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optimising your performancekey skills toIntentional Leadershipin work and life                                            ...
Before we start
“There’s no growth in the                comfort zone and no              comfort in the growth                           ...
PlayFULL TILT!
Summary Notes                    Group                Discussionthe logistics
the objectives1. Unleashing your leadership potential tobetter drive performance in work and life2. Exploring the X-factor...
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 sc...
Transformational Leadership for Professional Women
A snapshot of changing    The world isthe business atthe beginning        Concept 2of 2008...   Oceania 2009              ...
Ref: Prigogene 1977       dissipative structures           Prigogene: Nobel Prize 1977                                    ...
Ref: Prigogene 1977          doing oRdinaRy well          to be extRaordinaRy
managing change                  “Few really                   welcome a                    change                   excep...
challenges in changing times                  What is my                    greatest                   challenge          ...
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                    EXCEPTION...
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 ……...
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”                          ...
Putting Values Into Action Reviewing your pre-work
28 Values                 Values and SatisfactionALUESINTOACTIO                       First Look                         O...
ChoicesALUESINTOACTIO                           28 Values                                                                 ...
1ALUESINTOACTIO                 My Most Important                 Values on ________                             date     ...
Job Characteristics                                                                 Greatly                               ...
ALUESINTOACTIO                      Action Plan                        N       By taking this action, how will my work and...
Action PlanPathway to Desired State   What is your first step?
managing expectations                      Expectation                    Gap =                Magnitude                  ...
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                ...
Review What You Learnt   Team Presentation
optimising your performancekey skills toIntentional Leadershipin work and life                                            ...
PHILOSOPHER’S WALKTake an elbow buddy to review and reflect
PHILOSOPHER’S WALK   54
open frame
competence
connection
“...how you do anything is   how you do everything...     Your ‘character’ or ‘nature’ justrefers to how you handle all th...
personality filters                  59
Carl Jung"I dream that long after Im gone, my work will go on helping people."                           Isabel Myers, 197...
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   Concent...
Very     Fairly   Slight    Slight   Fairly   VeryClear    Clear                       Clear    Clear        Given the cho...
Create 3 questions that will   give you better insight into the   opposite to your preference   on this dichotomy.    (5 m...
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 ...
Very    Fairly   Slight   Slight   Fairly        VeryClear   Clear                      Clear         Clear    Given the c...
Look at the following picture for 11/2 minutes, in silence. Then be prepared to share with the group what you think you ha...
72
We must remember    that we all trust our    own perceptions,    while knowing that    there are many other    ways of see...
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    Crit...
Very    Fairly   Slight   Slight   Fairly   VeryClear   Clear                      Clear    Clear   Given the choice, whic...
Imagine that you have been invited to a party with your partner or a close friend. Your partner/friend arrives, ready for ...
Thinking types look for faults    and helpfully point them out.    Feeling types look for good    things and point them ou...
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    O...
Very    Fairly   Slight   Slight   Fairly        VeryClear   Clear                      Clear         Clear  Given the cho...
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 ...
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   Pe...
know youR self authenticity      1.Differentiate yourself        through your assets.      2.Show allowable        vulnera...
Engage your strengths andExpress your Best   partner to your weaknesses
nspiRing                Authenticity               Leadership                ESSENCECommon sense                Being pRes...
pre-sense      show yourself   see & hear othersBeing pResent
read the book
building trust early   RAPPORT
WHAT IS RAPPORT?building similarities        at an    unconscious        level
IGNITING YOUR SENSORY CHANNELS  be sense-able
Add Ted.com Evelyn Glennie
building trust early        RAPPORTpace, pace, pace ....... and lead
PACING USING OUR 5 SENSES....   visual              gustatory            auditory                       Olfactory kinesthe...
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 pRes...
sense-ableapply yourselfthink of othersCommon sense
INNOVATION @ WORK???
Family: most basic unit of a tRibe
Tell a Story to those               who want to listenMake change                           Connect a Tribe               ...
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…”                ...
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 pRes...
nspiRingvisionlose yourselfempower others
be response-able
the C.A.S.E. for leadershiphttp://www.thehumanenterprise.com.au/leadership-services/leadership-development/Why_Should_Anyo...
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?
If you sell for a living, you          manage a sales team, or are                                                        ...
StaRt   Kidding  YouRselfleaRning leadeRship fRom paRenting            by DR Yvonne Sum
INSPIRED CHILDREN     How leading minds of today        raise their childrenhttp://www.dryvonnesum.com/Product/       The-...
Key skills to Intentional Leadership
Key skills to Intentional Leadership
Key skills to Intentional Leadership
Key skills to Intentional Leadership
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Key skills to Intentional Leadership

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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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Transcript of "Key skills to Intentional Leadership"

  1. 1. optimising your performancekey skills toIntentional Leadershipin work and life BDS Hons, ACMC, CSP 06 October 2011
  2. 2. Before we start
  3. 3. “There’s no growth in the comfort zone and no comfort in the growth zone”the challenge
  4. 4. PlayFULL TILT!
  5. 5. Summary Notes Group Discussionthe logistics
  6. 6. 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?
  7. 7. What if ....all you needed to know about leadeRship you leaRnt fRom home?
  8. 8. 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
  9. 9. Transformational Leadership for Professional Women
  10. 10. 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
  11. 11. Ref: Prigogene 1977 dissipative structures Prigogene: Nobel Prize 1977 O P ” E “ P A T IV S S I PD I
  12. 12. Ref: Prigogene 1977 doing oRdinaRy well to be extRaordinaRy
  13. 13. managing change “Few really welcome a change except for wet babies.”
  14. 14. challenges in changing times What is my greatest challenge today?
  15. 15. What do I want from this working session? Your outcomes
  16. 16. Your name & role Your achievement Your outcomesIntroducing ... 16
  17. 17. Understanding High What is thePerformance Teams X-factor?
  18. 18. Defining your success Get clear. Get help.
  19. 19. the leadership definition Effective leadership EXCITES people to EXCEPTIONAL PERFORMANCE 19
  20. 20. followersAnyone you need to excite to deliver exceptional performance
  21. 21. 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
  22. 22. the suggestionThe Golden Circle WHY? HOW? WHAT? ...WHAT IF?
  23. 23. the disney pattern
  24. 24. Dreamer Realist Critic the disney pattern
  25. 25. Dreamer the disney pattern
  26. 26. Realist the disney pattern
  27. 27. Critic the disney pattern
  28. 28. Mental Rehearsal DisasterNOW FUTURE
  29. 29. Mental Rehearsal SuccessNOW FUTURE
  30. 30. What if ... your future is compelling? Present Situation Desired State
  31. 31. Gap analysisPathway to Desired State What stops you?
  32. 32. What Blocks & Stops? What resources needed?
  33. 33. The Human Condition We get in our own way!
  34. 34. The Human Condition: Paul Mitchell from Human EnterpriseThe Human Condition Leading Self
  35. 35. self-leadership insight “Wherever your heart is, there lies your treasure” Paulo Coelho, Lyricist & Novelist
  36. 36. Putting Values Into Action Reviewing your pre-work
  37. 37. 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!
  38. 38. 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
  39. 39. 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
  40. 40. 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
  41. 41. 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
  42. 42. Action PlanPathway to Desired State What is your first step?
  43. 43. managing expectations Expectation Gap = Magnitude of emotional intensityPresent Event time
  44. 44. managing expectations Needs Key Frustrations Vulnerabilities...Making specific requests of one another
  45. 45. LOSE YOUR MINDCOME TO YOUR SENSES INSANITY: doing the same thing and expecting a different Result
  46. 46. Find the Gems
  47. 47. SUMMARYWhat you learnt today that you can apply immediately
  48. 48. self-leadership insight
  49. 49. memory: review - retain - recall How to ‘warp’ memory to your advantage• Review• Summarize• Action• Tell someone• Teach someone• S.E.E. 50
  50. 50. Review What You Learnt Team Presentation
  51. 51. optimising your performancekey skills toIntentional Leadershipin work and life BDS Hons, ACMC, CSP 07 October 2011
  52. 52. PHILOSOPHER’S WALKTake an elbow buddy to review and reflect
  53. 53. PHILOSOPHER’S WALK 54
  54. 54. open frame
  55. 55. competence
  56. 56. connection
  57. 57. “...how 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
  58. 58. personality filters 59
  59. 59. Carl Jung"I dream that long after Im gone, my work will go on helping people." Isabel Myers, 1979 MBTI instrument 60
  60. 60. The direction in which we focus our attention and energyExtraversion or Introversion 61
  61. 61. The direction in which we focus our attention and energyExtraversion or Introversion 62
  62. 62. Extraversion Introversion Action Reflection Outward Inward People Privacy Interaction Concentration Many Few Expressive Quiet Do-Think-Do Think-Do-Thinksome key words 63
  63. 63. Very Fairly Slight Slight Fairly VeryClear Clear Clear Clear Given the choice, which do you prefer: Extraversion or Introversion? self-assessment 64
  64. 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
  65. 65. Communication breakdown Conflict between the two typesimplications & applications 66
  66. 66. The way we take in information and the kind of information we like and trust Sensing or iNtuition 67
  67. 67. The way we take in information and the kind of information we like and trust Sensing or iNtuition 68
  68. 68. Sensing Intuition Facts Ideas Realistic Imaginative Specific General Present Future Keep Change Practical Theoretical What is What could besome key words 69
  69. 69. Very Fairly Slight Slight Fairly VeryClear Clear Clear Clear Given the choice, which do you prefer: Sensing or Intuition? self-assessment 70
  70. 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
  71. 71. 72
  72. 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
  73. 73. The way we make decisionsThinking or Feeling 74
  74. 74. The way we make decisions Thinking or Feeling 75
  75. 75. Thinking Feeling Head Heart Distant Personal Things People Objective Subjective Critique Praise Analyse UnderstandFirm but fair Mercifulsome key words 76
  76. 76. Very Fairly Slight Slight Fairly VeryClear Clear Clear Clear Given the choice, which do you prefer: Thinking or Feeling? self-assessment 77
  77. 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
  78. 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
  79. 79. Our attitude toward the external world and how we orient ourselves to itJudging or Perceiving 80
  80. 80. Our attitude toward the external world and how we orient ourselves to itJudging or Perceiving 81
  81. 81. Judging PerceivingOrganised Flexible Decision Information Control Experience Now Later Closure OptionsDeliberate Spontaneous Plan Waitsome key words 82
  82. 82. Very Fairly Slight Slight Fairly VeryClear Clear Clear Clear Given the choice, which do you prefer: Judging or Perceiving? self-assessment 83
  83. 83. Assuming that you are all friends,plan a social picnic for your group. J-P splitting exercise 84
  84. 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
  85. 85. When combined, your preferences indicate your personality type. personality type 86
  86. 86. 16 personality types 87
  87. 87. Be an authentic chameleon
  88. 88. “Know thyself for the truth shall set thee free”
  89. 89. Authenticity Being pResent Common senseESSENCE of Leadership
  90. 90. Authenticity nspiRing Being pResent Common senseESSENCE of Leadership
  91. 91. nspiRing Authenticity Leadership ESSENCECommon sense Being pResent
  92. 92. Authenticity truth lose your mind be yourself
  93. 93. know youR self
  94. 94. Assets Vulnerabilities Strengths Allowable weaknessesLife & business experiences Perceived obstacles or history Values Limiting beliefs your balance sheet
  95. 95. know youR self authenticity 1.Differentiate yourself through your assets. 2.Show allowable vulnerabilities.
  96. 96. Engage your strengths andExpress your Best partner to your weaknesses
  97. 97. nspiRing Authenticity Leadership ESSENCECommon sense Being pResent
  98. 98. pre-sense show yourself see & hear othersBeing pResent
  99. 99. read the book
  100. 100. building trust early RAPPORT
  101. 101. WHAT IS RAPPORT?building similarities at an unconscious level
  102. 102. IGNITING YOUR SENSORY CHANNELS be sense-able
  103. 103. Add Ted.com Evelyn Glennie
  104. 104. building trust early RAPPORTpace, pace, pace ....... and lead
  105. 105. PACING USING OUR 5 SENSES.... visual gustatory auditory Olfactory kinesthetic
  106. 106. come in early as a partnerLEARNING TO LEAD ...not late as a judge
  107. 107. BEING CURIOUS ....? Asking Quality Questions
  108. 108. WHAT QUESTIONS UNCOVER.... Deletions Distortions Generalisations
  109. 109. stoRy selling Inspire with full technicolour, soundtrack, emotions......
  110. 110. nspiRing Authenticity Leadership ESSENCECommon sense Being pResent
  111. 111. sense-ableapply yourselfthink of othersCommon sense
  112. 112. INNOVATION @ WORK???
  113. 113. Family: most basic unit of a tRibe
  114. 114. Tell a Story to those who want to listenMake change Connect a Tribe Lead a Movement tribal leadership
  115. 115. Seth Godin on Leadershiptribal leadership
  116. 116. common sense leadership steps 1. BEING INSIGHTFUL 2. BEING STRATEGIC 3. BEING TACTICAL
  117. 117. Being insightful
  118. 118. being insightful & strategic
  119. 119. being strategicPresent Situation Desired State
  120. 120. being strategic
  121. 121. being tacticalPathway to Desired State What is your first step?
  122. 122. leaRning paRtneRships in tRibes
  123. 123. “The world we have created isa product of our thinking;it cannot be changed withoutchanging our thinking…” Albert Einstein
  124. 124. No-one anywhere reallyknows what the hell is going on…So we are all simply just making it up as we go along…
  125. 125. nspiRing Authenticity Leadership ESSENCECommon sense Being pResent
  126. 126. nspiRingvisionlose yourselfempower others
  127. 127. be response-able
  128. 128. the C.A.S.E. for leadershiphttp://www.thehumanenterprise.com.au/leadership-services/leadership-development/Why_Should_Anyone_Be_Led_By_YOU_Workshop http://www.youtube.com/user/BlessingWhite?blend=4&ob=5#p/u/0/8sYX0Zoeiwk
  129. 129. the suggestionThe Golden Circle Simon Sinek YouTube
  130. 130. WHY? What if?
  131. 131. Dreamer Realist Critic the disney pattern
  132. 132. inspiring to step up...pace, pace, pace ....... and lead
  133. 133. the big “Why?” 136
  134. 134. unfReeze youR passion
  135. 135. ....go for the sweet stuff....
  136. 136. PassIon
  137. 137. LeaRn fRomunexpected quaRteR
  138. 138. live more lead moreleave a legacy
  139. 139. Team presentations Your key insights & learning 142
  140. 140. Action PlanPathway to Desired State What is your first step?
  141. 141. evaluate youR outcomes find youR gems
  142. 142. START CONTINUE STOPpeRsonal leaRning jouRnal key insights
  143. 143. my next steps What do I commit to?
  144. 144. we value feedbackcomments and insights Any questions?
  145. 145. If you sell for a living, you manage a sales team, or are Here’s what’s inside: Paul Sparks. The evolution of professional selling: 1 EMERGING understanding the past to inform our future sales responsible for the growth of EMERGING TRENDS IN PROFESSIONAL SELLING performance. your business and you want Michael Schiffner. Building high performance sales the best outcomes for your teams: going beyond a training mindset to achieve sales efforts – this book is for sustained sales success. you. Julia Palmer. Strategic networks: the key to sustainable sales success. TRENDS IN Some of the world’s leading Mo Fox. See before you sell: how changing your sales trainers, consultants and perception is the key to better sales results. Michael Foulds. The sale is the negotiation: coaches bring you detailed ideas reframing the sales process for better sales and on how you can improve your stronger customer relationships. personal performance, and the Malcolm Dawes. Sales leadership or sales performance of your sales team. management? It does make a difference for high PROFESSIONAL performing sales teams. Inside this volume you’ll find Suzanne Mercier. Are your sales people sales 12 chapters to ensure you are imposters? How to overcome fear to create great informed about the latest trends, sales results. research and best practice in John Barraclough & Warwick Burgess. Gaining the last yard in sales: the value of persuasive professional selling and sales communication. SELLING management. Mark Purbrick. Simply the best: how to attract, select and retain high performing salespeople. Each chapter is a book in Jason White & Giles Rhodes. Rewarding the sales itself – with more up-to-date force: a taxonomy of sales roles to inform reward information on personal selling and incentive programs. and sales management than any Sally-Anne Cotton. The alchemy of 21st century selling: transmuting balance, alignment and intent single book published in the last decade. into golden sales results. VOLUME 1 Dr Yvonne Sum. Tribal insights for sales leaders: the power of learning partnerships. “The best book on modern selling and sales management I’ve seen in years with a great range of relevant content. I can’t wait for Volume 2.” – Bob Bentley, 25 year sales veteran, ICT industry. PAUL SPARKS COMPILED AND EDITED BY See inside for details on the 6 DVD companion set which contains over 12 hours of presentations, discussions and interviews featuring the authors as they take a deeper and wider look at the The latest innovation, chapter topics. This professionally produced DVD set is an invaluable tool for sales training and development and is also great for using in sales meetings to begin research and best practice discussion on critical topics in professional selling. in selling and sales management Compiled and edited by Paul Sparks Australia $66.00 RRP Inc GST14217 EM_Trends Cvr 21mm.indd 1 9/5/11 12:51:43 PM
  146. 146. StaRt Kidding YouRselfleaRning leadeRship fRom paRenting by DR Yvonne Sum
  147. 147. INSPIRED CHILDREN How leading minds of today raise their childrenhttp://www.dryvonnesum.com/Product/ The-7Rs-of-Parenting.html
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