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Leadership by maxwell

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Directing

Directing

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  • 1. Directing Prepared by: Jo B. Bitonio For CMRC
  • 2. Leading Influencing Actuating Motivating Inducing Delegating Directing
  • 3.
    • is the art of inducing others to cooperate toward achieving a common goal. It is exercised over the members in such a way as to obtain their confidence, cooperation, participation, respect and loyalty at all times.
    Directing Directing
  • 4.
    • is leading people in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system.
    Directing Directing
  • 5.
    • Conceptual Skills
    • Problem Solving Skills
    • Decision Making Skills
    • Technical Skills
    • Time Management
    • Conflict Management
    • Interpersonal skills
    • Motivation Skills
    • 4Cs (Command, Control Collaboration,
    • Communication)
    People Challenge Work Challenge Directing Directing
  • 6. THE 21 LAWS OF LEADERSHIP By John C. Maxwell Directing
  • 7. John C. Maxwell is the founder of EQUIP, a nonprofit training over a million Christian leaders worldwide; and INJOY Stewardship Services, which is helping churches raise billions of dollars. As chairman of Global Pastor’s Network, Maxwell speaks to hundreds of thousands of people each year and has sold over 9 million books Directing
  • 8.
    • When there is moral rot within a nation, its
    • Government topples easily . But with wise
    • and knowledgeable leaders, there is stability Proverbs 28:2.
    Leadership can be learned, but the road to becoming a true leader is based on character, sacrifice, and disciplined effort over a lifetime . Directing
  • 9. I. The Law of The Lid - Leadership ability determines a person’s level of Effectiveness The lids may be limited to fear, anger, deceit, resources The Lid represents the limit of our leadership abilities. Hard work, efficient management, and knowledge can only bring us so far. If the lid of one’s leadership is low, then the potential for success is also low.  The key, then, is not just to work hard on achieving success but to work hard on raising one’s level of leadership. The results: multiplied increase in effectiveness and higher potential for success for the leader as well as the organization. Directing
  • 10. II. The Law of Influence - The True Measure of Leadership Is Influence--Nothing More, Nothing Less Leadership Myths: The Management Myth - Leaders may manage, but managers aren’t leaders . The knowledge Myth - Leaders are knowledgeable, but knowledge doesn’t make a leader. The Position Myth - Leaders may hold important positions, but a position doesn’t make a leader . Princess Diana and Mother Teresa are two of the most influential persons who ever lived. Both had the ability to make things happen and to make the world take notice. Princess Diana started out simply as a spokesperson for fund-raising, but she grew to become more influential even after losing her title as wife of Prince Charles. By her influence, she drew the world’s attention to issues such as AIDS research and she was still able to lead a global effort toward banning land mines because of her sophisticated ability to influence others. Directing
  • 11. III. The Law of Process - Leadership Develops Daily, Not in a Day No one becomes a leader overnight. Even when someone is gifted with natural abilities, one still has to build one’s collection of leadership skills . Unaware Aware INEFFECTIVE EFFECTIVE THE FOUR PHASES OF LEADERSHIP GROWTH To be conscious that you are ignorant of the facts is a great step to knowledge As long as a person doesn’t know, what He doesn’t know, he doesn’t grow Recognize the lack of skill and begin the Daily discipline The ability to lead becomes almost automatic Directing I Don’t Know What I Don’t Know I Simply Go Because Of what I know I Know What I Don’t know I Grow and know It Starts to Show
  • 12. IV. The Law of Navigation - Anyone Can Steer the Ship, But It Takes a Leader to Chart the Course A leader sees …
    • More than others see
    • Farther than others see
    • Before others see
    Charting The Course with a Navigation strategy :
    • P redetermine a course of action
    • L ay out your goals
    • A djust your priorities
    • N otify your key personnel
    • A llow time for acceptance
    • H ead into action
    • E xpect Problems
    • A lways point to the success
    • D aily Review your planning
    Directing
  • 13. V. The Law of Personhood/The Law of E.F. Hutton - When the Real Leader Speaks, People Listen PEOPLE BECOME REAL LEADERS BECAUSE OF …
    • Relationships: People listen to us because of who we know.
    • Sacrifice : People listen to us because of what we have suffered
    • Character : People listen to us because of our integrity
    • Relevance : People listen to us because we identify with their needs.
    • Insight: People listen to us because of what we know
    Directing
  • 14. Directing Vulnerability: People listen to us because we are genuinely transparent Experience: People listen to us because we’ve succeeded in the past Humility: People listen to us when we incarnate meekness. Competence: People listen to us because of our abilities and expertise. Courage: People listen to us when we demonstrate conviction
  • 15. VI. The Law of Solid Ground - Trust Is the Foundation of Leadership Two Requirements to Build Trust :
    • Consistent Character
    • Consistent Competence
    What Followers want in a Leader:
    • Character Competence
    • Compassion Commitment
    • Connection Contribution
    • Credibility Courage
    • Confidence
    Directing
  • 16. VII. The Law of Respect - People Naturally Follow Leaders Stronger Than Themselves Leaders Gain Respect by:
    • Respect for others - Courage
    • Success - Faithfulness
    • Value Added to others - Leadership ability
    The Test of Respect:
    • The response of the people when the leader ask for
    • commitment
    • The response of the people when the leader asks for
    • Change
    Directing
  • 17. VIII. The Law of Intuition - Leaders Evaluate Everything with a Leadership Bias Leaders read a situation like a great quarterback reads a defense.  The key is intuition - a balance of fact, logic, and instinct.  Leadership is more art than science.  Though the principles are constant, their application is unique to each leader and to each situation. Three Levels of Leadership Intuition
    • 1. Those who naturally see it – those who are born with exceptional leadership gifts.
    • Those who are nurtured to see it – one can become a leader if his abilities are nurtured and develop.
    • 3. Those who will never see it – those who has no interest in developing his skills.
    Directing
  • 18. IX. The Law of Magnetism - Who You Are Is Who You Attract
    • States that each of us creates and projects a certain kind
    • of energy.
    • Watch what you really believe about yourself- you are
    • Going to magnetize someone who believes the same
    • thing.
    Who Follow you share common ground in several of these key areas :
    • Attitude
    • Generation
    • Background
    • Values
    • Life experience
    Directing
  • 19. X. The Law of Connection - Leaders Touch a Heart Before They Ask for a Hand
    • You can’t move people to action unless you first move them with emotion. The heart comes before the head.
    • The stronger the relationship and connection between individuals, the more likely the follower will want to help a leader.
    • It’s the leaders job to initiate connection with the people
    • People don’t care how much you know until they
    • know how much you care
    Directing
  • 20. XI. The Law of Inner Circle - A Leader's Potential Is Determined by Those Closest to Him The Value of Raising up the People in your inner Circle
    • Potential Value – those who raise up themselves
    • Positive Value – those who raise morale in the organization
    • Personal Value – those who raise up the leader
    • Production Value – those who raise up others
    • Proven value – those who raise up people who raise up other people
    Directing
  • 21.
    • You cannot do it all by yourself!  No leader has that much power.  The ultimate potential of any leader is largely determined by those closest to him or her, which puts a huge premium on the ability of the leader to develop those colleagues into dynamic leaders themselves.
    • e.g. IBM has hired the best staff they can find and develop them. An exceptional staff had a very high morale.
    Directing
  • 22. XII. The Law of Empowerment - Only Secure Leaders Give Power to Others Barriers to Empowerment:
    • Desire for job security – a weak leader worries that if he helps subordinates, he will become dispensable.
    • Resistance to change - Empowerment bring constant change because it encourages people to grow and innovate.
    • Lack of self-worth – Threaten to change – threatens the individuals self-worth.
    Directing
  • 23.
    • Those who have confidence in themselves, change is a stimulus because they Believe one person can make a difference and influence what goes on around them .
    e.g. Henry Ford is considered an Icon of American Business For revolutionizing the automobile industry. So what Caused him to stumble so badly that his son feared Ford Motor Company would go out of business? He was Held captive by the law of empowerment. Directing
  • 24. XIII. The Law of Reproduction - It Takes a Leader to Raise Up a Leader Survey Results :
    • Natural Gifting
    • Result of Crisis
    • Influence of Another Leader
    Directing
  • 25.
    • Leaders who develop leaders
    • See the Big Picture – Effective leadership mentor makes the development of leaders one of its highest priorities in life.
    • Attract Potential Leaders – Leader’s don’t flock, you have to find them one at a time .
    • Create an Eagle Environment - An environment where leadership is valued and taught becomes an asset to a Leadership mentor .
    Directing
  • 26. XIIII. The Law of Buy- In - People Buy Into the Leader, Then the Vision
    • A leader has to build his credibility with his people
    • When followers don’t like the leader or the vision,
    • they look for another leader.
    • They won’t reject. They will keep following
    • When followers like the leader and the vision
    It’s not an Either/Or Proposition Directing LEADER + VISION = RESULT Don’t Buy In Don’t Buy in Get Another Leader Don’t buy in Buy in Get Another Leader Buy In Don’t Buy In Get Another Vision Buy in Buy In Get Behind the Leader
  • 27. XV. The Law of Victory - Leaders find a way for the teams to win The Law of Victory looks like :
    • Leadership is Responsible
    • Losing is Unacceptable
    • Creativity is Essential
    • Quitting is Unthinkable
    • Commitment is Unquestionable
    • Victory is Inevitable
    Three Components of victory :
    • Unity of Vision
    • Diversity of skills
    • A leader dedicated to victory and raising players
    • to their potential
    Directing
  • 28. XV1. The Law of Momentum - Momentum is a Leaders best Friend . Momentum …
    • is the great exaggerator
    • makes followers perform better than they are
    • when absent, makes follower perform worse than they are
    To Gain Momentum:
    • Understand its value
    • Figure out what the motivating factors are
    • Remove the de-motivating factors
    • Recognize and honor member
    • Practice character leadership
    Directing
  • 29. XVIII. The Law of Sacrifice - A leader must give up to go up The Leadership Pyramid Leadership Options The higher you go The less options you have Directing
  • 30. Sacrifice Statements :
    • There is no success without sacrifice
    • The Higher level of Leadership – the greater the
    • sacrifice
    • You have to give up to stay up
    Directing
  • 31. XIX. The Law of Timing - When to lead is as important as what to do and where to go. Directing
  • 32. Timing Requires:
    • Understanding Experience
    • Maturity Intuition
    • Confidence Preparation
    • Decisiveness
    Directing
  • 33. XX. The Law of Explosive Growth - To add growth, lead followers – to multiply, lead leaders . The difference between developing leaders and developing followers :
    • Focus
      • Followers …. Focus on the weaknesses of people
      • Leaders …. Focus on the strength of people
    • Priorities
      • Followers … devotes attention to the bottom 20%
      • Leaders …. Are great leaders
    • Attitude
      • Followers … life up themselves
      • Leaders … lift up others
    • Expectations
      • Followers … ask for little commitment
      • Leaders … ask for much commitment
    Directing
  • 34. Directing
  • 35. XXI. The Law of Legacy - A leaders lasting value is measured by succession The Road to Legacy:
    • Achievement comes when someone is able to do great things
    • for himself
    • Success comes when he empowers followers to do great things
    • for him
    • Significance comes when he develops to do great things with him
    • Legacy comes when he raises his organization to do great things
    • without him
    e.g. Coca-Cola – when many company lose their CEO, they go into a tailspin. But when Roberto Goizueta died, Coca-cola didn’t even hiccup. Why? Before his death, Goizueta lived by the law of legacy. Directing
  • 36. CONCLUSION Everything Rises and Falls on Leadership As you work to build your organization, remember this:
    • Personnel determine the potential of the organization
    • Relationship determine the morale of the organization
    • Structure determines the size of the organization
    • Vision determines the direction of the organization
    • Leadership determines the success of the organization
    Directing
  • 37. A Successful Manager: Looks to the future Develops the individual Ensures teamwork Achieves the task Satisfies the Members Directing
  • 38.
    • “ I wish you success. Pursue your dreams. Desire for excellence. Become the person you were created to be. And accomplish all that You were put on this earth to do. Learn to lead – not just for yourself, But for the people who follow behind you. And as you reach the Highest levels, don’t forget to take others with you to be the leaders
    • of tomorrow.”
    Directing

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