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Leadership
 

Leadership

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Leadership Leadership Presentation Transcript

  • BY: ANNIE RAJESWARIE
  •   TIME  SHARING  QUESTION BEFORE WE BEGIN
  • • UNDERSTANDING GOOD LEADERSHIP BEHAVIOR • DISCOVER DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT • UNDERSTAND THE BASICS OF LEADERSHIP & MOTIVATION • LEARN HOW TO LEAD BY EXAMPLES • DEVELOP SKILLS IN COMMUNICATING, INFLUENCING AND NEGOITIANG WITH PEERS • DEAL WITH POOR PERFORMER IN EFFECTIVE MANNER
  • WHAT IS THE DIFFERENCE BETWEEN A MANAGER AND A LEADER?
  •   Managers have employees  Managers react to change  Managers think of ideas  Managers communicate  Managers direct group  Managers try to be heroes Managers take credit MANAGER VS LEADER  Leaders win followers and followers will become a leader in the future  Leaders create change  Leaders implement them  Leaders persuade  Leaders create team  Leaders make everyone heroes  Leaders take responsibilities
  •  So who are you? A Manager or A Leader?
  • He who thinks he leads but has no followers is only taking a walk A leader is a influencer
  •  INFLUENCER  I – Integrate People  N – Nurture People  F – Faith in People  L – Listening to People  U – Understand People  E – Enlarge People  N – Navigate People  C – Connect with People  E – Empower People  R – Reproduce yourself
  •  Leadership Traits
  •  Without it, you will never be comfortable in the leader role.  You will struggle every day with the basics, and your team memberswill sense it in everything you do.  You’ll find your work suffers  Your team frustrated because they can’t do work without you doing yours.  They will leave if you don’t first. Desire to Lead
  •   Do not lie while you are holding a leadership position  Do what you say you will do and behave the way that you expect your team to behave.  Maintain clear communication, no beat around the bushes  They look you up as a role mode and try to perform like you (You are not a leader if you have no followers) Honesty and Integrity
  •   confidence allow you to make the tough decisions that people expect from a strong leader  It allows you to lead meetings with authority, to accept critics and open communication Self Confidence
  •   Good leaders must be able to tolerate frustration and stress.  must be well-adjusted and have the psychological maturity to deal with anything they are required to face Emotional Stability
  •   capacity to perform higher mental processes of reasoning, remembering, understanding, and problem solving  Leaders must always be prepared to carry task from simplest to the most complex. Cognitive Ability
  •   For your to be respected by your employees, you must first know your business. Knowledge of the business
  •   High Efforts, high desire to achieve, high initiative level and persistence High Drive
  • Your difficult boss, customer, prospect, voter, student…probably not stupid, probably just uninformed. There are huge difference (Seth Godin)
  •   Transactional – do things because they are paid to  Transformational – inspire groups of people, creates and share his vision.  Autocratic – he has full control of his power and demand employee’s to follow his way Leadership Style
  •   Bureaucratic – work by book, follow procedures.  Laissez Faire – let employee do by their job by their way.  Charismatic – similar like transformational however here the leader give a little push to team to boost motivation. Leadership Style
  •   Have the guts to challenge the process  Be enthusiastic  Help others to act  Set the example  Celebrate achievements Principle of Leadership
  •   Invisible Fences  Fear  Waiting for savior  Comfort zone  Excuses What is stopping us? You can curse the darkness or light up a candle and show up as a leader
  •   Changing organizational structure  Team Work and driving focus to provide quality assurance  Coaching, Support and empowerment  Rapid environmental change Importance of Leadership
  •   Setting Goals  Motivating employees  Discipline and building morale Importance of Leadership
  •  Leadership issue • Managing Power – eg: using power to give positive benefits to employees without assessing employee’s capabilities • Delegating Task – Doing task that is too routine and requires minor decision or flooding employees with unreasonable amount of task.
  •  Leadership issue • Lack of credibility and Trust – lack of honesty, as a leader it looks awful if you lie • Non-ethical leadership – eg: Asking your employees to cheat • Personal Character & behavior – Sleeping in the office, watching movies
  • Gumdrop Building
  •  1 Pride & Arrogance Early successes begin to inflate egos. Never forget your roots
  •  2 Negative influences Some advices are valuable and could help keep you on track but some will nudge you until one day you wake up and find yourself way off the course. LISTEN TO THE ONE WORTH LISTENING AND IGNORE THE NEGATIVE ONES
  •  3 Lacking integrity Establish a set of sound ethics policies, integrate them into all business processes, communicate them broadly to all employees, and make clear that you will not tolerate any deviation from any of them. Then live by them
  •  4 Majoring in Minor Things There are a handful of things that are important enough to account for the greatest impact. Don’t sit on the Minor task and emphasize as though this it is a Major Task to complete.
  •  5 Avoiding If there are things that you can do, and should do, then do them. Don’t neglect them. Keeping quiet will not solve the issue for you.
  •  6 Lacking Values Values are what the company stands in. You cannot be a leader if you kill the company’s values. Establish a set of Core Values that can unite the organization, and then create resonance around them.
  •  7 Blindly trusting people Allow people to run on “short leashes” until they prove themselves. Any competent and skillfull person should have no problem with this approach.
  •  8 Spin Doctoring Many companies taught their executives to provide carefully crafted answers to questions to conceal the true facts. Present the facts, tell the truth, communicate the complete story and let the chips fall where they may
  •  9 Short Cutting Tried and true process takes time and skill. You reap what you sow. Don’t U-Turn where you should not just because you want to be fast
  •  10 Short Term Focus Don’t cannibalize future results to satisfy the present quarter. Don’t obsessed with making the immediate quarter, that we severely impacted future business.
  •  8 Rules dealing with poor performer 1. Identify why employee is under performing. 2. Don’t make it personal 3. Do it Private 4. Be specific 5. Give timely feedback 6. Use A,B, C format for feedback 7. Check for understanding 8. Keep recorded
  •  Remind yourself everyday 3 STEPS
  • Leaders Do Right Things Managers Do things Right TO BE CONTNUED…