Leadership in CBR
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Leadership in CBR

  • 2,489 views
Uploaded on

Presentation by Sander Schot ...

Presentation by Sander Schot

More in: Business , Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
2,489
On Slideshare
2,478
From Embeds
11
Number of Embeds
2

Actions

Shares
Downloads
123
Comments
0
Likes
3

Embeds 11

http://www.linkedin.com 7
https://www.linkedin.com 4

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • The more experiences one has in different leadership positions, the more adequately an individual is prepared for different roles in the community or organization.
  • The more experiences one has in different leadership positions, the more adequately an individual is prepared for different roles in the community or organization.
  • Axes on a flipchart
  • Directing (S1) is for people who lack competency but are enthusiastic and committed (D1) They need direction and frequent feedback to get them started. Coaching (S2) is for people who have some competence but lack commitment (D2) They need direction and feedback because they’re still relatively inexperienced. They also need support and praise to build their self-esteem and involvement in decision-making to restore their commitment. Supporting (S3) is for people who have some competence but lack confidence or motivation (D3) They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation Delegating (S4) for people who have both competence and commitment (D4) Theu are able and silling to work on a project by themselves with little supervision or support
  • Flexibility: give everyone according to their particular needs. “there is nothing so unequal as the equal treatment of unequals” Diagnosis : we need to learn how to diagnose the needs of the people you work for us
  • Directing (S1) is for people who lack competency but are enthusiastic and committed (D1) They need direction and frequent feedback to get them started. Coaching (S2) is for people who have some competence but lack commitment (D2) They need direction and feedback because they’re still relatively inexperienced. They also need support and praise to build their self-esteem and involvement in decision-making to restore their commitment. Supporting (S3) is for people who have some competence but lack confidence or motivation (D3) They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation Delegating (S4) for people who have both competence and commitment (D4) Theu are able and silling to work on a project by themselves with little supervision or support

Transcript

  • 1. Leadership in CBR Sander Schot MSc. MBA [email_address] Dark & Light will become: CBR Leadership and management course | Enablement 2011
  • 2. Objectives
    • Increase your personal influence and learn how to lead change
    • Get people around you committed to new ideas: motivational strategies
    • How to develop more leaders within your organization
    CBR Leadership and management course | Enablement 2011 Introduction
  • 3. Program CBR Leadership and management course | Enablement 2011 Introduction
  • 4. Leaders CBR Leadership and management course | Enablement 2011 What makes a leader?
  • 5. May I introduce you to… CBR Leadership and management course | Enablement 2011 What makes a leader?
  • 6. Types of Leaders
    • Leader by the position achieved
    • Leader by personality, charisma
    • Leader by moral example
    • Leader by power held
    • Intellectual leader
    • Leader because of ability to accomplish things
    CBR Leadership and management course | Enablement 2011 What makes a leader?
  • 7. Successful Leaders
    • Skills
    • Administrative skills
    • Conceptually skilled
    • Creative
    • Diplomatic
    • Good speaking ability
    • Intelligent
    • Persuasive
    • Socially skilled
    • Tactful
    • Traits
    • Adaptable
    • Alert to social environment
    • Achievement oriented
    • Assertive
    • Cooperative
    • Decisive
    • Dependable
    • Modest co relational
    • Persistent
    • Self-confident
    • Tolerant of stress
    • Willing to assume responsibility
    CBR Leadership and management course | Enablement 2011 What makes a leader?
  • 8. Manager vs. Leader
    • Managers
    • Focus on things
    • Do things right
    • Plan
    • Organize
    • Direct
    • Control
    • Follows the rules
    • Leaders
    • Focus on people
    • Do the right things
    • Inspire
    • Influence
    • Motivate
    • Build
    • Shape entities
    CBR Leadership and management course | Enablement 2011 What makes a leader?
  • 9. The difference between Management and Leadership
    • Management:
      • controls or directs people/resources in a group according to principles or values that have already been established.
      • organises resources to serve selected objectives.
    • Leadership:
      • is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction
      • derives its power from values and principles
    CBR Leadership and management course | Enablement 2011 What is leadership?
  • 10. Leadership means… Leading people Influencing people Commanding people Guiding people CBR Leadership and management course | Enablement 2011 What is leadership?
  • 11.
    • Leader – a person who can influence others to be more effective in working to achieve their mutual goals and maintain effective working relationships among members.
    • Leadership – the process of influencing the behavior of others to work willingly and enthusiastically for achieving predetermined goals.
    • Leadership skills – sum total of your ability to help the group achieve its goals and maintain an effective working relationship among members.
    Basic definitions CBR Leadership and management course | Enablement 2011 What is leadership?
  • 12. A practical example CBR Leadership and management course | Enablement 2011 What is leadership?
  • 13. Situational Leadership model
    • The leader must act in a flexible manner to be able to diagnose the leadership style appropriate to the situation, and to be able to apply the appropriate style. :
      • There is NO ONE BEST leadership style or strategy.
      • Use different styles/strategies for different people/situations.
      • In some cases, use different styles with the SAME person, depending on the given situation.
    • Leaders are not a special breed or born , rather that individuals must develop their capabilities for leadership by serving in groups that are functional.
    CBR Leadership and management course | Enablement 2011 What is leadership?
  • 14.
    • There are two basic considerations in this model:
      • maturity (of members of staff)
      • leadership styles
    Situational Leadership model CBR Leadership and management course | Enablement 2011 What is leadership?
  • 15. Readiness of employee/member CBR Leadership and management course | Enablement 2011 What is leadership?
  • 16. Leadership Styles: Situational Application CBR Leadership and management course | Enablement 2011 What is leadership?
  • 17. Leadership Styles (HIGH) (LOW) (HIGH) Supportive Behavior Directive Behavior DIRECTING HIGH directive and LOW supportive COACHING HIGH directive and HIGH supportive DELEGATING LOW directive and LOW supportive SUPPORTING HIGH supportive and LOW directive S4 S1 S3 S2 CBR Leadership and management course | Enablement 2011 What is leadership?
  • 18. Supportive Directive HIGH directive and LOW supportive HIGH directive and HIGH supportive LOW directive and LOW supportive HIGH supportive and LOW directive S4 S1 S3 S2 COACHING DIRECTING DELEGATING SUPPORTING Developed Developing D4 D1 D2 D3 High Low Moderate CBR Leadership and management course | Enablement 2011 What is leadership?
  • 19. Situational Leadership Model is Dynamic
    • Step 1 :
    • Diagnosis of employee’s performance (specific tasks)
    • Step 2 :
    • Determine employee’s developmental level (competence and commitment)
    • Step 3 :
    • Determine leadership style to be used
    • Step 4:
    • Partner for achievements, as leadership
    • is not something you do to people, but with people (communicate and agree on expectations).
    CBR Leadership and management course | Enablement 2011 What is leadership?
  • 20. Leadership secrets
    • Few goals:
      • Crisp, clear and achievable
    • Compliments and empowerment:
      • Used to improve development levels of individuals.
      • Leaders need to gradually change leadership style from more direction (directing) to less direction and more support (coaching and supporting), and finally to less direction and support (delegating) .
    • Reprimands and corrections:
      • Used to stop poor performance.
    • Apologize….
    CBR Leadership and management course | Enablement 2011 What is leadership?
  • 21. What is leadership?
  • 22. Self-leadership
    • Empower your people – so that they can become leaders themselves.
    • Leaders empower people. Self-leaders make sure that empowerment is effective.
    • Three key skills:
      • Challenge the (blocking) assumptions: “It has been tried before..., so what?!”
      • Value your power; be specific in what you need from others: “What I need is….”
      • Take initiative in the collaboration/partnership: Ask for support and guidance to achieve the goals you have set.
    How to boost self-leadership?
  • 23. Leadership to a next level
    • Leading teams
    CBR Leadership and management course | Enablement 2011 Leading teams
  • 24. Why some teams fail
    • Lack of clearly formulated goals and agreements on the teamwork.
    • Team is not able to decide the scope of work for which they need each other and have co-responsibility.
    • Lack of co-responsibility.
    • No means available, a.o. time.
    • Lack of a leader.
    • No norms to reward creativity and excellence.
    • Insufficient planning.
    • Insufficient support by management.
    • Inability to handle conflicts.
    • Lack of training in teamwork.
    CBR Leadership and management course | Enablement 2011 Leading teams
  • 25. Why other teams are successful
    • Clear and shared idea of vision.
    • Clearly formulated goals and agreements on the teamwork.
    • Confidence to overcome obstacles – empowered to acquire new knowledge, take new actions, etc.
    • Open communication among the team; differences are allowed, conflicts are solved, feedback is adequate and valued.
    • Flexibility to work hard and with satisfaction.
    • Production is high in quality and quantity
    • Acknowledgement and appreciation towards each others contribution.
    • High team spirit.
    CBR Leadership and management course | Enablement 2011 Leading teams
  • 26. Life cycle of teams CBR Leadership and management course | Enablement 2011 Leading teams
  • 27. Leadership Styles: Situational Application CBR Leadership and management course | Enablement 2011 Leading teams
  • 28. Supportive Directive HIGH directive and LOW supportive HIGH directive and HIGH supportive LOW directive and LOW supportive HIGH supportive and LOW directive S4 S1 S3 S2 COACHING DIRECTING DELEGATING SUPPORTING CBR Leadership and management course | Enablement 2011 Leading teams
  • 29. CBR Leadership and management course | Enablement 2011 Leading teams Importance of knowing your own style
    • Speech by Ken Blanchard
    • Powerpoint by Colin Powell
  • 30. Leadership to a next level
    • Leading organisations
    CBR Leadership and management course | Enablement 2011 Leading organisations
  • 31. CBR: the need for change
    • UNCPRD has been ratified – what does this mean for local legislation, and scope of work of ministries and government departments?
    • CBR guidelines have been issued – do people have the capacity to use them?
    • Current mental models of staff that would need to work with CBR are still based on the medical model – this hinders appropriate solutions for PWDs.
    • Practical achievements so far on CBR are still limited considering the potential of CBR.
    • And many more!
    CBR Leadership and management course | Enablement 2011 Leading organisations
  • 32. Why change processes often fail
    • People that lead change processes think that announcing change is the same as its implementation.
    • Concerns about the change are not aired or do not get attention.
    • Those people that are subject to change are not involved.
    • No pressing need to change or the need is not communicated clearly.
    • There is no inspiring vision for the future developed or communicated.
    • The team leading the change process does not contain people that take initiative, nor advocated of the devil, nor informal leaders.
    • The change process is not monitored, so that the organisation does not know what is needed to support the process.
    CBR Leadership and management course | Enablement 2011 Leading organisations
  • 33. Why change processes often fail
    • The systems and procedures are not suit for the change.
    • Leaders are not able to concentrate on the important issues and set priorities which makes that the change process gets entangled in a snowball of initiatives.
    • People are not empowered to acquire new skills.
    • De leadership is not credible, because he/she does not communicate, aires contradictory signals, or does not act in correspondence with the desired change.
    • The change process is not tracked, and nobody experiences the changes for which the organisation has devoted so much of its resources.
    • People are not made accountable for the implementation of the change process.
    • The people that take the lead in the change process do not take into account the effect of the corporate culture on that change process.
    • No alternatives are explored before it is decided which change is desired.
    CBR Leadership and management course | Enablement 2011 Leading organisations
  • 34. Key insights
    • Managing the change process is managing the whole journey, not only to announce the desired destination.
    • Devote time to deal with concerns of people seriously:
      • Information => directing
      • Personal position, implementation => coaching
      • Impact, collaboration => support
      • Fine-tuning => delegating
    • Involve people and give them influence on the plans for change.
    CBR Leadership and management course | Enablement 2011 Leading organisations
  • 35. 8 leadership strategies
    • Create more opportunities for involvement and influence  cooperation.
    • Explain the necessity for change  a justified change process.
    • Develop a vision  an inspiring vision.
    • Experiment to enable coordination  unity and an adequate infrastructure.
    • Allocate means and encourage  new skills and involvement.
    • Achieve and support  responsibility for results.
    • Embed and expand  achievable results
    • Explore new opportunities  options.
    CBR Leadership and management course | Enablement 2011 Leading organisations
  • 36. Intervision method
    • Owner explains problem. Make it personal.
    • Helpers formulate max. 3 questions | write them on a flipchart | no feedback from owner.
    • Classification in hot / neutral / cold – still no discussion
    • Owner responds to the hot questions – no discussion
    • Helpers formulate another 2 – 3 questions and owner dots them down, and answers.
    • Helpers write down: “My problem is….”:
    • Owner scores hot / neutral / cold
    • Owner formulates: “My problem is… “
    • Feedback by helpers
    • Discussion:
      • Which factors determine that the problem exists?
      • Does the owner recognise this?
    CBR Leadership and management course | Enablement 2011 Case
  • 37. Evaluation
    • Did we achieve the set objectives?
    • What did you like?
    • What needs to be improved?
    • What do you take from here?
    CBR Leadership and management course | Enablement 2011 Evaluation