Presentation
Upcoming SlideShare
Loading in...5
×
 

Presentation

on

  • 96 views

 

Statistics

Views

Total Views
96
Views on SlideShare
96
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft Word

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Presentation Presentation Document Transcript

  • New Harvest Global Ministries Annual Teachers Conference July 2013 Topic: Leadership and Productivity MrsDalindaNassu Dixon Human Resources Manager NHGM LEADERSHIP STORY A group of employees were asked to carry out a task of clearing a road through a dense jungle on remote island to get to the coast were an estuary provides a perfect site for a port. The leaders organize the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree. And shouts down to the assembled group below……. “WRONG WAY!”
  • LEADERSHIP-is the ability to develop a vision that motivates others to move with passion toward a common goal. (Leaders do the right thing). TYPES OF LEADERSHIP STYLE 1. Autocratic: Leader makes decision without reference to anyone else 2. Paternalistic: Leader acts as a “father figure” 3. Democratic: Encourages decision making from different perspectives – leadership maybe emphasized throughout the organisation 4. Laissez-Faire: “Let it be”- the leadership responsibilities are shared by all LEADING / LEADERSHIP ABILITIES Is there a set of characteristics that determine a good leader? Psalms 78:70 – 72 Developing versatile leaders to affect all levels of society/work-life David was a shepherd by profession; musician by calling; a king by appointment; a prophet by unction; and a peot by hobby five (5) roles operating in one man, how did he cope? He needed leadership abilities and qualities beyond himself.
  • Attributes of a Leader 1. Guiding Vision:- Effective leaders know what they want to do, and have the strength of character to pursue their objectives in the face of opposition and in spite of failures. The effect leader establishes achievable goals. 2. Passion:- effective leaders believe passionately in their goals. They have a positive outlook on who they are, and they love what they do. Their passion for life is guiding star for others to follow because they radiate promise 3. Integrity:-Because they know who they are, effective leaders are also aware of their weakness. They only make promises they can follow through on. 4. Honesty:- Leaders convey an aura of honesty in both their professional and their personal lives. 5. Trust:- Effective leaders earn the trust of their followers and act on behalf of their followers. 6. Curiosity:- Leaders are learners. They wonder about every aspect of charge. They find out what they need to know in order to pursue their goals. 7. Risk:- Effective leaders take calculated risks when necessary to achieve their objectives. If a mistake is made, the effective leader will learn from the mistake and use it as an opportunity to explore other avenues. 8. Dedication:- The effective leader is dedicated to his or her charge, and will work assiduously on behalf of those following. The leader gives himself or herself entirely to the task when it is necessary. 9. Chrisma:- This may be the one attribute that is the most difficult to cultivate. It conveys maturity, respect for your followers, compassion, a fine sense of humor, and a love of humanity. Leaders have the capability to motivate people to excel. 10.Listening:-Leaders listen! This is the most important attribute of all, Listen to your followers.
  • WHO THEN IS A LEADER? A leader is one who:- 1. Coordinate a series of activities to achieve an objective 2. One who changes the mind set of his followers 3. One who has ability to help others to maximize their potential 4. Brings out hidden potential in people 5. A leader takes people to where they don’t like going but ought to be 6. A leader knows the way even though everybody around is confused 7. Leaders solve Problems THE PURPOSE OF LEADING If your actions inspire others to dream more, learn more, do more and become more, you are a leader. VITAL QUESTIONS EVERY LEADER MUST ANSWER 1. Will the dream of others die because they are following me? 2. Will people be cheated in life because I am their leader? We are to raise followers sharper than us to lead others Objective: The core principle of effective Leadership Learning to be a better Leader, will lead to growth (the size of the leader will affect the assignment he is given). Great leaders are taken from something for something superior (Elisha, David, Peter, Paul etc.) Part of what cripple leadership is people without opportunity cost (you never forego anything for the call of God)
  • Control the Work Instead of People Leaders are fundamentally charged with getting things done. ” Thus, the ultimate objective for every leader is to be productive. Failure to do so results in the loss of leadership, formally (demotion) or informally (ineffectiveness). Controlling the People – The Micro View Many leaders, especially those in the professional services industries, view leadership as an exercise in micro-management. They constantly insert themselves into their team members’ every effort. They either redirect team effort by giving detailed, step-by-step instruction, or they usurp team effort by just doing the work themselves. This is an example of controlling the people. Things get done, but at the pace of one person’s ability and availability. There is no leverage of team member talent or time. It’s strictly a linear result. The harder the leader works – directing his/her team members – the more the team gets done. The team languishes without the leader’s involvement. They are accustomed to direction not self-direction. Controlling the Work – The Macro View A more effective way to lead is to focus on controlling the work instead of controlling the people. Team members are generally hired because they are thought capable of doing the work the position demands. Starting from that perspective, a leader can assume the people will do what’s needed, that they will self-initiate, that they will try. (Of course, if they won’t try, then the hiring process and decision making surrounding it is flawed, which is a subject for a different expert to address.) Working from the assumption that team members want to work and succeed, a leader can focus on controlling the work itself. This is a focus on the timing, the flow and the quality of the work product. In many ways, it’s a developmental effort as leaders focus on helping their people be more productive and to deliver higher quality results. The end result of focusing on the work is that leaders are leveraging the time and talent their team members have.
  • Tips on how to focus on controlling the work instead of the people:  Deadline Specificity. Clarity is king when it comes to deadlines. It is a contradiction in terms for a leader to delegate a project with no deadline or, worse, an unclear deadline like ASAP, which is only a vague notion of urgency. It’s the leader’s job to set deadlines regardless of how the work was given to them. Controlling the work mandates that clarity in deadlines be established at every step. Without good deadlines, the entire team is pointed into a fog bank of what needs to be done when. Sailing in the fog is a good way to run aground.  Deadline Management – Help People Succeed. When a project deadline passes without receiving the deliverable, a leader has two choices: Demand a reason for the failure (controlling the person) or request a meeting/teleconference to be “brought up to speed on the project” (controlling the workflow). The latter focuses on the work itself and not the person’s effort. If the meeting/teleconference is set for, say, in three hours, the team member gets a chance to actually succeed with the project (by delivering something if not everything) before a discussion ensues on the timing issue. A team member who has delivered some or all of a project is much more open to a discussion about deadline management than a team member who’s already been berated about missing a deadline.  Extract Answers Versus Give Answers. One of the most innocuous people-versus-work controllers is answering every question team members ask of the leader. It seems so efficient, so collaborative and so helpful. The reality is that by answering every question asked, the leader is creating a team who ask questions. What the leader needs is a team who can solve problems, i.e., do their jobs. Using the Socratic method will shift people away from being askers and towards being doers. Instead of answering questions, only ask questions in return. Ask leading questions. Ask questions that guide team members to the answers they seek. Help them learn the way to answers and, eventually, they will seek solutions themselves first before seeking leadership advice. They will become doers.
  • Shift Towards the Macro View of Leadership By shifting focus away from controlling the people and towards controlling the work, leaders can achieve much higher productivity. Along the way, the team will become more independent and more effective. Leveraging the time and talent each team member possesses produces a result that benefits the team member, the leader and the firm
  • PRODUCTIVITY – Matthew 25:14-29 “According as his divine power (power to reproduce) hath given unto us all things that pertain unto life and godliness, through the knowledge of him that hath called us to glory and virtue”. For the kingdom of heaven is as a man travelling into a far country, who called his own servants, and delivered unto them his goods. And unto one he gave five talents, to another two, and to another one; to every man according to his several ability; and straightway took his journey. Productivity requires personnel;delegation; raw material; opportunity and competence without which the outcome will be stagnation and retardation. Motion doesn’t mean movement – many are involve in lots of motions but no movement. Movement propels the law of productivity to affect the five levels of our work-life namely Physical; Mental; Emotional; Spiritual and Financial. How do you feel when your contemporaries are elevated to the next level when you are on the same level for four and five years? Then he that had received the five talentswent and traded with the same, and made them other five talents. And likewise he that had received two, he also gained other two. Then he(servant) that had received (delegation) the five talent (raw material) went and traded (made use of the opportunity) with the same, and made them other five talents (Productive personnel) And likewise he that receivedtwo, he also gained other two. What is productivity? 1. Making gains for the common good of all 2. The ability to increase on your performance 3. The skill to convert challenges into new products 4. Using your talents to solve problems extra-ordinarily 5. Increasing the available opportunities into gains 6. Seeing solutions when others are seeing problems 7. Providing strength and skills for others to win
  • But he that had receivedonewent and digged in the earth, and hid his lord’s money. The last servant was skilful but selfish. Having the same opportunity but decided to kill time and his talent. Talent has a life span; killing time is reducing the opportunities of your talent. Many talented people who killed time, ends in drugs and alcohol to escape persistent guilt. The lord of the personnel came with appraisal, rebuke, promotion and demotion. After a long time the lord of those servants cometh, and reckoneth with them. And so he that had received five talents came and brought other five talents, saying, Lord, thou deliveredst unto me five talents: behold, I have gained beside them five talents more. His lord said unto him, well done, thou good and faithful servant: thou hast been faithful over a few things, I will make thee ruler over many things: enter thou into the joy of thy lord. He also that had received two talents came and said, Lord, thou deliveredst unto me two talents: behold, I have gained two other talents beside them. His lord said unto him, well done, good and faithful servant; thou hast been faithful over a few things, I will make thee ruler over many things: enter thou into the joy of thy lord. The law of productivity also includes good conduct/attitude toward work; with faithfulness and diligence in business. The results of bad conduct/attitude toward work and unfaithfulness in business are as follows: Then he which had received the one talent came and said, Lord, I knew thee that thou art an hard man, reaping where thou hast not sown, and gathering where thou hast not strawed: And I was afraid, and went and hid thy talent in the earth: lo, there thou hast that is thine. Bad attitudes: 1. I knew thee - Know it all 2. Hard man (Manipulation – using words to manipulate others from their stance)
  • 3. Reaping where thou hast not sown (Black-mailing others) 4. Gathering where thou hast not laboured (Accusations) 5. I was afraid (Self-pity) 6. Thy talent (Selfishness) One with bad attitude does not care about productivity but rather about self- satisfaction. His lord answered and said unto him, Thou wicked and slothful servant, thou knewest that I reap where I sowed not, and gather where I have not strawed: Thou oughtest therefore to have put my money to the exchangers, and then at my coming I should have received mine own with usury. Take therefore the talent from him, and give it unto him which hath ten talents. The Lord made some frightening statements that I would like us to observe carefully. For unto every one that hath shall be given, and he shall have abundance: but from him that hath not shall be taken away even that which he hath. {For unto everyone that is productive, he is qualified to be promoted: but from him that is unproductive even the little they have, it is required it be taken away from them}. The 7 drivers of workplace productivity The Workplace Productivity outline focuses on seven complementary key drivers, based on the concept that changes in workplace practices in one area will generally reinforce changes in another. The Workplace Productivity Agenda breaks workplace operations into seven drivers. These are considered important areas for workplaces to focus on in order to improve their performance and productivity. The drivers were highlighted by a working group of businesses and union representatives along with academics and government in the Workplace Productivity challenge report, the drivers provide a checklist for workplaces to see
  • where they could improve their operations, and the snapshot tool is a quick way to see how your workplace stands against the drivers. The drivers emphasize the need to align everyone in the workplace towards better performance, and are about working smarter not harder. There is no one-size-fits all solution to improving workplace productivity but these drivers are a start for anyone looking to improving their workplace productivity.  Get more productive No matter what your organisationdoes, or how big or small it is, there are a range of ways you can improve its productivity.There are also case studies about establishments that have improved their workplace productivity. The following productivity drivers give an overview of the types of changes you can make to get your workplace more productive. 1. Building leadership and management capability Effective leadership is about having a clear vision of where your business is heading. It's about identifying new opportunities and inspiring your team to pursue those opportunities. Leadership is required from individuals and from teams. 2. Creating productive workplace cultures Positive relationships between staff, teams and managers are a feature of productive workplaces. A positive work environment motivates people and helps them commit to the organisation. People feel encouraged to 'go the extra mile'. It's also important to value people's insights and experience. Their ideas can help your workplace to do things smarter and better. That means your organisation will become more innovative and productive over time. 3. Encouraging Innovation and the use of technology Innovation is a key part of raising workplace productivity. Productive workplaces are innovative in the way they use technology, and plan and organise themselves.
  • They generally employ more highly-skilled and highly-paid workers and through innovation they increase their market share. 4. Investing in people and skills The more skills your staff have, the more innovative they can be. They will also be more capable with new technology. Skilled workers can also work more quickly with fewer mistakes. They generally require less supervision, accept more responsibility and are better communicators. Training leads to higher skills and wages and lower staff turnover. 5. Organising work Productive workplaces have structures and processes that enable them to adapt and grow as products, technology and markets change. A well-organised workplace is able to get the best out its staff and technology. 6. Networking and Collaboration You can improve your workplace productivity by exchanging ideas and information with others in your industry. Collaborating with others can reduce the cost of doing business and give you access to new ideas and new technologies. 7. Measuring what matters It is really important to assess the value of any investment you make in improving your workplace productivity. This helps you understand the things that make the biggest difference. For example, is it the size of your organisation’s structure, the skill levels of your staff, the size of your market or some other factor?