  TEMPERAMENT  Does their personality fit the situation  ASSETS  Do they have other resources that the work requires 11/20/2013
  • 27. 6. Examine The Roots 11/20/2013
  • 28. 7. Pay For Results, Not Activity  We can draw on the model used for sales compensation  No room for pay based only on seniority 11/20/2013
  • 29. 8. Beware The Lara Effect (The Peter Principle) Pay for Skill and Performance Promote for Ability  irrespective 11/20/2013 of age
  • 30. 9. Be Willing To Act  When Leaders Fail To Make Hard Decisions  The result is that they get harder decisions to make … in the future   Cecile Johnson Semaj Solutions Officer, The JobBank 11/20/2013
  • 31. 10. Build On Your Strengths  “Weakness failure  but strength building leads to excellence Focus  fixing might prevent on your strength and manage around weaknesses”   11/20/2013 Marcus Buckingham, coauthor of First, Break All the Rules and Now, Discover Your Strengths
  • 32. Why This Position? Focusing is on your strengths the only chance to distinguish yourselves and excel 11/20/2013
  • 33. What To Do?  We need to   We need to   pick people with a keener sense of how their strengths match the demands of the role change our performance appraisals so they aren't so remedial? We need to  redesign our compensation and recognition systems so they really reward and motivate people 11/20/2013
  • 34. “Fia Bun” New Speak We're going to have to change the way we communicate The language of weakness fixing is still pervasive 11/20/2013
  • 35. In Most Companies Today A weakness isn't a "weakness";  it's an "area of opportunity,"  The implication being that our greatest areas for development can be found in our weaknesses  not our strengths  Nonsense 11/20/2013
  • 36. Similarly,  When we are coached  We are often told to  focus on our “skill gaps”  as though a) plugging our gaps is the secret to success and  b) all skills can be learned if we just work at them long enough  11/20/2013
  • 37. What To Do  We must change the everyday rituals of working life that distract us from the real challenges of exploiting our strengths  What are your strengths?  What did you do well this year?  What can you do better than every one else? 11/20/2013
  • 38. How do we get these in place? “The LORD giveth and the LORD taketh away. Praise be the name of the LORD." (Job 1:21) If you can’t be a good example, then you’ll just have to be a horrible warning. -Catherine Aird 11/20/2013 11/20/2013 38
  • 39. Do You Know The Rules? i before e … 30 day hath September… π R² Pi or π = to 3.14159   11/20/2013 Represents the ratio of any circle's circumference to its diameter in Euclidean geometry The same as the ratio of a circle's area to the square of its radius.
  • 40. More Teachings - Mark 12:1-9 1) And he began to speak to them in parables.  "A man planted a vineyard, and set a hedge around it, and dug a pit for the wine press, and built a tower, and let it out to tenants, and went into another country. 2) When the time came, he sent a servant to the tenants, to get from them some of the fruit of the vineyard. 3) And they took him and beat him, and sent him away empty-handed. 11/20/2013 11/20/2013 40
  • 41. More Teachings - Mark 12:1-9 4) Again he sent to them another servant, and they wounded him in the head, and treated him shamefully. 5) And he sent another, and him they killed; and so with many others,  some they beat and some they killed. 6) He had still one other, a beloved son; finally he sent him to them, saying,  They will respect my son.' 11/20/2013 11/20/2013 41
  • 42. More Teachings - Mark 12:1-9 7) But those tenants said to one another, `This is the heir; come, let us kill him, and the inheritance will be ours.' 8) And they took him and killed him, and cast him out of the vineyard. 11/20/2013 11/20/2013 42
  • 43. More Teachings - Mark 12:1-9 9) What will the owner of the vineyard do? He will come and destroy the tenants, and give the vineyard to others. 11/20/2013 11/20/2013 43
  • 44. Shaping Behaviour Getting People to do The Right Thing 11/20/2013
  • 45. You are responsible FOR you 11/20/2013
  • 46. You are not responsible FOR people 11/20/2013
  • 47. You are responsible TO the people in your life… Your partner, children, workteam… 11/20/2013
  • 48. You can‟t change people 11/20/2013
  • 49. People change THEMSELVES 11/20/2013
  • 50. YOU can create contexts which increase or decrease the probability of people changing themselves 11/20/2013
  • 51. Forces of Change Wishful Thinking Threats Punishment Promises Rewards Motivation Inspiration 11/20/2013
  • 52. More Leadership Models 11/20/2013 54
  • 53. Transformational Leadership A leadership style that that creates valuable and positive change in the followers  Focuses on "transforming" others to help each other,  to look out for each other,  to be encouraging and harmonious  to look out for the organization as a whole  11/20/2013
  • 54. Transformational leadership In this leadership style, the leader enhances the motivation, morale and performance of 11/20/2013 his follower group
  • 55. Management & Leadership  Efficient management without effective leadership is like  “straightening deck chairs on the Titanic”  No management success can compensate for failure in leadership  But leadership is hard because we are often caught in a management paradigm  – March 7, 2006 11/20/2013 57
  • 56. Leadership  Displaying “Management” Characteristics   Displaying “leadership” characteristics   will get you promoted to middle management will get you to the top True leaders break things and take risks to build long-term value  Al Wasserberger Founder, Chairman and CEO, Spirian Technologies Chicago - IL US 11/20/2013 58
  • 57. With Good Leadership, Any Problem Can Be Solved William R. Rhodes
  • 58. LET'S GET RID OF MANAGEMENT People don't want to be managed  They want to be led  Whoever heard of a world manager?  World leader, yes  Educational leader. Political leader. Religious leader. Scout leader. Community leader. Labour leader. Business leader. Gang Leader  They lead. They don't manage  11/20/2013 60
  • 59. THE CARROT ALWAYS WINS OVER THE STICK Ask your horse. You can lead your horse to water, But you can't manage him to drink 11/20/2013 61
  • 60. IF YOU WANT TO MANAGE SOMEBODY, Manage yourself  Do that well and you'll be ready to stop managing And start leading 11/20/2013 62
  • 61. Work/Life Balance: Regaining Control, Saving Your Life 11/20/2013 63
  • 62. The Evidence Is Accumulating Work-life conflict an increasing problem Impacting on both business and individual health issues 11/20/2013 64
  • 63. The Social Costs We need innovative initiatives that can be developed to suit the work-life balance needs of employees and the business demands of employers 11/20/2013 65
  • 64. The Challenges Facing Businesses  as a consequence of the growing epidemic of chronic disease,  Approximately 5% of capital spent on workforce is lost to Disability Absenteeism Presenteeism 11/20/2013 66
  • 65. What is work-life conflict?  When the cumulative demands of work and non-work life roles  are incompatible in some respect  Participation in one role is made more difficult  by participation in the other role 11/20/2013 67
  • 66. Work-life conflict  Produces work-related stress  Working conditions such as  heavy workloads,  lack of participation in decision-making,  health and safety hazards,  job insecurity,  and tight deadlines  are all associated with work-related stress 11/20/2013 68
  • 67. Work-life conflict  Erodes the mental and physical wellbeing of workers,  affects the quality of their personal relationships outside of work,  and increases costs to businesses  Employees life conflict with high levels of work-  are more likely to experience poor health 11/20/2013 69
  • 68. Work-life conflict has negative impacts on employees' relationships with their children and their spouse 11/20/2013 70
  • 69. Work-life conflict  Has consequences for an organization's bottom line  Employees experiencing high levels of work-life conflict are likely to  miss more work days per year,  less committed to the organization,  less satisfied with their job,  more likely to intend to leave their job 11/20/2013 71
  • 70. Never Heard Said on a death bed “I wish that I had spent more time at work?” 11/20/2013 72
  • 71. The 10 Keys to Improving Your Work-Life Balance 1. Define Success How much is enough?  without some kind of yardstick it’s difficult to know how well we are doing or where we really want to be   One thing is for sure, money is not the same as success! 11/20/2013 73
  • 72. 2. Get in control  Working in an environment unable to manage things the way we would like is stressful  Someone else is pulling all the strings Over time reduce as many of these elements as possible 11/20/2013 74
  • 73. Things You Can Control              Your reaction to others Your to-do list (and the number of items on it) How your day is spent Your goals How much time you're willing to spend on a particular project Your self-esteem and self-worth How you treat others Your exercise and eating habits The communication of your needs to others Telling people when you're stressed out and need time alone or help with projects Whether or how much you smoke or drink alcohol How old you act The way you raise your children November 20, 2013 75 75
  • 74. Things You Can't Control               The age or stage of development your children are in The way you were raised Whether the stoplight turns red or green How fast other cars are driving The number of hours in a day Other people The timing of your teenager's mood swings or your toddler's temper tantrums Your age When work or a project takes much longer than expected Waiting for your doctor 30 minutes after your scheduled appointment A death, illness, or accident in the family The calendar (helpful to remember when holidays are approaching) Being laid off from a job Messes made right after you have cleaned the house November 20, 2013 76 76
  • 75. 3. Comfort zone Take on „stretch‟ tasks get you thinking outside your usual frame of reference This is how you grow 11/20/2013 77
  • 76. 4. Technology Try to learn 1 new technological thing each month Start with your cell phone It’s only a matter of time before many become useful 11/20/2013 78
  • 77. 5. Create room Clear-out some of those existing preconceptions, activities, outdated knowledge, (and people) to create space for new things  If you do not let go and open your hands  you can’t get more and new experiences 11/20/2013 79
  • 78. Maturity Means That We Know When To Hold & 11/20/2013 When To Let Go 80
  • 79. WHEN TO HOLD & WHEN TO LET GO:  The archer sets up for the kill by pulling back and holding the bow,  but the accuracy of the shot is determined by knowing  Both 11/20/2013 just when to let go components are critical 81
  • 80. WHEN TO HOLD & WHEN TO LET GO: "Knowledge is learning something new every day. Wisdom is letting go of something every day." Zen 11/20/2013 Proverb 82
  • 81. Knowledge & Wisdom
  • 82. 6. Challenge Norms If you don’t challenge your present behavioural traits, You 11/20/2013 will not grow 84
  • 83.  As our careers evolve, so do the things that make us happy and more fulfilled  Finding the tasks that improve our self-esteem and confidence is a continual moving goal, needing to be tracked 11/20/2013 85
  • 84. Evaluate people you deal with by their results only not how long they spend at their desk or how quickly they get in contact 11/20/2013 86
  • 85.  Anyone who thinks they have seen the tail-end of this workplace revolution, needs to hold onto their hat  The ride will get even more bumpy! 11/20/2013 87
  • 86. Try to spend more time with people who are positive, get things done and open to change 11/20/2013 88
  • 87. What Can You Do? You cannot change the people around you.... But you can change the people you are around! November 20, 2013 89
  • 88. Who are these people? Identify who really cares about you Allocate your time accordingly 11/20/2013 90
  • 89. Work/Life Balance: Regain Control, Saving Your Life 11/20/2013 91
  • 90. Mobile: 876.383.5627 Skype: LSemaj  Office: 876.948.5627 Twitter: LSemaj  Email: Facebook: Leahcim Semaj  Blog:  11/20/2013 