One part of your leadership journey is about finding our own voice. It´s about finding out what you stand for as leader and what you expect from yourself and others. Being clear and consist in your leadership philosophy is a way to earn the right to lead. The very first step on the journey to a trustworthy leadership is clarifying your core values. That journey involves a exploration of the inner territory where your true voice resides. It is essential because it´s the only road to being trustworthy as a leader. You simply can not do what you say, if you do not know what you believe in. You can´t do what you say if you do not believe in what you are saying. So of course there must also be an agreement upon the shared values within your org. One of the expectations upon you as a leader is to be a role model. But to be able to model the way you need have to have something to model. You can only be a good role model and stand up for something, if you have something to stand up for. Your own values and the shared values in the organization are the compass which tells you what to model. How then can you go about to clarify your values? Many roads lead to Rome, but it is important that you are open for self-reflection and that you are open for other peoples feedback about how you perform your words = actions. In this program we will start this journey by receiving feedback from others.
The TLI 360 provides you with feedback from your constituents. Se bilaga
The activity axis is about how active or passive the leader is, in the behavior towards others and against the organization's aims and objectives. In principle, the degree of commitment by the leader of thought, feeling and action. Efficiency axis relates the impact of a specific leadership style has on the followers performance, satisfaction and motivation. Avoids involvement - Laissez-faire leadership The most passive and ineffective leadership style is kind of a hands-off or non-leadership where the leader: • Do not take a stand, get involved and make decisions on important issues • Stays away and is absent when he or she needed • Delays, and do not follow up on tasks or promises • Provides no feedback and have very low focus on results and performance Obviously, this is not a particularly effective way to lead It creates confusion, conflict, stress and low trust and satisfaction with the leader. But we are all on this staircase from time to time. When we ” dont ask eric how he is feeling because we are afraid of the answer, or when we during a meeting do not act when someone is mocking another participant at the meeting. Fights fires or Deviation Based Leadership (passive and active) A more effective way to lead is through what is called the deviation-based leadership, which essentially means to act and react before and / or after things have gone wrong by pointing out what is wrong and sometimes yell at. There are two types of deviation-based leadership, one that is passive and one that is active. The deviation-based passive is also known as leadership that fights fires an is characterized by: • intervene only if the requirements are not met • wait for things to go wrong before taking any action The leader only reacts when things have gone wrong, and can often be seen as a ticking time bomb. Because these leaders are barely visible when everything goes as planned, everyone knows what to expect when they actually appears. This creates a kind of "sweep all the mistakes under the carpet until the manager has passed" mentality. Active deviation is also known as leadership that monitors mistakes, this leadership is characterized by: • measure and check for errors and discrepancies and intervene before a problem had committed • focus attention on mistakes, failures, deviations and complaints • ensure that he or she may know if and when the error occurs The difference between the passive and active -based leadership is that the latter did not wait for mistakes to happen before they intervene. There may be some situations where this style is appropriate, such as in situations where everyone agrees that mistakes are very costly or even dangerous, and then ask for tight control to avoid such mistakes. In most situations, deviation-based leadership is not effective because it makes people insecure and that they feel controlled and monitored. This leadership should be used with great caution. Conditional rewarding leadership A much more effective way to lead is to use conditional rewards which in principle is the same as to lead with the carrot (deviation based is the stick or the whip). The conditional rewarding leader: • set goals in conjunction with or for their employees that are specific, measurable, achievable, result oriented and time bound • specifying the rewards that are to be expected if the objectives are achieved • ask and suggest ways that the group and every individual can take to achieve the objectives • follow up regularly and give supportive feedback • reward as agreed when the target has been achieved This is a very purposeful leadership that, if performed consistently, creates a high degree of clarity in what is expected and a high degree of confidence in the leader if he or she delivers the agreed rewards for achievement expectations. This type of leadership is related to a good job satisfaction and satisfaction with the leader, and a much better job performance than the above leadership magnitude. But this type of leadership also has some potential pitfalls, not least with regard to its impact on human motivation. This leadership style is a so-called transactional leadership, which means that it is essentially based on a transaction between leaders and followers / subordinates / employees etc. who act in accordance with the leader's expectations and therefore receive some form of reward. This leads to an external motivation that makes the behavior tends to disappear as soon as the carrot disappeared, ie. doing what is required but not the extra mile. External motivation has also been shown to lead to poorer performance on tasks that are complex in nature and requires great creativity and concentration.Performance of more routine tasks suffer less damage by external motivation. During the last two decades the science of leadership have revealed that the best, and most effective leaders, regardless of culture and work setting, show similar patterns of behaviour. This style of behaviour usually goes under the name The leadership challenge. This kind of leadership, is a change of shape in motivation, engagement and performance in the followers, who find a deeper meening of their work other than just working for the money. These leadership behaviours can be categorized into 5 different practices and the meaning of the leadership challenge is that any leader, with some effort, can learn how to do more of these 5 practices. This program for leadership development is based on these five areas of behaviour.
If we are going to discuss leadership we should start with defining what it means. And especially if you are to explore your inner territory to find your voice you need to know what to search for. So what is leadership really about?
Leaders alone cannot change history. Leaders need followers. It ’ s the foot soldiers who achieve victory for the leader. Leadership is therefore also a relationship. A relationship that consists of someone who wants to lead and the ones that chooses to follow. That means if we want to achieve results with leadership development, we also must turn to the followers and ask them what they look for in a leader. Over two decades of research has asked people This question: What they look for, and admire in a leader, someone whose direction you would willingly follow? This has been done in a lot of different cultures and workplaces all over the world. Just think for a while what you would answer of these leadership qualities.
Regardless of the workplace investigated or the context or culture there is four of these qualities that always gets more than 50%. So the qualities that the respondents look for in a leader seem to be consistent all over the world. Honesty 88% is always the most crucial factor. No matter if we are to follow someone into the boardroom or into war, we want to know if the person is thrustworthy. We want a leader to be thruthfull, etichal and to stand for their principals. Honesty is closely related to moral and values. We respect a person who stands for important principals. In second place is Forward-looking with 71% The followers expect the leader to guide them in the direction that the organisation or group is going. If a leader wants someone to join him on the train – he needs to know where the train is going. Otherwise he will be alone. in third place is Competent 66% If we want to follow someone. We must first know where we are going, and then, we ask ourselves if this leader is competent enough to lead us there. This is mostly done by checking his track record to see what hi has previously done. If we doubt in the leaders ability, were unlikely to enlist in the mission. in fourth place and runner up is Inspiring 65% We expect a leader to be full of energy, and to be positive and inspiring for the future ahead of us. If our leader isn´t passionate about the vision and the work ahead of us, who will be?
The ideal leader Honest, forward-looking, competent and inspiring: These qualities together lead to credibility as a leader. And credibility is earned by hard work as a leader 24/7-365 but it could be lost in a split second if you don ’ t show yourself trustworthy. So trust and credibility are closely related.
This leads to #a lesson in a tweet “ If we do not believe in the messenger, we will not believe the message ”
… we can se that the secret formula about the foundation of leadership is words should equal actions. What does this mean? Well, basically it means that the two communication channels of words and actions should send the same messages to the audience. Otherwise the receiver of the two messages has to decide which of them to pay attention to, and believe in? The importance of this formula is fundamental, not only for leadership, but also for life in general. It would be almost impossible to build any relationships at all if people ran around talking a lot about things that they never lived up to. You can never trust a person who says one thing, and then does something else. It is hippocracy. What the formula is all about is to walk the talk, practice what you preach, and do what you say you will do. In other case people will, at best, obey your commands, but they will never follow you by heart. If music and dance don´t go together we can hardly expect to achieve great performances. If you say that it is important with hard work, you have to be the one working hardest of all, if you say that it is important not to be defensive when receiving feedback you have to be the least defensive and if you say that it is important to show appreciation for good work you have to be the most generous with compliments and encouragements. In other case, as already have been said, you might be regarded uncredible, not trustworthy and dishonest. You might even, behind your back, be called a hippocrate.
So this lesson in a tweet is: Leadership is about behavior. And its not a one way street. Leadership is therefore a relationship. Managemant is a position. During the last two decades the science of leadership have revealed that the best, and most effective leaders, regardless of culture and work setting, show similar patterns of behaviour. These leadership behaviours can be categorized into 5 different practices and the meaning of the leadership challenge is that any leader, with effort, can learn how to do more of these 5 practices. This program for leadership development is based on these five areas of behaviour or challenges as we call them. The common theme of all five areas is that words should equal actions and in no challenge this is more true than in the first challenge of leadership which is…..
… .. to model the way! This practice is based on the premise that you will never be truly admired and respected just for your title. It is your behaviour that wins the hearts of your followers. The behaviour of standing up for your followers, and for your beliefs. To model the way is practically to go first. A good role model never asks anyone to do anything he or she is unwilling to do first. By going first the leader demonstrates his or her commitment and faith in the goals and values. I sometimes say that in good times, a good leader should stand at the back of the group and let them take the pride. In bad times the leader should stand in front of the group and take the first hit to protect the group and its values.But to be able to model the way you need have to have something to model. You can only be a good role model and stand up for something if you have something to stand up for so….
Your own values and the shared values in the organisation are the compass which tells you what to stand model for. … to be able to be a good role model, the first step is to clarify your core values. Values are our internal guiding principles. They are our aquired assumptions about what is right or wrong, good or bad, and ethical or unethical. They tell us how we want to live our lifes and what to strive for in our lifes. Values are our compass by which to navigate the course of our daily life. Everybody has values, not just one value, but a whole bunch of them. The values are arranged in a hierarchical order and to clarify your values you have to climb your ladder of values to find out which ones that are fundamental.
If the values are the compass for the leader and the organisation, the visions are the maps. The maps show us where we are going, and the direction our organisation is headed. All too often we don ’ t take the time to reflect or to talk about the future. Because we are to busy handling today ’ s problems. But as a leader, a vision is one of the most powerful tools if we want to create a feeling of a shared destiny, and to make groups and individuals perform much better. Each person in the organisation is like a piece of a puzzle. The constituents need to know where their piece fits. Without the front of the box witch shows us the picture that makes of all the pieces it ’ s hard to lay the puzzle? The leader ’ s role is to be the one that holds the front of the box every day. We expect him to do it. Remember that we expect our leader to be forward looking. We want him to show the way. A problem that often occur when organisations creates a vision is that if you ask them one year after they stated their vision no one remembers it. A vision is something that is inspiring. Everybody in the organisation needs to know it and feel for it. It is a positive picture of the future, and what we want to create together. A vision makes us feel special. A vision is spelling out what we want to accomplish. Exercise I want you all too please close your eyes for a while. Think about the city of Paris. What is the first thing that comes to mind? My guess is that most of you thought about the: Eifeltower, the louvre, vine, cafes, the arc of triumph. My guess is also that no one calls out the square kilometres, population, or gross domestic product of Paris. Why is that? Human memory stores and recalls images of reality, not abstractions of reality. This exercise is a perfect example that when we create our vision it should not be a bunch of numbers. Instead we should try to create images of the future we want.
Good leaders venture out. No good leader is sitting by waiting for faith or luck to smile upon them. Those who lead others to greatnes seek and accept challenges. Leaders are pioneers.. they search for oppurtunities to innovate, grow and improve. Good leaders also know that innovation and change require them to experiment and take risks. You could say that challenge the process is all about challenging the way things are done today, in order to be prepared for a different tomorrow. Instead of waiting for bad things to happen, leader who challenges the process, constantly looks for new ways of doing the job and thereby takes control of change instead of being its slave. He or she creates a supportive climate of innovation and creation and always tries to develop the way things are done, not in huge quantum leaps once a year, but in small, continuous steps on a daily basis.
Enable others to act The challenge to enable others to act is a challenge witch tries to bring out the best of both individuals and groups. Exemplary leaders Enable others to act. You can´t do it alone, you simply can´t get extraordinary things done by yourself so leaders foster collaboration by promoting collaborative goals and building trust. What is a community and what is culture? It is a group of people with shared values and beliefs.. Whats a country? It is a group of people with shared values and beliefs.. What is a company? It should be a group of people with shared values and beliefs When we are surrounded by bpeople who belive what we believe, something remarkeble happen. Trust emerges. Trust is a feeling. We all have friends that are total screw-ups and we still trust them If you say what you belive and you do what you believe, you will attract people that belive what you believe Exercise in building cooperative goals: Point to north Strengthen others by sharing power and discretion: It´s all about creating a climate where people are involved and feel important. People must have the latitude to make their own decisions, and they must work in an enviroment that both builds their ability to perfom a task and promotes a sense of personal accountability so that they can feel ownership for their actions. If you give away power you gain influence. • Always say WE • trust by "important" missions • Take the initiative to ask for opinions and invite to this • Leave your door open to office • Plan, and solve problems together • Increase people's opportunities to gain power • Make decisions visible • How much time is spent on development. The best add at least 50 hours / year. • Set annual issue; What can I do to help you in your job? And what am I doing today that will prevent youand make your work harder?
The grand final of the five challenges of leadership is to keep the fire in your follower hearts burning. The striving for the ideal visions of an organization or group takes a lot of effort and energy and humans are not machines. We have needs to fulfill in order to keep the spirit and carry on. We need to feel that our efforts count and that we are valued for our contributions. The need to feel appreciated and good about oneself, is fundamental for all of us.. ” How do YOU feel when YOU are encouraged, recognized and valued for the person YOU are and the things that YOU have done? ” Please, think about this for a moment or two...........how does it feel.....I think I saw a lot of spreading smiles.....it´s quite a nice feeling, isn´t it? To feel that someone else has really noticed just you and your efforts, and makes a point of it to really let you know his or her appreciation. This feeling can be so strong, so just thinking about it years after the occurence can make even the hardest of men burst into tears of joy.
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