The House Of Leadership Characteristics Vs Skills
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The House Of Leadership Characteristics Vs Skills - Presentation Transcript
- __________Virtual Tea Party___________ Wednesday: August 12, 2009 4pm EDT – 3pm CDT – 2pm MDT – 1pm PDT The House of Leadership – Characteristics versus Skills www.gdg-earth.com Copyright © 2009, Greenfield Development Group ______________________________________________________________________
- Your VTP Host: Glenn McKee, SPHR
- Email:
- [email_address]
- Your VTP Host: Glenn McKee, SPHR
- Email:
- [email_address]
- Phone:
- +1 253 272 3636
- Your VTP Host: Glenn McKee, SPHR
- Email:
- [email_address]
- Phone:
- +1 253 272 3636
- LinkedIn: http://www.linkedin.com/in/GlennMcKee
- Agenda
- Virtual introduction with option of social or B2B networking
- Review of relevant leadership practices:
- The House of Leadership – Characteristics versus Skills
- Highlight one of 36 distinct skills of leadership
- Agenda
- Virtual introduction with option of social or B2B networking
- Review of relevant leadership practices:
- The House of Leadership – Characteristics versus Skills
- Highlight one of 36 distinct skills of leadership
- Social and BTB Networking
- Blog: http://www.gdg-earth.com/blog
- Social and BTB Networking
- Blog: http://www.gdg-earth.com/blog
- Twitter: http://twitter.com/gdgearth
- Social and BTB Networking
- Blog: http://www.gdg-earth.com/blog
- Twitter: http://twitter.com/gdgearth
- Twitter: http://twitter.com/virtualteaparty
- Social and BTB Networking
- Blog: http://www.gdg-earth.com/blog
- Twitter: http://twitter.com/gdgearth
- Twitter: http://twitter.com/virtualteaparty
- Facebook: Greenfield Development Group
- About Us
- Strategic and tactical leadership skills - sharpen both edges!
- About Us
- Strategic and tactical leadership skills - sharpen both edges!
- We are a talent development firm specializing in three types of services:
- Executive Coaching
- Leadership Training
- Small Group Facilitation (e.g. Team Building, Succession Planning, etc.)
- Agenda
- Virtual introduction with option of social or B2B networking
- Review of relevant leadership practices:
- The House of Leadership – Characteristics versus Skills
- Highlight one of 36 distinct skills of leadership
- The House of Leadership Strategic and tactical leadership skills - sharpen both edges! TM
- The House of Leadership > It is a model. Strategic and tactical leadership skills - sharpen both edges! TM
- The House of Leadership > It is a model. >It is a starting place for developing leadership talent. Strategic and tactical leadership skills - sharpen both edges! TM
- The House of Leadership > It is a model. >It is a starting place for developing leadership talent. >It enables leaders to make distinctions between various elements or “rooms”. Strategic and tactical leadership skills - sharpen both edges! TM
- The House of Leadership
- Characteristics
- Characteristics
- Negative
- Tardiness
- Inefficient
- Passive
- Micromanagement
- Positive
- Characteristics
- Negative
- Tardiness
- Inefficient
- Passive
- Micromanagement
- Positive
- Punctuality
- Honesty
- Integrity
- NOTE: Not Delegation –
- That’s a Skill!
- The House of Leadership
- Characteristics
- Skills
- Skills
- Technical
- Bookkeeping
- Accounting
- Keyboarding
- Word Processing Software
- Graphical Design
- Grant Writing
- Closing the Sale
- Leadership
- Skills
- Technical
- Bookkeeping
- Accounting
- Keyboarding
- Word Processing Software
- Graphical Design
- Grant Writing
- Closing the Sale
- Leadership
- Business Visioning
- Delegating Work
- Informal Coaching
- Formal Disciplining
- Motivating Employees
- Team Building
- Building Consensus
- The House of Leadership
- Characteristics
- Skills
- Models
- Models
- The Leadership Pipeline
- Models
- The Leadership Pipeline
- The House of Leadership
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Tools
- 5-15 Reports
- Tools
- 5-15 Reports
- Checklists
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Values
- Values
- Single Words
- Green
- Innovation
- Quality
- Statements
- Values
- Single Words
- Green
- Innovation
- Quality
- Statements
- We learn from our customers
- We educate our customers
- Respect the individual
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Values
- Insight
- Insight
- Tactical
- Overcome the buddy syndrome
- Strategic
- Overcome silo thinking
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Values
- Insight
- Knowledge
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Values
- Insight
- Knowledge
- Practices
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Values
- Insight
- Knowledge
- Practices
- Talent
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Values
- Insight
- Knowledge
- Practices
- Talent
- 9 “Must-Have” Skills for Team Leaders and Supervisors
- Planning Work
- Delegating
- Informal Coaching
- Formal Disciplining
- Motivating Employees
- Fulfilling Dynamic Changing Jobs
- Measuring Work
- Documenting
- Scripting
- Skills for Supervisors and Team Leaders
- Learn more
- www.gdg-earth.com/blog
- 9 “Must-Have” Skills for Team Leaders and Supervisors
- Skills for Functional Managers (Still tactical)
- Meeting Management and Facilitation
- Consensus Building
- Resolving Conflict
- Building Teams
- Empowering Teams
- Advocating Views of Others
- Influencing Others
- Persuasion
- Negotiation (Positioning & Issues)
- Skills for Strategy Leaders
- Valuing Unlearned and/or Unfamiliar Knowledge
- Creating Functional Strategy
- Linking Functional Activities
- Establishing Functional Priorities
- Facilitating Innovation
- Clarifying Expectations from Next Level Up
- Networking
- Mediating Values Differences
- Rewarding Success
- Skills for Enterprise Leaders (Still strategic)
- Clearly Defining Customer & Supplier Expectations
- Visioning
- Strategic Thinking
- Strategic Planning
- Resources Forecasting
- Remaining Highly Visible
- Executing Strategy
- Shaping the “Human-Side” of the Business
- Enterprise Risk Taking
- 3 Key Benefits of Using Model 1. Create specific areas of focus for developing leadership talent, 2. Take a three-dimensional approach for deeper talent interventions, and 3. More clearly determine which of your leaders must develop tactical skills and which must develop strategic leadership skills. Strategic and tactical leadership skills - sharpen both edges! TM
- 3 Key Benefits of Using Model 1. Create specific areas of focus for developing leadership talent, 2. Take a three-dimensional approach for deeper talent interventions, and 3. More clearly determine which of your leaders must develop tactical skills and which must develop strategic leadership skills. Strategic and tactical leadership skills - sharpen both edges! TM
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Values
- Insight
- Knowledge
- Practices
- Talent
- The House of Leadership
- Characteristics
- Skills
- Models
- Tools
- Values
- Insight
- Knowledge
- Practices
- Talent
- 3 Key Benefits of Using Model 1. Create specific areas of focus for developing leadership talent, 2. Take a three-dimensional approach for deeper talent interventions, and 3. More clearly determine which of your leaders must develop tactical skills and which must develop strategic leadership skills. Strategic and tactical leadership skills - sharpen both edges! TM
- 3 Dimensional Approach Example: Functional Manager Moving to Strategy Leader
- Characteristics
- Example: Micromanagement
- 3 Dimensional Approach Example: Functional Manager Moving to Strategy Leader
- Characteristics
- Example: Micromanagement
- Technical Skills
- Example: Twittering for Brand Management
- 3 Dimensional Approach Example: Functional Manager Moving to Strategy Leader
- Characteristics
- Example: Micromanagement
- Technical Skills
- Example: Twittering for Brand Management
- Leadership Skills
- Example: Mediating Values Differences
- 3 Key Benefits of Using Model 1. Create specific areas of focus for developing leadership talent, 2. Take a three-dimensional approach for deeper talent interventions, and 3. More clearly determine which of your leaders must develop tactical skills and which must develop strategic leadership skills. Strategic and tactical leadership skills - sharpen both edges! TM
- Models
- The Leadership Pipeline
- Models
- The Leadership Pipeline
- Tactical Skills at Levels 1 and 2
- Level 1 – Supervisors and Team Leaders
- Level 2 – Functional Managers
- These are tactical skills (e.g. delegating, coaching, team building, etc.)
- Models
- The Leadership Pipeline
- Strategic Skills at Levels 3 and 4
- Level 3 – Strategy Leaders
- Level 4 – Enterprise Leaders
- These are strategic skills (e.g. facilitating innovation, mediating values differences, strategy execution, visioning, etc.)
- Agenda
- Virtual introduction with option of social or B2B networking
- Review of relevant leadership practices:
- The House of Leadership – Characteristics versus Skills
- Highlight one of 36 distinct skills of leadership
- Skills for Strategy Leaders
- Valuing Unlearned and/or Unfamiliar Knowledge
- Creating Functional Strategy
- Linking Functional Activities
- Establishing Functional Priorities
- Facilitating Innovation
- Clarifying Expectations from Next Level Up
- Networking
- Mediating Values Differences
- Rewarding Success
- Skills for Strategy Leaders
- Valuing Unlearned and/or Unfamiliar Knowledge
- Creating Functional Strategy
- Linking Functional Activities
- Establishing Functional Priorities
- Facilitating Innovation
- Clarifying Expectations from Next Level Up
- Networking
- Mediating Values Differences
- Rewarding Success
- Skills for Supervisors and Team Leaders
- Learn more
- www.gdg-earth.com/blog
- Mediating Values Differences - How This Skill Differs From Resolving Conflict
- Consider Values Challenge
- European and North America
- Consider Values Challenge
- European and North America
- Hierarchy and empowerment
- Consider Values Challenge
- European and North America
- Hierarchy and empowerment
- Empowerment as “lip service”
- Consider Values Challenge
- European and North America
- Hierarchy and empowerment
- Empowerment as “lip service”
- Pronounced generational differences
- Consider Values Challenge
- European and North America
- Hierarchy and empowerment
- Empowerment as “lip service”
- Pronounced generational differences
- Loyalty vs. tech savvy
- Consider Values Challenge
- European and North America
- Hierarchy and empowerment
- Empowerment as “lip service”
- Pronounced generational differences
- Loyalty vs. tech savvy
- “ They” vs. “Us”
- Let’s get back to work!
- Blog: http://www.gdg-earth.com/blog
- Twitter: http://twitter.com/gdgearth
- Twitter: http://twitter.com/virtualteaparty
- Facebook: Greenfield Development Group
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