Vision For Self & Project Leadership Effectiveness

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Vision For Self & Project Leadership Effectiveness

  1. 1. Vision for Self & Project Leadership Effectiveness A Presentation By K.Jayachandran General Manager-HR 29 Dec 07
  2. 2. <ul><li>Introduction </li></ul><ul><li>Understanding Self </li></ul><ul><li>Expectations of the Employer </li></ul><ul><li>Why and What is leadership? </li></ul><ul><li>How leaders are different from Managers </li></ul><ul><li>How to be an effective leader?- LEAD - Self assessment </li></ul><ul><li>Project Leadership </li></ul><ul><li>Role and Function of Project Leaders </li></ul><ul><li>Action Plan </li></ul><ul><li>Interaction </li></ul>Session Brief
  3. 3. Objectives of the Session <ul><li>To understand and develop a vision for Slef </li></ul><ul><li>To learn about “How can we be more influencing as Leaders?” </li></ul><ul><li>To assess our Leadership Effectiveness </li></ul><ul><li>To learn methods of improving the Leadership Effectiveness and alignment with corporate team </li></ul>
  4. 4. How do we achieve this in 1hr.30 mts.? <ul><li>50 slide presentation & discussion </li></ul><ul><li>Discussion on Leader Effectiveness and Adaptability Description(LEAD) – Home work </li></ul><ul><li>Action Plan Leadership Development </li></ul>
  5. 5. What is leadership? <ul><li>Leadership is both process and a property </li></ul><ul><li>As a process, it involves the use of non-coercive influence. </li></ul><ul><li>As a property, it is the set of characteristics attributed to someone who is perceived to use influence successfully. </li></ul>
  6. 6. The Level 5 Hierarchy <ul><li>Level 5: Executive </li></ul><ul><li>Builds enduring greatness through a paradoxical combination of personal humility plus professional will. </li></ul><ul><li>Level 4: Effective Leader </li></ul><ul><li>Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards. </li></ul><ul><li>Level 3: Competent Manager </li></ul><ul><li>Organizes People and resources toward the effective and efficient pursuit of predetermined objectives. </li></ul><ul><li>Level 2: Contributing Team Member </li></ul><ul><li>Contributes to the achievement of group objectives; works effectively with others in a group setting. </li></ul><ul><li>Level 1 : Highly Capable Individual </li></ul><ul><li>Makes productive contributions through talent, knowledge, skills, and good work habits. </li></ul>
  7. 7. Personal-Behavioral Theories <ul><li>Leadership styles </li></ul><ul><ul><li>autocratic </li></ul></ul><ul><ul><li>democratic </li></ul></ul><ul><ul><li>laissez-faire </li></ul></ul><ul><li>Leaders need to consider: </li></ul><ul><ul><li>Their personal abilities and style </li></ul></ul><ul><ul><li>Their subordinates’ preferences and tolerances </li></ul></ul><ul><ul><li>The nature of the situation </li></ul></ul><ul><ul><li>Appropriate leadership behavior is neither autocratic </li></ul></ul><ul><ul><li>nor democratic, but can be somewhere in-between. </li></ul></ul>
  8. 8. Role of Project Managers <ul><li>Technocrat </li></ul><ul><li>Site Manager </li></ul><ul><li>Marketing Manager </li></ul><ul><li>Business Development Manager </li></ul><ul><li>PR Manager </li></ul><ul><li>Leader </li></ul><ul><li>Trouble shooter </li></ul>
  9. 9. Role of Project Leaders <ul><li>Vision - about the final product </li></ul><ul><li>Planner and Implementer – of the project </li></ul><ul><li>Mentor and guide – of the project team members </li></ul><ul><li>Team Builder- of the team </li></ul><ul><li>Motivator- of the team members </li></ul><ul><li>Communicator – to all take holders </li></ul><ul><li>Relationship builder - of all stake holders </li></ul><ul><li>Conflict Manager – of the project team </li></ul>
  10. 10. Functions of a Leader <ul><li>Setting goals and objectives </li></ul><ul><li>Organizing </li></ul><ul><li>Decision Making </li></ul><ul><li>Directing </li></ul><ul><li>Coaching </li></ul><ul><li>Supporting </li></ul><ul><li>Motivating </li></ul><ul><li>Delegating </li></ul><ul><li>Taking Responsibility </li></ul>
  11. 11. Managers vs. Leaders <ul><li>Managers </li></ul><ul><li>Developed </li></ul><ul><li>Selected </li></ul><ul><li>Defined </li></ul><ul><li>Forced </li></ul><ul><li>Science </li></ul><ul><li>Authority </li></ul><ul><li>More Head </li></ul><ul><li>Efficient </li></ul><ul><li>Objective </li></ul><ul><li>Orderly </li></ul><ul><li>Planning </li></ul><ul><li>Security </li></ul><ul><li>Leaders </li></ul><ul><li>Inborn and developed </li></ul><ul><li>Elected </li></ul><ul><li>Undefined </li></ul><ul><li>By choice </li></ul><ul><li>Art </li></ul><ul><li>Trust </li></ul><ul><li>More Heart </li></ul><ul><li>Effective </li></ul><ul><li>Subjective </li></ul><ul><li>Pro Change </li></ul><ul><li>Sets Direction </li></ul><ul><li>Takes Risk </li></ul>
  12. 12. LEADER EFFECTIVENESS AND ADAPTABILITY DESCRIPTION – SELF ASSESSMENT
  13. 13. What is Leadership? <ul><li>How would you rate your skill at motivating others to do what you want them to? </li></ul><ul><li>Leadership is the process of influencing a group of followers, adding value and helping the community to adapt to change. It is also the quality exhibited by those who lead. Leadership has also been defined as ‘ The art of getting others to do what you believe should be done.’ </li></ul>
  14. 14. Who is a Leader? <ul><li>A person who has great desire to achieve a goal and leave his mark on whatever he charge of, is a leader. A leader thrives on hard work and is determined to meet his own high standards. He or she builds success on a combination of self-discipline and a desire to make difference. </li></ul>Are you charged and enthused about a goal? How can you enhance your ability to lead people ahead?
  15. 15. The 10 C’s of Leadership <ul><ul><li>Charismatic </li></ul></ul><ul><ul><li>Caring </li></ul></ul><ul><ul><li>Committed </li></ul></ul><ul><ul><li>Confident </li></ul></ul><ul><ul><li>Communicative </li></ul></ul><ul><ul><li>Consistent </li></ul></ul><ul><ul><li>Creative </li></ul></ul><ul><ul><li>Competent </li></ul></ul><ul><ul><li>Courageous </li></ul></ul><ul><ul><li>Crazy (just a little so that you can make a difference) </li></ul></ul>How many C’s do you have? <ul><li>The 10 key attributes of compelling leadership are… </li></ul>
  16. 16. Some Important Characteristics of Leaders <ul><li>Leaders have the following characteristics: </li></ul><ul><ul><li>They are capable of self-motivation and persistence in the face of frustrations. </li></ul></ul><ul><ul><li>They are able to control impulses and delay gratification. </li></ul></ul><ul><ul><li>They can regulate their words and not allow distress to swamp their ability to think. </li></ul></ul><ul><ul><li>They can empathize with others and hope for the best always. </li></ul></ul>How many of these characteristics do you have?
  17. 17. Be Like a Lighthouse <ul><li>A leader is like a lighthouse. He stands firm and strong and is capable of lighting up the path of anyone who needs to be shown the way. He is alone but can withstand the onslaught of difficulties and problems, just as the lighthouse does the ideas and the waves. </li></ul>Are you able to withstand pressures and tensions while guiding others in the right way?
  18. 18. Be a Mover and a Shaker <ul><li>A leader is a change master. He not only stays afloat himself during turbulent and difficult times, but enthuses other to do the same as well. </li></ul>Are you a change master? How do you enthuse others?
  19. 19. Maslow’s Hierarchy of needs Physiological Needs Security Needs Belongingness Needs Esteem Needs Self Actualization Needs General Examples Achievement Status Friendship Stability Sustenance Organizational Examples Challenging Job Job Title Office Friends PF, Gratuity Salary Team Building, Motivation
  20. 20. Believe you are a Leader <ul><li>You are a leader if you believe that you are. Be aware of your strength and weakness and the effect your personality has on your people </li></ul>Can you make a realistic appraisal of how others respond to you as a leader?
  21. 21. Show Integrity <ul><li>Integrity is a quality you must develop. It helps build trust, maintain high standards and build a reputation as one who can be relied upon. </li></ul>What can you do to improve your reliability and build trust?
  22. 22. Be a Winner <ul><li>A leader is confident. He or she is a winner, a person who respects self and other. If you are a leader, you will trust others, allow them to learn, to grow and to take credit for their actions. A winning attitude is contagious. If you exude confidence about the outcome of your initiative, others will feel the same. </li></ul>In what ways do you communicate your enthusiasm and confidence to others?
  23. 23. Accept the Challenges and the Risks <ul><li>A leadership disrupts the status quo. He or she takes calculated risks that help Creative Edge organisations thrive. It also establishes a reputation for the leader as one who achieves positive results. </li></ul>How will you demonstrate you are taking calculated risks? Do you look for too much security?
  24. 24. Develop Humility <ul><li>A leader is humble. He should learn to recognise his place in the scheme of things and demonstrate high ideals and a strong sense of personal morality. </li></ul>Humility is the fruit of maturity… Do you agree? Discuss.
  25. 25. Know Yourself <ul><li>Take the time to reflect on what you have learned from life’s successes and failure. Think back over one of your leadership incidents and review the experience. Self knowledge is the basis of good leadership. Ask for feedback from people you know. </li></ul>Make your own list of developmental needs; public speaking, handling people, motivating others and son on. What you are going to do about these?
  26. 26. The Challenges of the Leader <ul><li>The challenges of the leader are to Develop Vision, Reinforce Values and Build Teams. </li></ul><ul><li>A constant effort to enhance these skills is the real indicator of leadership. </li></ul>What are some concrete methods that you can use to Develop Vision, Reinforce Values and Build Teams?
  27. 27. Think ‘WE’ and not ‘ME’ <ul><li>A leader thinks win win. He manages to convince his team that the path being followed is best for all. Since this path has been chosen based on the win win criteria, (which means that each member as well as the leader benefits or wins), goal achievement becomes an incentive for each member of the team. </li></ul>Are you a team player?
  28. 28. Demonstrate Extraordinary Persistence <ul><li>Researchers have identified three major opportunities fro learning to lead. </li></ul><ul><ul><li>Trial and error </li></ul></ul><ul><ul><li>Observation of others </li></ul></ul><ul><ul><li>Education’ </li></ul></ul><ul><li>All three require a willingness to stick it out to the end and to learn from one’s mistakes. Persistence is the key to success. </li></ul>Do you give up easily? Get disheartened? Why is this so? What can help you develop persistence?
  29. 29. Build Relationships <ul><li>The strength of the leader is the strength of the team. Build healthy relationships with supervisors and colleagues. Treat subordinates with respect and fairness to foster a group of loyal supporters. </li></ul>How do people around you react to you? Do you command respect or induce fear?
  30. 30. Stand up for the Right Things <ul><li>Learn to stand up for what you know to be right. Do the right things regardless of the consequences. Boldness and courage are two key leadership qualities. </li></ul>Narrate a recent experience as a leader where you manifested the courage of your conviction? What difficulties did you face?
  31. 31. Bring out the Best in others <ul><li>Your ability to influence other is a key leadership factor. Be patient with those who are less competent than you and encourage them to perform to the best of their ability. </li></ul>How do you go about making others give their best?
  32. 32. Inspire a Shared Vision <ul><li>Enlist all the other members of your team to share the vision you have by appealing to their values, beliefs, interest, hopes and dreams </li></ul>Define your vision. How do you inspire others with it?
  33. 33. Empower others to Act <ul><li>Foster positive collaboration that: </li></ul><ul><ul><li>Promotes co-operative goals </li></ul></ul><ul><ul><li>Builds trust </li></ul></ul><ul><ul><li>Develops competence </li></ul></ul><ul><ul><li>Assigns critical tasks </li></ul></ul><ul><ul><li>Offers visible support </li></ul></ul>Are you a leader committed to empowerment of people around you?
  34. 34. Learn to Communicate Effectively <ul><li>Maintain direct and steady eye contact, check that you posture is businesslike and make sure your expression is serious but relaxed. Communicating is serious work. </li></ul>What are the main barriers in your communication?
  35. 35. Demonstrate a High Degree of Energy <ul><li>Actions speak louder than words. Be prepared to share the load, mix with others, apply yourself longer. Be sure you are capable of leading by example. Enthusiasm has a way of multiplying. </li></ul>Are you able to add that little bit of zest and energy to task completion?
  36. 36. Are you Leading or Managing? <ul><li>A Manager: </li></ul><ul><ul><li>Makes plans & budgets </li></ul></ul><ul><ul><li>Manages details </li></ul></ul><ul><ul><li>Controls processes </li></ul></ul><ul><ul><li>Directs </li></ul></ul><ul><ul><li>Works within barriers </li></ul></ul><ul><ul><li>Controls </li></ul></ul><ul><ul><li>Enforces uniformity </li></ul></ul><ul><li>A Leader: </li></ul><ul><ul><li>Formulates Vision </li></ul></ul><ul><ul><li>Manages Change </li></ul></ul><ul><ul><li>Sets Objectives </li></ul></ul><ul><ul><li>Motivates </li></ul></ul><ul><ul><li>Removes barriers </li></ul></ul><ul><ul><li>Empowers </li></ul></ul><ul><ul><li>Tolerates Diversity </li></ul></ul>How will you spend more time focusing on leading rather than just managing?
  37. 37. Learn Leadership from Canadian Geese <ul><li>The relationship between leaders and followers in a community can be understood by examining the migration formation of Canadian gees. </li></ul>Cont….
  38. 38. Learn Leadership from Canadian Geese <ul><li>Organization: The ‘V’ formation provides a uplifting effect for each bird behind the leader, making flying easier. </li></ul><ul><li>Alignment: Birds who leave the formation experience significant turbulence and drag, reminding them of the energy of the group. </li></ul><ul><li>Leadership: leadership is shared. As each leader tries, the other geese rotate in and take the lead role. </li></ul><ul><li>Encouragement: motivating lead birds by honking, shows that mutual support improves morale and productivity. </li></ul><ul><li>Teamwork: Several comrades accompany wounded or sick goose until it recovers or dies. The survivors then catch up with the formation or find a new formation. </li></ul>
  39. 39. Foster Interdependence Among Staff <ul><li>Interdependence helps to build ownership, trust and commitment among employees as they see how their individual contributions affect or are affected by fellow workers. </li></ul>What are the concrete steps you can take to foster interdependence among your staff and colleagues?
  40. 40. Encourage Personal and Professional Development <ul><li>Give staff time to think, plan, share and learn from each other. </li></ul><ul><li>Provide technology along with adequate training and technical support. </li></ul>How do you encourage personal and professional development for yourself and others?
  41. 41. Show a Clear Sense of Direction <ul><li>A leader develops the vision and helps the organization define the strategy to get there. This must be a constant unrelenting effort. The vision needs to be continuously refined and sometimes entirely reinvented. </li></ul>Are you clear about your team and organizational goal so that your people can see where they are headed?
  42. 42. Ethical Leadership <ul><li>The power and influence a leader wields, can be ethical or unethical. Ethical leadership has the appeal of permanence about it. Legitimacy and longitivity are dimensions of ethical leadership. </li></ul>What kind of leadership do you look up to?
  43. 43. Model Appropriate Behaviour <ul><li>Model the behaviour you expect others to adopt. A string can be pulled along a straight line, but not pushed along it. Lead people through your actions. </li></ul>What is the behavour you expect and consider appropriate for your team member? How do you reflect it in your own actions?
  44. 44. Bring out the Best in Others <ul><li>Leadership doesn’t occur in a vacuum. Invariably it involves working with others, selling them your dreams and installing them a desire to achieve. Your ability to influence others is a key leadership factor. </li></ul>How would you rate yourself on your ability to influence others?
  45. 45. Get your Timing Right <ul><li>The right timing is confirmation of alertness, foresight and imagination. When people claim that opportunity does not knock at their door, it usually means they have not been able to recognise it. </li></ul>How often does opportunity seem to pass you by only to be seized by someone else?
  46. 46. Situational Leadership <ul><li>The 4 styles of leadership are ‘Telling’ (ordering), Selling (Convincing), Participating (taking suggestions) and Delegating (giving full responsibility). The leader must be able to use the appropriate style while dealing with any specific situation and individual, based on both situational requirements as well as subordinate capabilities. </li></ul>How flexible is your leadership style? Can you mould it to suit the situation and individual?
  47. 47. Give Total Commitment <ul><li>The story of the hen and a pig best illustrates this. They both saw a hoarding outside a hotel, which said “ We serve farm fresh eggs and bacon for breakfast. The hen said to the pig, “ Do you see that? Farm fresh eggs for the breakfast? That is my contribution to humanity!” </li></ul><ul><li>Said the pig, “Mrs. Hen, it also says ‘Bacon for Breakfast’. Yours is a contribution, but mine is total commitment!” </li></ul>What kind of contribution do you make in your organization?
  48. 48. Setting Goals for Others <ul><li>It has been said that there are no lazy people, only those who have no goals in life. </li></ul><ul><li>It is the leader’s role to help each member of the team enhance performance by motivating them to set challenging goals. He must inspire them to achieve! </li></ul>Do you set challenging goals for your people?
  49. 49. Plan for Learning <ul><li>Effective leaders are constantly learning. To be an effective leader, you must strive to learn from every person and every situation and to be constantly updated. Developing and on-going habit of reading both from within and outside one’s subject area is very important. </li></ul>What is your attitude towards ongoing learning? How can you invest more time into the process?
  50. 50. Adopt New Ways of Doing Things. <ul><li>Be open to new methods, new procedures and new ways of doing things. A fixed approach to problem solving tends to block the leader from perceiving alternate and probably more effective ways of solving similar problems. In fact, a person’s paradigm may even block solutions to unique, different problems. </li></ul>Are you open to new problem solving methods?
  51. 51. Learn from Your Mistakes <ul><li>Never ignore a mistake, deny it or shift the blame. By accepting your mistake, you will demonstrate that you value truth and also you are ‘human’. You should learn from mistakes and ensure that they are not repeated. </li></ul>Do you encourage free and frank discussions about mistakes made by your team in a non-threatening atmosphere?
  52. 52. Balance your Task/Person Orientation <ul><li>An effective leader has a strong interest in employee welfare as well as task completion. Learning how to achieve this balance is the key to effective leadership. </li></ul>Are you able to satisfy both task and person oriented aspects of your job? How can you strengthen each of these?
  53. 53. Find a New way out! <ul><li>It is easy to walk along a path carved out by someone else. The difficulty lies in finding a new path, doing something new, so that others can follow. </li></ul>Are you a pathfinder? How often do you find new ways to solve existing problems or a totally new path to follow?
  54. 54. Learn to Negotiate <ul><li>Know when to make concessions, when to compromise and when to hold out. They are all part of the political process because negotiation involves subtle attempts to influence others to achieve a goal or to gain power. It is a skill that can be learnt. </li></ul>Reflect on how you have successfully negotiated a difficult deal. What are your strong points? What needs improvements?
  55. 55. Keep in Touch <ul><li>Leaders find it difficult to keep abreast with all that is happening at the office or in the workplace, on a day to day basis. But schedule at least a few hours a week or a month to move around with your people. It will help you understand things from various perspectives. </li></ul>Are you able to spend at least half-an-hour each week just talking to your subordinates or colleagues?
  56. 56. Be Accessible <ul><li>Have an open door policy so that every one can reach, contact and give information to you. </li></ul>Does your organization encourage an open door policy at all levels? Do you encourage it?
  57. 57. Development Positive Work Environment <ul><li>A harmonious working environment helps to bring out the best in people. Employees will commit themselves wholeheartedly to a project or organisation when they feel they are a part of it. </li></ul>Does your organization make you feel important? What can you do to make your colleagues and subordinates feel more important?
  58. 58. Show Confidence <ul><li>Support and help your colleagues and subordinates to succeed in their delegated assignment. Their confidence, sense of responsibility and power of judgement will grow and you will be able to trust them with more demanding and responsible tasks. </li></ul>How would you rate yourself on your ability to influence others?
  59. 59. Respect Individual Experience <ul><li>A smart leader knows that diversity in experience leads to the most effective teams. He knows how to encourage each member to utilize his or her own unique ideas to solve problems in new and different ways. </li></ul>Are you able to utilize the total, combined experience of all your colleagues and subordinates in problem solving?
  60. 60. Appreciate that all staff can contribute creatively <ul><li>Good ideas may come from a peon or a director. The important thing is to create the right environment in which everyone is encouraged to speak freely and suggest ideas for the benefit of the organization. Set proper procedures in place to ensure that everyone has a say. </li></ul>What is your attitude towards subordinates? Do you believe they have something to contribute?
  61. 61. Reduce Stress <ul><li>Excessive stress causes burnout. Learn how to reduce it to cope with frustration in a more healthy and adaptive way. </li></ul>What are your major stressors? How can you reduce the impact that they have on you?
  62. 62. <ul><li>Celebrating Success </li></ul>THROWING A PARTY A staff party is a great way to show your appreciation to all of the people who work for you. It is also the ideal setting for awards or making speeches about exceptional performers.
  63. 63. Thankyou

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