Key skills to Intentional Leadership
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Key skills to Intentional Leadership



We are not alone in this world. How can we optimise our performance at work and in life by understanding who we are, what we want, and how to get there by helping others through learning partnerships.

We are not alone in this world. How can we optimise our performance at work and in life by understanding who we are, what we want, and how to get there by helping others through learning partnerships.



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Key skills to Intentional Leadership Key skills to Intentional Leadership Presentation Transcript

  • optimising your performancekey skills toIntentional Leadershipin work and life BDS Hons, ACMC, CSP 06 October 2011
  • Before we start
  • “There’s no growth in the comfort zone and no comfort in the growth zone”the challenge
  • PlayFULL TILT!
  • Summary Notes Group Discussionthe logistics
  • the objectives1. Unleashing your leadership potential tobetter drive performance in work and life2. Exploring the X-factor of Success3. Leading Self and Others4. Navigating Change5. What do we commit to do moving forward?
  • What if ....all you needed to know about leadeRship you leaRnt fRom home?
  • self-leadership insight “Wisdom was not at the top of the graduate school mountain, but there in the sand pile at school.” Robert Fulghum, Author
  • Transformational Leadership for Professional Women
  • 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
  • Ref: Prigogene 1977 dissipative structures Prigogene: Nobel Prize 1977 O P ” E “ P A T IV S S I PD I
  • Ref: Prigogene 1977 doing oRdinaRy well to be extRaordinaRy
  • managing change “Few really welcome a change except for wet babies.”
  • challenges in changing times What is my greatest challenge today?
  • What do I want from this working session? Your outcomes
  • Your name & role Your achievement Your outcomesIntroducing ... 16
  • Understanding High What is thePerformance Teams X-factor?
  • Defining your success Get clear. Get help.
  • the leadership definition Effective leadership EXCITES people to EXCEPTIONAL PERFORMANCE 19
  • followersAnyone you need to excite to deliver exceptional performance
  • 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
  • the suggestionThe Golden Circle WHY? HOW? WHAT? ...WHAT IF?
  • the disney pattern
  • Dreamer Realist Critic the disney pattern
  • Dreamer the disney pattern
  • Realist the disney pattern
  • Critic the disney pattern
  • Mental Rehearsal DisasterNOW FUTURE
  • Mental Rehearsal SuccessNOW FUTURE
  • What if ... your future is compelling? Present Situation Desired State
  • Gap analysisPathway to Desired State What stops you?
  • What Blocks & Stops? What resources needed?
  • The Human Condition We get in our own way!
  • The Human Condition: Paul Mitchell from Human EnterpriseThe Human Condition Leading Self
  • self-leadership insight “Wherever your heart is, there lies your treasure” Paulo Coelho, Lyricist & Novelist
  • Putting Values Into Action Reviewing your pre-work
  • 28 Values Values and SatisfactionALUESINTOACTIO First Look Others This exercise will help you look at your values from two viewpoints: Work Choices value satisfaction you want to maintain and value satisfaction you Satisfaction want to increase. Fold Top 5 Co- PERSONAL VALUES A + B =C Pre-work Others workers Work Choices ACHIEVEMENT (attaining goals, sense of accomplishment) ADVANCEMENT (progress, promotion) ADVENTURE (new and challenging experiences, risk) AFFECTION (love, caring, fondness) COMPETITIVENESS (striving to win, being the best) COOPERATION (collaboration, teamwork) CREATIVITY (being imaginative, inventive, original) ECONOMIC SECURITY (steady, adequate income) FAME (renown, distinction) FAMILY HAPPINESS (close relationships with family members) FREEDOM (independence, autonomy, liberty) FRIENDSHIP (close relationships with others, rapport) HEALTH (physical and mental well-being) HELPFULNESS (assisting others, improving society) INNER HARMONY (being at peace with yourself and others, tranquility) INTEGRITY (honesty, sincerity, standing up for beliefs) INVOLVEMENT (participating with and including others, belonging) LOYALTY (commitment, dedication, dependability) ORDER (organized, structured, systematic) PERSONAL DEVELOPMENT (learning, strengthening, realizing potential) PLEASURE (fun, enjoyment, good times) POWER (influence, importance, authority) RECOGNITION (respect from others, acknowledgment, prestige) RESPONSIBILITY (accountability, reliability) SELF-RESPECT (belief in your own abilities, self-esteem) SPIRITUALITY (faith, strong spiritual and/or religious beliefs) WEALTH (abundance, getting rich) WISDOM (discovering knowledge, insight, enlightenment) Column A Column B “How would I feel if my present satisfaction “How would I feel if my present satisfaction RATING of this value was greatly reduced?” of this value was greatly increased?” SCALE 1 = It wouldn’t bother me 1 = It wouldn’t matter 2 = 2 = 3 = Moderately concerned 3 = Happy 4 = 4 = Putting Values Into Action Participant’s Workbook 13 5 = Devastated! 5 = Terrific!
  • ChoicesALUESINTOACTIO 28 Values Choices First Look Others Work Choices Choices Top 5 Are you . . . More like a clothesline___or a kite string___? More like a teacher___or a student___? More likely to walk on thin ice___or to More like the country___or the city___? tiptoe through the tulips___? More like a tree___or a bush___? More like a hotel___or a motel___? More like a dog___or a cat___? More red___or green___? More like a heel___or a sole___? More like a singer___or a dancer___? More like summer___or winter___? More of a loner___or a grouper___? More like the present___or the future___? More like a rose___or a daisy___? More likely to go along___or go against___? More like a shark___or a sardine___? More like coffee___or tea___? More like a shoe___or a sock___? More like a mountain___or a valley___? More like a saver___or a spender___? More fast___or slow___? More like a window___or a door___? More like an apple___or an orange___? More yes___or no___? More like steel___or gold___? More of a talker___or a listener___? More like an elevator___or an escalator___? Achievement___ Family Happiness___ Order___ Advancement___ Freedom___ Personal Development___ Adventure___ Friendship___ Pleasure___ Affection___ Health___ Power___ Competitiveness___ Helpfulness___ Recognition___ Cooperation___ Inner Harmony___ Responsibility___ Creativity___ Integrity___ Self-respect___ Economic Security___ Involvement___ Spirituality___ Fame___ Loyalty___ Wealth___ Wisdom___ ___________________________ , ___________________________, ___________________________ 12 Putting Values Into Action Participant’s Workbook
  • 1ALUESINTOACTIO My Most Important Values on ________ date Example Value: Family Happiness Personal Definition Definition: Close relationships with family My definition of this value is . . . members; weekends spent together; flex time I feel satisfaction of this value when . . . for appointments, emergencies. Things to Enhance Things to Enhance What actions are necessary to increase my satisfaction of this value? What are my must-do’s (important and urgent)? Plan family outings; What are my want-to-do’s (important, but not urgent)? visit my extended family; come home Who plays a role in increasing my satisfaction of this value? earlier during the week. N Who is affected by actions I would take? ACTIO If I had an entire day just for myself, how would I spend it? Of all the actions considered, which one would have the greatest impact on my satisfaction? Things to Maintain Things to Maintain What must I keep doing to at least maintain my current level of satisfaction with this value? Not bringing work home on the weekend; What is bringing me a lot of satisfaction with minimal effort? spending holidays together; going to Who plays a key role in maintaining my current level of satisfaction? child’s school events. 16 Putting Values Into Action Participant’s Workbook
  • Job Characteristics Greatly Greatly X Prefer Prefer Balance Prefer Prefer X X = Ideal Job O Highly Moderately Balance Moderately Highly O O = Current Job Describes Describes Describes DescribesALUESINTOACTIO 1. High structure; goals and Low structure; expected to establish procedures established by others own goals 2. Work projects are short cycle; Work projects continue for long periods frequent new activities of time 3. An absorbing job; think about work Work at work and don’t have to think on own time; take work home about it at home 4. Do whatever is needed to get Following established procedures the job done is important 5. Work closely with others in the Work mostly alone; independently company; teamwork 6. Job requires coming up with ideas Job requires implementing ideas without and getting support for them support from others 7. Quantitative skills required Minimal quantitative work (budgeting, forecasting, analysis, etc.) 8. Low risk, low likelihood of failure High risk, high challenge 9. Frequent communication with person Infrequent communication with person to whom I report to whom I report 10. Considerable contact with Little contact with external customers external customers 11. Job requires greater specialization Job requires broadening skills rather than of current skills more specialization 12. Work requires a fast pace, tight Work allows a slower pace, less urgent deadlines, high pressure for results deadlines, lower pressure for results 13. Manage people; team manager Do not manage people or lead teams Considerable creativity and innovation 14. Little creativity or innovation required required 15. High visibility of results to higher Low visibility of results to higher management management 16. Work requires high level of attention Work requires little attention to detail to detail 17. Working hours are flexible Working hours are well defined and variable and constant 18. Financial rewards are steady Financial rewards are variable and and predictable linked to results 19. Casual atmosphere and dress Formal atmosphere and dress 20. Lots of travel; overnights Little travel; rarely out of local area 21. Feedback on performance is Feedback on performance is infrequent frequent and specific and general 22. High level of responsibility for Limited responsibility for making decisions making decisions 23. Decision making is participative Decision making is mostly “top down” 24. Frequent written communication Infrequent written communication required 25. Manager’s approach is directive; Manager’s approach encourages close supervision self-management and coaching by peers 26. Putting Values Into Action Participant’s Workbook 27
  • ALUESINTOACTIO Action Plan N By taking this action, how will my work and life be better? N If this action would really increase my satisfaction, why haven’t I done it before? N What’s been getting in my way? N What steps must I take to eliminate these barriers? N What’s the risk of not taking this action? Action to Get to “Better”: Resources Needed (people, knowledge, skills, equipment, etc.): Key Initial Steps: Who What When Coach: 18 Putting Values Into Action Participant’s Workbook
  • Action PlanPathway to Desired State What is your first step?
  • managing expectations Expectation Gap = Magnitude of emotional intensityPresent Event time
  • managing expectations Needs Key Frustrations Vulnerabilities...Making specific requests of one another
  • LOSE YOUR MINDCOME TO YOUR SENSES INSANITY: doing the same thing and expecting a different Result
  • Find the Gems
  • SUMMARYWhat you learnt today that you can apply immediately
  • self-leadership insight
  • memory: review - retain - recall How to ‘warp’ memory to your advantage• Review• Summarize• Action• Tell someone• Teach someone• S.E.E. 50
  • Review What You Learnt Team Presentation
  • optimising your performancekey skills toIntentional Leadershipin work and life BDS Hons, ACMC, CSP 07 October 2011
  • PHILOSOPHER’S WALKTake an elbow buddy to review and reflect
  • open frame
  • competence
  • connection
  • “ you do anything is how you do everything... Your ‘character’ or ‘nature’ justrefers to how you handle all the day- to-day things in life...” Derek Siver, Music entrepreneur Founder CD Baby, Winner World Technology Award 2003, self-leadership insight
  • personality filters 59
  • Carl Jung"I dream that long after Im gone, my work will go on helping people." Isabel Myers, 1979 MBTI instrument 60
  • The direction in which we focus our attention and energyExtraversion or Introversion 61
  • The direction in which we focus our attention and energyExtraversion or Introversion 62
  • Extraversion Introversion Action Reflection Outward Inward People Privacy Interaction Concentration Many Few Expressive Quiet Do-Think-Do Think-Do-Thinksome key words 63
  • Very Fairly Slight Slight Fairly VeryClear Clear Clear Clear Given the choice, which do you prefer: Extraversion or Introversion? self-assessment 64
  • Create 3 questions that will give you better insight into the opposite to your preference on this dichotomy. (5 minutes) Elect a spokesperson to ask the questions.E-I splitting exercise 65
  • Communication breakdown Conflict between the two typesimplications & applications 66
  • The way we take in information and the kind of information we like and trust Sensing or iNtuition 67
  • The way we take in information and the kind of information we like and trust Sensing or iNtuition 68
  • Sensing Intuition Facts Ideas Realistic Imaginative Specific General Present Future Keep Change Practical Theoretical What is What could besome key words 69
  • Very Fairly Slight Slight Fairly VeryClear Clear Clear Clear Given the choice, which do you prefer: Sensing or Intuition? self-assessment 70
  • Look at the following picture for 11/2 minutes, in silence. Then be prepared to share with the group what you think you have been looking atS-N splitting exercise 71
  • 72
  • We must remember that we all trust our own perceptions, while knowing that there are many other ways of seeing the same object/ situation.implications & applications 73
  • The way we make decisionsThinking or Feeling 74
  • The way we make decisions Thinking or Feeling 75
  • Thinking Feeling Head Heart Distant Personal Things People Objective Subjective Critique Praise Analyse UnderstandFirm but fair Mercifulsome key words 76
  • Very Fairly Slight Slight Fairly VeryClear Clear Clear Clear Given the choice, which do you prefer: Thinking or Feeling? self-assessment 77
  • Imagine that you have been invited to a party with your partner or a close friend. Your partner/friend arrives, ready for the party. You look at what the person is wearing and say to yourself, ‘Oh no! Is he/she really going to wear that?’ What do you do and say in this situation? Discuss in your groups.T-F splitting exercise 78
  • Thinking types look for faults and helpfully point them out. Feeling types look for good things and point them out. Which is the best approach?implications & applications 79
  • Our attitude toward the external world and how we orient ourselves to itJudging or Perceiving 80
  • Our attitude toward the external world and how we orient ourselves to itJudging or Perceiving 81
  • Judging PerceivingOrganised Flexible Decision Information Control Experience Now Later Closure OptionsDeliberate Spontaneous Plan Waitsome key words 82
  • Very Fairly Slight Slight Fairly VeryClear Clear Clear Clear Given the choice, which do you prefer: Judging or Perceiving? self-assessment 83
  • Assuming that you are all friends,plan a social picnic for your group. J-P splitting exercise 84
  • Judging types form a poor opinion of Perceiving types. Perceiving types have to look like Judging types if they are to succeed in organisational settings. Judging types pay a price for their need to organise everything – continuous low-grade stress.implications & applications 85
  • When combined, your preferences indicate your personality type. personality type 86
  • 16 personality types 87
  • Be an authentic chameleon
  • “Know thyself for the truth shall set thee free”
  • Authenticity Being pResent Common senseESSENCE of Leadership
  • Authenticity nspiRing Being pResent Common senseESSENCE of Leadership
  • nspiRing Authenticity Leadership ESSENCECommon sense Being pResent
  • Authenticity truth lose your mind be yourself
  • know youR self
  • Assets Vulnerabilities Strengths Allowable weaknessesLife & business experiences Perceived obstacles or history Values Limiting beliefs your balance sheet
  • know youR self authenticity 1.Differentiate yourself through your assets. 2.Show allowable vulnerabilities.
  • Engage your strengths andExpress your Best partner to your weaknesses
  • nspiRing Authenticity Leadership ESSENCECommon sense Being pResent
  • pre-sense show yourself see & hear othersBeing pResent
  • read the book
  • building trust early RAPPORT
  • WHAT IS RAPPORT?building similarities at an unconscious level
  • Add Evelyn Glennie
  • building trust early RAPPORTpace, pace, pace ....... and lead
  • PACING USING OUR 5 SENSES.... visual gustatory auditory Olfactory kinesthetic
  • come in early as a partnerLEARNING TO LEAD ...not late as a judge
  • BEING CURIOUS ....? Asking Quality Questions
  • WHAT QUESTIONS UNCOVER.... Deletions Distortions Generalisations
  • stoRy selling Inspire with full technicolour, soundtrack, emotions......
  • nspiRing Authenticity Leadership ESSENCECommon sense Being pResent
  • sense-ableapply yourselfthink of othersCommon sense
  • Family: most basic unit of a tRibe
  • Tell a Story to those who want to listenMake change Connect a Tribe Lead a Movement tribal leadership
  • Seth Godin on Leadershiptribal leadership
  • common sense leadership steps 1. BEING INSIGHTFUL 2. BEING STRATEGIC 3. BEING TACTICAL
  • Being insightful
  • being insightful & strategic
  • being strategicPresent Situation Desired State
  • being strategic
  • being tacticalPathway to Desired State What is your first step?
  • leaRning paRtneRships in tRibes
  • “The world we have created isa product of our thinking;it cannot be changed withoutchanging our thinking…” Albert Einstein
  • No-one anywhere reallyknows what the hell is going on…So we are all simply just making it up as we go along…
  • nspiRing Authenticity Leadership ESSENCECommon sense Being pResent
  • nspiRingvisionlose yourselfempower others
  • be response-able
  • the C.A.S.E. for leadership
  • the suggestionThe Golden Circle Simon Sinek YouTube
  • WHY? What if?
  • Dreamer Realist Critic the disney pattern
  • inspiring to step up...pace, pace, pace ....... and lead
  • the big “Why?” 136
  • unfReeze youR passion
  • ....go for the sweet stuff....
  • PassIon
  • LeaRn fRomunexpected quaRteR
  • live more lead moreleave a legacy
  • Team presentations Your key insights & learning 142
  • Action PlanPathway to Desired State What is your first step?
  • evaluate youR outcomes find youR gems
  • START CONTINUE STOPpeRsonal leaRning jouRnal key insights
  • my next steps What do I commit to?
  • we value feedbackcomments and insights Any questions?
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  • StaRt Kidding YouRselfleaRning leadeRship fRom paRenting by DR Yvonne Sum
  • INSPIRED CHILDREN How leading minds of today raise their children The-7Rs-of-Parenting.html