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Good leadership

Good leadership



What is good leadership? 11 inputs.

What is good leadership? 11 inputs.



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    Good leadership Good leadership Presentation Transcript

    • What is good leadership? 11 inputs
    • Input # 1 A person who takes initiative
    • 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. Source http://blogs.hbr.org/cs/2013/09/why_we_need_more_women_leaders.html
    • I believe that successful leaders in the next 10 or 20 or 30 years are going to have to be real experts, real domain leaders. They are going to have to know how to pick products, they are going to have to know how to pick countries. We’re really in a what and where generation. Source Interview with Jeffrey R. Immelt, CEO of General Electric. http://www.youtube.com/watch?v=yf2s012kKi0
    • 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. Source http://www.mckinseyquarterly.com/Innovative_management_A_conversation_between_Gary_Hamel_and_ http://www.garyhamel.com/ Gary Hamel
    • When people get to choose for themselves, commitment to the outcome increases considerably. Source https://www.mckinseyquarterly.com/Organization/Change_Management/Increasing_th
    • On a scale from 1 to 10, how effective are you at taking initiative?
    • Input # 2 A person who participates
    • 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. Source http://www.ccl.org/leadership/pdf/research/TenTrends.pdf
    • 21st century leadership Align Serve Empower Collaborate Source: Bill George, Harvard Business School. http://us.hsmglobal.com/contenidos/videoteca_detalle.html?idAdjunto=37750
    • On a scale from 1 to 10, how effective are you at participating?
    • Input # 3 A person who inspires
    • 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
    • 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
    • Great leaders are great communicators. Source: John Doerr's Startup Manual. http://www.fastcompany.com/magazine/07/082doerr.html?page=0,1
    • To thrive as a C-level executive, an individual needs to be a good communicator, a collaborator, and a strategic thinker. Source http://hbr.org/2011/03/the-new-path-to-the-c-suite/ar/6
    • Inspiring and guiding individuals and groups. Source http://www.eiconsortium.org/measures/eci_360.html
    • The boss's role is to enthuse, enable and encourage. Source http://timesofindia.indiatimes.com/business/india-business/Staff-first-customers-second-for-HCL-boss/articleshow/6039039.cms#ixzz13Yu5pFxH Vineet Nayar
    • Leadership is the art of mobilizing others to want to struggle for shared aspirations. Jim Kouzes Barry Posner Source http://www.inc.com/brian-evje/quick-define-leadership.html
    • On a scale from 1 to 10, how effective are you at inspiring people?
    • Input # 4 A person who gives feedback
    • Celebrate failure. Celebrate 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
    • They want fulfilment, personal development and learning opportunities, exciting and varied work, managers who motivate them and give feedback, lots of it. Source Mahoney, Cindy: “Talk Generation Y's language.” Human Resources, January 2009.
    • A person needs to feel that his/her work is being recognized Source: Tune Hein. http://jp.dk/jptv/nyheder_erhverv/videoblogs/article2334383.ece
    • Source: http://www.mckinseyquarterly.com/Motivating_people_Getting_beyond_money_2460 Praise and commendation is top incentive
    • On a scale from 1 to 10, how effective are you at giving feedback?
    • Other sources http://www.slideshare.net/frankcalberg/feedback-tips
    • Input # 5 A person who listens
    • They spend a significant amount of time talking with people to understand what motivates and how they can support and boost enthusiasm in others. Source http://www.theworkfoundation.com/assets/docs/publications/232_leadership_execsummFINAL.pdf
    • What can I do to help you be more effective? Source http://blogs.hbr.org/hill-lineback/2011/04/the-most-important-question-a.html http://www.businessweek.com/managing/content/apr2011/ca2011045_217749.htm
    • 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. Source http://blogs.hbr.org/goldsmith/2010/07/when_your_employees_know_more.html
    • In a study of 300 top-level executives from 15 global companies, 85-90% of leadership success was linked to social and emotional intelligence. Source http://www.haygroup.com/leadershipandtalentondemand/DownloadFiles/misc/2010_Global_Catalog_no__pricespdf.pdf, page 25.
    • 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. Source: https://www.mckinseyquarterly.com/Governance/Leadership/Why_good_bosses_tune_in_to_their_people_2656
    • On a scale from 1 to 10, how effective are you at listening?
    • Other sources http://www.slideshare.net/frankcalberg/listening-tips http://www.scribd.com/doc/56785190/Customer-Needs http://www.slideshare.net/frankcalberg/social-competence
    • Input # 6 A person who involves people
    • The age of customer capitalism has come of age. Source http://www.customerthink.com/blog/what_leaders_of_21st_century_customer_centric_organisations_do
    • 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. Source http://blogs.hbr.org/cs/2012/03/the_one_skill_all_leaders_shou.html
    • On a scale from 1 to 10, how effective are you at involving people?
    • Input # 7 A person who delegates
    • 21st century leadership Align Serve Empower Collaborate Source: Bill George, Harvard Business School. http://us.hsmglobal.com/contenidos/videoteca_detalle.html?idAdjunto=37750
    • Stepping back so others can step up is among the toughest challenges of leadership. Source http://leadershipfreak.wordpress.com/2012/10/22/the-12-toughest-challenges-of-leadership/
    • When people lose their sense of control, such as when tasks are dictated to them, the brain's emotional response center can actually cause a decrease in cognitive functioning. Source Amy Arnsten, neuroscience professor. http://blogs.hbr.org/cs/2013/04/stop_telling_your_employees_wh.html
    • 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. Source http://www.fastcompany.com/1823211/learning-the-softer-side-of-true-leadership Gary Burnison CEO, Korn/Ferry International
    • Delegation benefits managers, direct reports, and organizations. Source http://blogs.hbr.org/hmu/2012/07/why-arent-you-delegating.html
    • A person needs to have influence on his/her own situation Source Tune Hein. http://jp.dk/jptv/nyheder_erhverv/videoblogs/article2334383.ece
    • 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. Source Mitch Ditkoff. http://www.ideachampions.com/weblogs/archives/2010/05/_the_root_of_th.shtml
    • Source Thomas W. Malone http://mitworld.mit.edu/video/229 People working for the company must not seek approval but must seek advice. Consequently, people should take decisions themselves.
    • Source 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 Area of freedom for people whom the leader leads
    • 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. Source http://blogs.hbr.org/hmu/2012/07/why-arent-you-delegating.html
    • On a scale from 1 to 10, how effective are you at delegating?
    • Input # 8 A person who helps people become successful
    • 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. Source http://blogs.wsj.com/management/2010/03/18/lessons-from-a-middle-aged-revolutionary-at-wl-gore/
    • Source: http://www.ccl.org/leadership/pdf/research/NatureLeadership.pdf
    • 21st century leadership Align Serve Empower Collaborate Source: Bill George, Harvard Business School. http://us.hsmglobal.com/contenidos/videoteca_detalle.html?idAdjunto=37750
    • 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. Source https://www.mckinseyquarterly.com/Strategy/Innovation/Cultivating_innovation_an_interview_with_ Mr. Alberto Alessi
    • On a scale from 1 to 10, how effective are you at helping people become successful?
    • Other sources http://issuu.com/frankcalberg/docs/educatorroles http://www.slideshare.net/frankcalberg/tips-from-gardeners-to-other-leaders
    • Input # 9 A creative person
    • The 3 most important leadership qualities Source 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
    • A creative person is someone who decides to produce ideas, to support ideas that go against the crowd, and that is like buying low, doing the opposite of what other people are doing. Source: Interview with Robert Jeffrey Sternberg. http://www.forbes.com/2010/02/22/robert-jeffrey-sternberg-leadership-managing-varghese.html
    • Source http://hbdm.harvardbusiness.org/email/archive/dailystat.php?date=060409 n = 11,000
    • Big data’s power does not erase the need for vision or human insight. Source http://hbr.org/2012/10/big-data-the-management-revolution/ar/4
    • 8 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”. Source Peter Drucker: What makes an effective executive? HBRs 10 must reads on leadership.
    • On a scale from 1 to 10, how effective are you at thinking creatively?
    • Other sources http://www.scribd.com/doc/82552181/Strategy
    • Input # 10 A global thinker
    • Source http://kolindkuren.dk/2006/12/21/leder-21-taenker-globalt/ Any leader must think globally.
    • Source Javidan, Mansour: “Bringing the Global Mindset to Leadership.” 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.
    • In the role as an innovator, the leader generates a climate of innovation and change and personally identifies and pursues new global possibilities, products and markets. Source: Rogers, Eileen M. & Blonski, Daren: The Global Leadership Mindset. Chief Learning Office, June 2010.
    • On a scale from 1 to 10, how effective are you at thinking globally?
    • Other sources http://www.frankcalberg.com/globalmarkets
    • Input # 11 A person who organizes people to get things done
    • Management is getting people together to figure out how to transform inputs into outputs. Source Clayton Christensen. http://www.fastcompany.com/1837732/clayton-christensen-s-quest-to-help-you-measure-your-life
    • Source 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.
    • On a scale from 1 to 10, how effective are you at organizing people to get things done?
    • Other sources http://www.slideshare.net/frankcalberg/facilitationmoderation-of-meetings http://www.slideshare.net/frankcalberg/3-ways-of-organizing http://www.slideshare.net/frankcalberg/organization-rethinking
    • Thank you for your interest. For more inspiration, please feel free to stop by at http://frankcalberg.com