Your SlideShare is downloading. ×
0
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Effective Leadership
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Effective Leadership

752

Published on

How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective …

How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.

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

No Downloads
Views
Total Views
752
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
77
Comments
0
Likes
3
Embeds 0
No embeds

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

Transcript

  • 1. Effective LeadershipMaking a world of difference in challenging times
  • 2. “The world we have created isa product of our thinking;it cannot be changed withoutchanging our thinking…” Albert Einstein
  • 3. A snapshot of changing The world isthe business atthe beginning Concept 2of 2008... Oceania 2009 Expectations are ...so what can we do about it?13 changing constantly
  • 4. the agendaWe will be navigating these questions with you:1. Why do you want to lead?2. Why should anyone be led by you?3. How are you exciting others to exceptional performance?4. How are you partnering & learning across the business?5. How are you adapting to different situations?
  • 5. Before we start
  • 6. the challenge “There’s no growth in the comfort zone and no comfort in the growth zone”
  • 7. Play FULL TILT!
  • 8. the logisticsSummaryNotes Group Discussion
  • 9. THINK DO GET
  • 10. Decision vs Position
  • 11. No-one anywhere reallyknows what the hell is going on…So we are all simply just making it up as we go along…
  • 12. the agendaWe will be navigating these questions with you:1. Why do you want to lead?2. Why should anyone be led by you?3. How are you exciting others to exceptional performance?4. How are you partnering & learning across the business?5. How are you adapting to different situations?
  • 13. Why do I want to lead?
  • 14. my leadership challenges Key challenges Choose No. 1 Discuss responses...Why is it so difficult to lead now?
  • 15. my leadership challenges What is the greatest challenge in being a leader today?
  • 16. What do I want fromthis working session? My outcomes
  • 17. THINK DO GET
  • 18. Abstract vs Practical
  • 19. PassIonWhat if I do not lead it?
  • 20. A snapshot of changing The world isthe business atthe beginning Concept 2of 2008... Oceania 2009 Transform or Die Can’t do it like we used 13
  • 21. Ref: Prigogene 1977 dissipative structures Prigogene, 1977 O P ” E “ P A T IV IS S IPD
  • 22. Knowledge is Power
  • 23. IQ was King The Information Age is over
  • 24. EQ is the new Let’s get connected NOW ruling party
  • 25. Power by Affiliation
  • 26. THINK DO GET
  • 27. Result:
  • 28. A snapshot of changing The world isthe business atthe beginning Concept 2of 2008... Oceania 2009 Who’s on Top? Leadership is not hierarchical13
  • 29. the agendaWe will be navigating these questions with you:1. Why do you want to lead?2. Why should anyone be led by you?3. How are you exciting others to exceptional performance?4. How are you partnering & learning across the business?5. How are you adapting to different situations?
  • 30. the objective Why Should Anyone Be Led By YOU?What it takes to be an authentic leader
  • 31. Professor ProfessorRob Goffee Gareth JonesLondon Business School London Business School
  • 32. your themeThe C.A.S.E. forSIMPLIFYINGCOMPLEXITY
  • 33. the key ingredient 34
  • 34. the key ingredient I’m Excited! 35
  • 35. the leadership definition Effective leadership EXCITES people to EXCEPTIONAL PERFORMANCE
  • 36. the suggestionHave theCOURAGEto INSPIREdaily
  • 37. the next stepWith your buddies (3 to 4)… (around 4 minutes)1. Tell them how you excite followers to exceptional performance2. Your Buddies respond: “I’m EXCITED!”
  • 38. one more challenge ExtrovertsIntroverts
  • 39. the difference Follower PerspectiveAuthentic Leadership
  • 40. the problem Too Much Emphasis on ‘Great’ Leaders, Rather Than LeadershipMahatma Gandhi Richard Branson Jack Welch Bill Gates There’s only one…
  • 41. “The main body of leadership literature focuses on the characteristics of leaders. The underlying assumption is that leadership is something we do to other people......but in our view, leadership should be seen as something we do with other people. Leadership must always be viewed as a relationship between the leader and the led.” Rob Goffee & Gareth Jones
  • 42. authentic leadership foundationsNon-hierarchical Contextual Relational Position / title does not Situational sensing make a leader Action consistent Constant cultivation across roles Develop networks
  • 43. FollowersAnyone you need to excite to deliver exceptional performance
  • 44. Who are your What are their needs? How well are you followers? meeting these?Making your CASE...Who do you need to excite?
  • 45. What do Followers Need?
  • 46. the agendaWe will be navigating these questions with you:1. Why do you want to lead?2. Why should anyone be led by you?3. How are you exciting others toexceptional performance?4. How are you partnering & learning across the business?5. How are you adapting to different situations?
  • 47. the followers’ needs Excitement Authenticity The need for passionCommunity The need to be real Significance The need forThe need to build it meaning
  • 48. Community 1. Have a Higher Purpose, a Mountain to scale 2. Connect people to it and each other
  • 49. the findingsHighest CorrelationLeader Behaviours &Engagement1. Create a work environment (culture) that drives High Performance2. Communicate honestly (authenticity)3. Act in alignment with organisation’s core values4. Link the organisation to a Higher Purpose(Source: BlessingWhite Global EmployeeEngagement Survey 2010/2011)
  • 50. the suggestionThe Golden Circle WHY? HOW? WHAT? ...WHAT IF?
  • 51. Family: most basic unit of a tRibe
  • 52. Authenticity 1. Differentiate yourself through values, business and life experience. 2. Show allowable weaknesses.
  • 53. The Findings % of Engaged who agree or strongly agree vs. Disengaged who agree or strongly agree (Source: BlessingWhite Global Employee Engagement Survey 2010/2011) My Manager… Engaged Vs. Disengaged Encourages me to use my 85% 37% talents Asks for and acts on my input 84% 42% Recognises and rewards my 88% 43% achievements
  • 54. The Secret from Dr Brene Brown’s ‘The Gift of Imperfection’ … “Dont ask what the world needs, ask what makes you come alive and go and do it. Because what the world needs is people who have come alive” Howard Thurmann
  • 55. Who Are You?
  • 56. The Findings % of Engaged who agree or strongly agree vs. Disengaged who agree or strongly agree (Source: BlessingWhite Global Employee Engagement Survey 2010/2011) Engaged Vs. Disengaged I trust my manager 88% 48% I have a great working 87% 41% relationship with my manager I know my manager well as a 81% 23% person
  • 57. The Suggestion 1. Share Life Experiences and link to Values 2. Show “Allowable Weaknesses”
  • 58. The Next Steps With your buddies (3 to 4)… (around 4 minutes) 1. How do you? 2. How could you? …CREATE COMMUNITY …BE MORE AUTHENTIC “I’m EXCITED”
  • 59. the agendaWe will be navigating these questions with you:1. Why do you want to lead?2. Why should anyone be led by you?3. How are you exciting others to exceptional performance?4. How are you partnering & learningacross the business?5. How are you adapting to different situations?
  • 60. Significance 1. Connect people’s efforts to the Higher Purpose or the mountain ascent. 2. Provide feedback that leverages each person’s talents (often compensating for your allowable weaknesses).
  • 61. The Suggestion Upfront Positive Specific Examples Skills or Qualities Resulting Benefits
  • 62. come in early as a partnerLEARNING TO LEAD ...not late as a judge
  • 63. leaRning paRtneRships in tRibes
  • 64. Excitement 1. Use celebrations and rituals to underscore achievements 2. Embody a passion that energises others through the promotion of innovation, urgency and accountability
  • 65. Excitement
  • 66. The Suggestion Excellent Develop Ideas Time Frame
  • 67. The Next Steps With your buddies (3 to 4)… (around 4 minutes) 1. How do you? 2. How could you? …CREATE SIGNIFICANCE …CREATE EVEN MORE EXCITEMENT “I’m EXCITED”
  • 68. The EssenceBe YOURSELF more… WITH SKILL
  • 69. The Mantra “Be Me”Be YOURSELF more… WITH SKILL
  • 70. Be an authenticchameleon
  • 71. “Know thyself for the truth shall set thee free”
  • 72. Engage your strengths andExpress your Best partner to your weaknesses
  • 73. The Life Lesson “Where shall we hide real power?”
  • 74. The Life Lesson “We shall not cease from exploration, and the end of all our exploring will be to arrive where we started and know the place for the first time.” T. S. Eliot
  • 75. The Summary Making Your… Community Authenticity Significance Excitement
  • 76. The “One Thing” “The One Thing”
  • 77. A snapshot of changing The world isthe business atthe beginning Concept 2of 2008... Oceania 2009 We can only move ...so what do YOU commit to? 13 forward......
  • 78. the agendaWe will be navigating these questions with you:1. Why do you want to lead?2. Why should anyone be led by you?3. How are you exciting others to exceptional performance?4. How are you partnering & learning across the business?5. How are you adapting to differentsituations?
  • 79. building trust earlypace, pace, pace ....... and lead
  • 80. IGNITING YOUR SENSORY CHANNELS be sense-able
  • 81. What if? How? What? Why?
  • 82. learning & leadership styles Concrete Experiencing Dynamic Learner Imaginative Learner Mentor/ Motivator Colleague What if? Why?Doing/Active Watching/Experimentation Reflective How? What? Observation Coach/ Facilitator TeacherCommon Sense Learner Analytical Learner Abstract Conceptualizing
  • 83. the stickiness factor 85
  • 84. Why? framing 86
  • 85. Common Ground Clarify BenefitsPace Out Objections Link to Message
  • 86. If you want to build a ship, don’t summon people to buy wood, prepare tools, distribute jobs and organise the work … … teach people the yearning for the wide, boundless ocean Antoine de Saint-Exupery, Author of The Little Prince
  • 87. What if?stoRy selling Inspire with full technicolour, soundtrack, emotions......
  • 88. Learn fromunexpected quarter
  • 89. live more lead moreleave a legacy
  • 90. So...
  • 91. What do we need to do? Individual Action Plan
  • 92. START CONTINUE STOPpeRsonal leaRning jouRnal key insights
  • 93. What do we need to do? Team Action Plan
  • 94. evaluating my outcomes find the gems
  • 95. my next steps What do I commit to?
  • 96. Any Questions or Comments?
  • 97. tlc@dryvonnesum.com

×