What is good leadership?


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What is good leadership? 13 questions.
# 1: To what extent have you discovered your values.
# 2: How effective are you at taking initiative?
# 3: To what extent to you participate effectively?
# 4: How inspiring are you?
# 5: How good are you at giving and asking for feedback?
# 6: How much and how well do you listen?
# 7: How often do you involve people from outside?
# 8: To what extent do you delegate decision making?
# 9: How much time do you put into helping others become successful?
# 10: How good are you at thinking creatively?
# 11: To what extent do you think globally?
# 12: How effective are you at organizing people to get things done?
# 13: How good are you at seeking simplicity?

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What is good leadership?

  1. 1. What is good leadership?
  2. 2. Question # 1 To what extent have you discovered your values?
  3. 3. http://leadershipfreak.wordpress.com/2014/07/23/the-first-secret-of-developing-a-leader/
  4. 4. Further inspiration http://www.slideshare.net/frankcalberg/questions-to-discover-your-values
  5. 5. Question # 2 How effective are you at taking initiative?
  6. 6. Increasingly, the work of management won’t be done by managers. It will be pushed out to the periphery. It will be embedded in systems. Sources http://www.mckinseyquarterly.com/Innovative_management_A_conversation_between_Gary_Hamel_and_Lowell_Bryan_2065 http://www.garyhamel.com/ Gary Hamel
  7. 7. When we choose for ourselves, we are far more committed to the outcome - by a factor of at least 5 to 1. http://www.mckinsey.com/insights/organization/increasing_the_meaning_quotient_of_work
  8. 8. On a scale from 1 to 10, how effective are you at taking initiative?
  9. 9. Question # 3 To what extent to you participate effectively?
  10. 10. Jonathan Becher posts frequently and is active on the comment threads of the company social network. http://www.managementexchange.com/story/culture-eats-strategy
  11. 11. When asked to identify a trend they see emerging in leadership, the trend most often mentioned by 112 executives is the shift from an autocratic style to one that’s more participative. http://www.ccl.org/leadership/pdf/research/TenTrends.pdf
  12. 12. A CEO is going to have to go and meet the community and have an open community meeting and actually make relationships personally and listen. http://www.mckinsey.com/insights/leading_in_the_21st_century/Richard_Edelman_on_how_leaders_can_regain_the_publics_trust
  13. 13. On a scale from 1 to 10, how effectively do you participate?
  14. 14. Question # 4 How inspiring are you?
  15. 15. 4 people who are all leading The first-shift line worker, who tells her boss she needs to watch the third shift to find out what they are doing differently, is leading. Her boss who says, "Great, let me know what you find out," is leading. The plant supervisor is leading when he celebrates the line worker's initiative and acts on the information she found. And the COO is leading when she inspires others to action by telling the whole story throughout the company. http://blogs.hbr.org/cs/2013/09/why_we_need_more_women_leaders.html
  16. 16. The boss's role is to enthuse, enable and encourage. http://timesofindia.indiatimes.com/business/india-business/Staff-first-customers-second-for-HCL-boss/articleshow/6039039.cms#ixzz13Yu5pFxH Vineet Nayar
  17. 17. The ability to inspire creates the highest levels of employee engagement and commitment. It is what most powerfully separates the most effective leaders from the average and least-effective leaders. Source Feedback data of about 50,000 leaders assessed by about ½ million people. http://blogs.hbr.org/cs/2013/06/what_inspiring_leaders_do.html
  18. 18. Examples of what inspiring leaders do  They establish a clear vision.  They set stretch goals with their team.  They spend time developing people.  They collaborate.  They encourage people to be innovative.  They make emotional connections with people.  They communicate. Source Feedback data of about 50,000 leaders assessed by about ½ million people. http://blogs.hbr.org/cs/2013/06/what_inspiring_leaders_do.html
  19. 19. On a scale from 1 to 10, how effective are you at inspiring people?
  20. 20. Question # 5 How good are you at giving and asking for feedback?
  21. 21. Celebrate failure and success. Sources http://blogs.forbes.com/adamgordon/2010/11/11/leading-the-future/ http://forrester.typepad.com/groundswell/2010/05/thoughts-on-leadership-in-the-social-era.html
  22. 22. http://www.mckinseyquarterly.com/Motivating_people_Getting_beyond_money_2460
  23. 23. On a scale from 1 to 10, how effective are you at giving and asking for feedback?
  24. 24. Further inspiration http://www.slideshare.net/frankcalberg/feedback-tips
  25. 25. Question # 6 How much and how well do you listen?
  26. 26. Of all the skills of leadership, listening is one of the most valuable. http://www.mckinsey.com/insights/leading_in_the_21st_century/developing_leaders_in_a_business
  27. 27. Outstanding leaders are people who first listen. Daniel Goleman Sources http://freevideolectures.com/Course/2525/Leadership-by-Harvard-Business/5 http://danielgoleman.info/
  28. 28. They spend a significant amount of time talking with people to understand what motivates and how they can support and boost enthusiasm in others. http://www.theworkfoundation.com/assets/docs/publications/232_leadership_execsummFINAL.pdf
  29. 29. Leaders who ask their people, “What can our company do to help you grow and achieve your goals?” will find it comes back 10-fold. http://blogs.hbr.org/goldsmith/2010/07/when_your_employees_know_more.html
  30. 30. In a study of 300 top-level executives from 15 global companies, 85-90% of leadership success was linked to social and emotional intelligence. http://www.haygroup.com/leadershipandtalentondemand/DownloadFiles/misc/2010_Global_Catalog_no__pricespdf.pdf
  31. 31. An absence of psychological safety, in concert with fear of the boss, can be dangerous or downright deadly. Studies by Harvard Business School professor Amy Edmondson and her colleagues show that when nurses fear their supervisors will punish and humiliate them for making mistakes, they hesitate to report their drug-treatment errors. https://www.mckinseyquarterly.com/Governance/Leadership/Why_good_bosses_tune_in_to_their_people_2656
  32. 32. https://twitter.com/Leadershipfreak/status/453403663885541376
  33. 33. On a scale from 1 to 10, how effective are you at listening?
  34. 34. Further inspiration http://www.slideshare.net/frankcalberg/listening-tips http://www.scribd.com/doc/56785190/Customer-Needs http://www.slideshare.net/frankcalberg/social-competence
  35. 35. Question # 7 How often do you involve people from outside?
  36. 36. The age of customer capitalism has come of age. http://www.customerthink.com/blog/what_leaders_of_21st_century_customer_centric_organisations_do
  37. 37. Leadership is the art of mobilizing others to want to struggle for shared aspirations. Jim Kouzes Barry Posner http://www.inc.com/brian-evje/quick-define-leadership.html
  38. 38. The most successful sales professionals are not the ones who build relationships. They're the ones who push back, challenging their clients to see problems they hadn't anticipated. http://blogs.hbr.org/cs/2012/03/the_one_skill_all_leaders_shou.html
  39. 39. On a scale from 1 to 10, how effective are you at involving people from outside?
  40. 40. Question # 8 To what extent do you delegate decision making?
  41. 41. Stepping back so others can step up is among the toughest challenges of leadership. http://leadershipfreak.wordpress.com/2012/10/22/the-12-toughest-challenges-of-leadership/
  42. 42. Jonathan Becher removed himself from some of the approval chains. He delegated critical and visible decisions to his direct reports and publically reinforced their decisions. http://www.managementexchange.com/story/culture-eats-strategy
  43. 43. The best executives understand which decisions they need to focus on and which ones they can delegate. They also know when to make a decision. And they’ve debated the risk of not doing it. http://hbr.org/2013/11/you-cant-be-a-wimp-make-the-tough-calls/ar/1
  44. 44. As the leader, you need to be hands on, but your primary objective is to empower others to make decisions and take actions that are aligned with the organization’s vision, purpose, and strategy. http://www.fastcompany.com/1823211/learning-the-softer-side-of-true-leadership Gary Burnison Korn/Ferry International
  45. 45. Delegation benefits managers, direct reports, and organizations. http://blogs.hbr.org/hmu/2012/07/why-arent-you-delegating.html
  46. 46. Low Task focus High Instructing / directing Use for people with  low competencies and  low commitment. Delegating / observing Use for people with  high competencies and  high commitment. Advising / coaching Use for people with  some competencies and  some commitment. Participating / supporting Use for people with  high competencies and  variable commitment. High Relationship focus Low Adapted from situational leadership model from Kenneth Blanchard / Paul Hersey.
  47. 47. If you want to empower people, honor their ideas. Give them room to challenge the status quo. Give them room to move - and, by extension, move mountains. http://www.ideachampions.com/weblogs/archives/2010/05/_the_root_of_th.shtml
  48. 48. Adapted from Tannenbaum, Robert and Schmidt, Warren H.: How to choose a leadership pattern. Harvard Business Review, March – April 1958, Vol. 36, No. 2. Use of authority by the leader Freedom for people to lead themselves High power distance Low power distance
  49. 49. When people lose their sense of control, such as when tasks are dictated to them, the brain's emotional response centre can actually cause a decrease in cognitive functioning. http://blogs.hbr.org/cs/2013/04/stop_telling_your_employees_wh.html
  50. 50. 4 reasons why managers don't delegate Reason # 1 Some are perfectionists who feel it's easier to do everything themselves, or that their work is better than others'. Reason # 2 Some believe that passing on work will detract from their own importance. Reason # 3 Some lack self-confidence and don't want to be upstaged by their subordinates. Reason # 4 Some fear delegation because they've been burned in the past. http://blogs.hbr.org/hmu/2012/07/why-arent-you-delegating.html
  51. 51. On a scale from 1 to 10, how effective are you at delegating?
  52. 52. Further inspiration http://www.slideshare.net/frankcalberg/tips-to-increase-motivation
  53. 53. Question # 9 How much time do you put into helping others become successful?
  54. 54. What can I do to encourage you? http://leadershipfreak.wordpress.com/2014/01/03/energy-for-a-new-year/
  55. 55. What can I do to help you be more effective? Sources http://blogs.hbr.org/hill-lineback/2011/04/the-most-important-question-a.html http://www.businessweek.com/managing/content/apr2011/ca2011045_217749.htm
  56. 56. At Gore, leaders emerge, and once they’re in a leadership role, they understand their job is to bring out the strengths of their teams, to make their colleagues successful. http://blogs.wsj.com/management/2010/03/18/lessons-from-a-middle-aged-revolutionary-at-wl-gore/
  57. 57. http://www.ccl.org/leadership/pdf/research/NatureLeadership.pdf
  58. 58. 21st century leadership Align Serve Empower Collaborate Source Bill George, Harvard Business School. http://us.hsmglobal.com/contenidos/videoteca_detalle.html?idAdjunto=37750
  59. 59. My future is to continue to be a gardener. A gardener has to properly prepare the ground, then plant the seeds, then wait. Then, as the flower appears, a gardener has to take care of it - in a way that will permit it to express its nature, its best possibilities. https://www.mckinseyquarterly.com/Strategy/Innovation/Cultivating_innovation_an_interview_with_the_CEO_of_a_leading_Italian_design_firm_2299 Alberto Alessi
  60. 60. http://hbr.org/2014/05/blue-ocean-leadership/ar/1 When you think of your leadership as services you do for others, who would buy which services from you? Why?
  61. 61. On a scale from 1 to 10, how effective are you at helping people become successful?
  62. 62. Further inspiration http://issuu.com/frankcalberg/docs/educatorroles http://www.slideshare.net/frankcalberg/tips-to-coach-a-person
  63. 63. Question # 10 How good are you at thinking creatively?
  64. 64. The 3 most important leadership qualities Study based on one-on-one interviews with over 1,500 corporate heads and public sector leaders across 60 nations and 33 industries. http://www.fastcompany.com/1648943/creativity-the-most-important-leadership-quality-for-ceos-study
  65. 65. To thrive as a C-level executive, an individual needs to be a good communicator, a collaborator, and a strategic thinker. http://hbr.org/2011/03/the-new-path-to-the-c-suite/ar/6
  66. 66. A creative person is someone who decides to produce ideas, to support ideas that go against the crowd. http://www.forbes.com/2010/02/22/robert-jeffrey-sternberg-leadership-managing-varghese.html
  67. 67. Source http://hbdm.harvardbusiness.org/email/archive/dailystat.php?date=060409 n = 11,000
  68. 68. Big data’s power does not erase the need for vision or human insight. http://hbr.org/2012/10/big-data-the-management-revolution/ar/4
  69. 69. 8 practices that make a leader effective 1.He / she asks ”what needs to be done?” 2.He / she asks ”what is right for the enterprise?” 3.He/she develops action plans. 4.He/she takes responsibility for decisions. 5.He/she takes responsibility for communicating. 6.He/she focuses on opportunities rather than problems. 7.He/she runs productive meetings. 8.He/she thinks and says ”we” rather than ”I”. Peter Drucker: What makes an effective executive? HBRs 10 must reads on leadership.
  70. 70. On a scale from 1 to 10, how effective are you at thinking creatively?
  71. 71. Further inspiration http://www.frankcalberg.com/strategychange
  72. 72. Question # 11 To what extent do you think globally?
  73. 73. http://kolindkuren.dk/2006/12/21/leder-21-taenker-globalt/ Any leader must think globally.
  74. 74. http://blogs.hbr.org/imagining-the-future-of-leadership/2010/05/bringing-the-global-mindset-to.html Leaders with a strong stock of global mindset know about cultures and political and economic systems in other countries and understand how their global industry works.
  75. 75. On a scale from 1 to 10, how effective are you at thinking globally?
  76. 76. Further inspiration http://www.frankcalberg.com/globalization http://www.frankcalberg.com/globalmarkets
  77. 77. Question # 12 How effective are you at organizing people to get things done?
  78. 78. Management is getting people together to figure out how to transform inputs into outputs. Clayton Christensen. http://www.fastcompany.com/1837732/clayton-christensen-s-quest-to-help-you-measure-your-life
  79. 79. http://www.ideachampions.com/weblogs/archives/2008/03/_the_root_of_th.shtml You want to create an environment where new ideas are popping all the time. If you do, old problems and ineffective ways of doing things will begin dissolving.
  80. 80. On a scale from 1 to 10, how effective are you at organizing people to get things done?
  81. 81. Further inspiration http://www.slideshare.net/frankcalberg/facilitationmoderation-of-meetings http://www.slideshare.net/frankcalberg/3-ways-of-organizing http://www.pinterest.com/frankcalberg/outdoor-work-and-living-environments/ http://www.pinterest.com/frankcalberg/indoor-work-and-living-spaces/
  82. 82. Question # 13 How good are you at seeking simplicity?
  83. 83. A good leaders cuts away at complexity until simplicity emerges. http://leadershipfreak.wordpress.com/2014/01/21/ten-radical-shift-in-thinking-all-leaders-face/
  84. 84. Thank you for your interest. For more inspiration and personalized services, feel welcome to visit http://frankcalberg.com Have a great day.