HOW TO DEVELOP LEADERSHIP

1. LEADERSHIP DEVELOPMENT www.instituteofleadership.net

2. LEADERSHIP: Roles and processes allowing people to work together effectively towards a common good LEADERSHIP DEVELOPMENT: Developing leadership roles and proceses. BEHAVIORS–RELATIONSHIPS FOR A COMMON GOAL www.instituteofleadership.net

4. TRADITIONAL: Feedback/360 Coaching Mentoring Networking Special Proyects Action Learning www.instituteofleadership.net Classical Modern Present Idea Dominate INFLUENCE CREATE COMMON OBJECTIVES Action Order MOTIVATE Create COMMITMENT Leadership Development Power INTERPERSONAL SKILLS INTRA-PERSONAL SKILS

5. TRADICIONAL: Feedback/360 Coaching Mentoring Networking Special proyects Action Learning 1.- Self-awareness/ self-control. 2.- Learn from experience.- 3.- Work under uncertainty. MODERNS: Case in-point Kegan Inmunology Appreciattive Enquiry Open methods: - Foresights - Open Space - U-Models www.instituteofleadership.net Classical Modern Present Idea Dominate INFLUENCE CREATE COMMON OBJETIVES Action Order MOTIVATE Create COMMITMENT Leadership Development Power INTERPERSONAL SKILLS INTRA-PERSONAL SKILS

6. PEPSICO: LEADERSHIP MODEL Fix agenda Leadership Imperatives Success Factors Competence Dimensions Take others with you Do it well Planning Execution Leadership+value Develop people Savy comunication Integrity Operational excellence 1- Conceptual Skills 2.- Innovation 3.- Strategic Focus 4.- Fix priorities 5.- Energy for results 6.- Leadership for change 7.- Motivate others 8.- Collaboration 9.- Build talent 10.- Inclusión 11.- Support others 12.- Communicate effectively 13.- Negociation 14.- Generate trust 15.- Walk the talk 16.- Knows the business 17.- Functional excellence Focus on Feedback 360º Process www.instituteofleadership.net

7. STRENGHTS -BARRIERS Knows strenghts and barriers for development GOAL BEHAVIORS-RELATIONS : Which behaviors-relationships managers level X should have? DESIGNING LEADERSHIP MODEL PERSON/TEAM DEVELOP PLAN To develop behaviors-relations What do we do with each person? What do we do with each team? www.instituteofleadership.net

8. TOP Management MANAGEMENT CASCADE LEADERSHIP SUPERVISION- KEY PEOPLE ORGANIZATION www.instituteofleadership.net

9. LEARNING SOURCES From other persons Others 17% 22% www.instituteofleadership.net CHALLENGES 27% 34% CRISIS

10. LD Situations out of comfort-zone with a learning content Identify challenges as development opportunity Information about what/how/does the person in the organization www.instituteofleadership.net CHALLENGES SUPPORT ASSESSMENT

11. Individual Challenge 1.- Unreachable challenges 2.-Too easy challenges LASTING DEVELOPMENTAL EXPERIENCE Re Challenge Challenge Individual Individual 3.-Difficult, but reachable, challenges. www.instituteofleadership.net

12. ACTION PLANS SUPPORT (Coaching, other) FOLLOW-UP MOTIVATIONS NEEDS PREFERENCES UNDERLINING EMOTIONS IRRACIONAL IDEAS MENTAL MODELS + EFFECTIVE BEHAVIOR CHANGES P E R S O N A L I T Y www.instituteofleadership.net BEHAVIORS Perform. Eval/360º, others