Mmi leadership 3


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  • Setting an agenda for your group involves articulating strategies that will help your group support the company's objectives—and then ensuring that those strategies are implemented. A leader has to broaden His perspective to include not just his group, but also the larger organization, as well as the industry and business environment in which his company operates. You have to balance any tensions between your team or department and other groups of the larger organization. A leader has to accept that the priorities you identify may not necessarily be shared by your direct reports unless you communicate your vision to them.
  • Building networks involves strengthening and sustaining mutually beneficial relationships with everyone you interact with—superiors, peers, and direct reports, as well as customers, suppliers, and people from partnering companies. Building networks—connections with other people—is easier for some than for others. But remember that practice makes this process familiar, and it's the only way to deal productively with the political realities of the business world. A leader has to Understand where he fits in the organization and how to use his position and personal qualities to achieve his goals and obtain needed resources—as well as help others do the same. You have to Be open to creating opportunities to spend time with bosses and peers—such as informal chats, lunches, meetings, and social interactions. Be willing to participate actively in your organization and the larger community to build up the reputation of your group and company.
  • The principles any leader should learn: Focus on situation, issue or behavior, not on person. The challenges facing leaders today call for level-headed objectivity, not blaming. Maintain the self-confidence and self-esteem of others. To handle the ups and downs of change people need all the self-confidence they can muster. Maintain constructive relationships. Everyone needs to work together to achieve what should be common organizational objective. Maintaining constructive relationships can include addressing festering inter-departmental issues, participating in support networks, offering help when it is needed. Take initiative to make things better. Successful leaders do not wait to be told to make improvements. Lead by example. Leaders are always analyzed by people around them. The best way they can influence people’s behavior in a productive direction is to model behavior they want to see in others. Thing beyond the moment. Leaders should anticipate the future and consider the consequences of their actions both short and long-term.
  • Once you have become a leader, you have to direct all your qualities and energy to a positive, constructive relationship with your team. You have to be fair, consistent, trusting, innovator, courageous, always willing to serve, help, but not dominate. Joke: Three men: a project manager, a chief editor, and a reporter decide to walk up and down the beach during their lunch hour. Halfway up the beach, they stumbled upon a lamp. As they rub the lamp a genie appears and says "Normally I would grant you 3 wishes, but since there are 3 of you, I will grant you each one wish." The chief editor went first. "I would like to spend the rest of my life living in a huge house in Hawaii, with no money worries and surrounded by beautiful women who worship me." The genie granted him his wish and sent him on off to Hawaii. The reporter went next. "I would like to spend the rest of my life living on a huge yacht on the Mediterranean, with no money worries and surrounded by beautiful women who worship me." The genie granted him his wish and sent him off to the Mediterranean. Last, but not least, it was the project manager's turn. "And what would your wish be?" asked the genie. "I want them both back after lunch break” replied the project manager.
  • Mmi leadership 3

    1. 1. <ul><ul><li>Setting Agendas and Building Networks </li></ul></ul>What means to be an Agenda Setter? What means to be a Network Builder? Chapter III What to do?
    2. 2. What it means to be an agenda setter? <ul><li>View yourself as an entrepreneur running his/her own business </li></ul><ul><li>Broaden your perspective </li></ul><ul><li>Develop and maintain a budget to support your agenda </li></ul><ul><li>Adopt a long-term orientation </li></ul><ul><li>Manage conflicts </li></ul><ul><li>Accept/Respect your direct reports opinion </li></ul>
    3. 3. What it means to be a network builder? <ul><li>View yourself as a &quot;people developer,&quot; not a &quot;task doer.&quot; </li></ul><ul><li>See the value in organizational politics as sharing and forming alliances </li></ul><ul><li>Use your position and skills to achieve goals </li></ul><ul><li>Grasp the importance of developing relationships with people outside as well as inside your group </li></ul><ul><li>Be open to creating opportunities to spend time with bosses and peers </li></ul><ul><li>Build up the reputation of your group and company </li></ul>
    4. 4. What to do? <ul><li>Focus on situation, issue or behavior, not on person </li></ul><ul><li>Maintain the self-confidence and self-esteem of others </li></ul><ul><li>Maintain constructive relationships </li></ul><ul><li>Take initiative to make things better </li></ul><ul><li>Lead by example </li></ul><ul><li>Thing beyond the moment </li></ul>
    5. 5. What to do? <ul><li>… read the future, know all, be everywhere! </li></ul>