Political Leadership 200

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Political Leadership 200

  1. 1. Political Leadership 200 Presentation 7
  2. 2. The 34 StrengthsFinder Themes <ul><li>Achiever </li></ul><ul><li>Activator </li></ul><ul><li>Adaptability </li></ul><ul><li>Analytical </li></ul><ul><li>Arranger </li></ul><ul><li>Belief </li></ul><ul><li>Command </li></ul><ul><li>Connectedness </li></ul>
  3. 3. The 34 StrengthsFinder Themes <ul><li>Context </li></ul><ul><li>Deliberative </li></ul><ul><li>Developer </li></ul><ul><li>Discipline </li></ul><ul><li>Empathy </li></ul><ul><li>Fairness </li></ul><ul><li>Focus </li></ul><ul><li>Futuristic </li></ul>
  4. 4. The 34 StrengthsFinder Themes <ul><li>Harmony </li></ul><ul><li>Ideation </li></ul><ul><li>Inclusiveness </li></ul><ul><li>Individualization </li></ul><ul><li>Input </li></ul><ul><li>Intellection </li></ul><ul><li>Learner </li></ul><ul><li>Maximizer </li></ul>
  5. 5. The 34 StrengthsFinder Themes <ul><li>Positivity </li></ul><ul><li>Relator </li></ul><ul><li>Responsibility </li></ul><ul><li>Restorative </li></ul><ul><li>Self-Assurance </li></ul><ul><li>Significance </li></ul><ul><li>Strategic </li></ul><ul><li>WOO (Winning Others Over) </li></ul>
  6. 6. Leadership as a Movement <ul><li>There are two parties, the establishment and the movement. Ralph Waldo Emerson </li></ul><ul><li>Nothing happens without engaging a group of people in making a difference </li></ul><ul><li>You must engage people through strategic dreams </li></ul>
  7. 7. Leader as a Candidate/Issue Advocate <ul><li>Seek to maintain a competitive advantage </li></ul><ul><ul><li>Add value to people’s lives </li></ul></ul><ul><ul><li>Demonstrate a different approach (can’t be imitated) </li></ul></ul><ul><ul><li>Be flexible and willing to work with others to create the best change </li></ul></ul>
  8. 8. Leader and Strategic Thinker <ul><li>To achieve goals </li></ul><ul><ul><li>Must build an organization </li></ul></ul><ul><ul><li>Must invest in the human resources </li></ul></ul><ul><ul><li>Must give people the right tools </li></ul></ul><ul><ul><li>Must communicate effectively about services </li></ul></ul><ul><ul><li>Must meet the needs of the community </li></ul></ul><ul><ul><li>Must look everywhere to find common ground </li></ul></ul>
  9. 9. Leader as Revolutionary <ul><ul><ul><li>Set unreasonable expectations </li></ul></ul></ul><ul><ul><ul><li>Be willing to redefine politics </li></ul></ul></ul><ul><ul><ul><li>Create a cause, not a campaign </li></ul></ul></ul><ul><ul><ul><li>Listen to revolutionary voices </li></ul></ul></ul><ul><ul><ul><li>Be open to new ideas </li></ul></ul></ul><ul><ul><ul><li>Be open to new sources of resources </li></ul></ul></ul><ul><ul><ul><li>Be open to talent from all sectors </li></ul></ul></ul><ul><ul><ul><li>Encourage risk-taking </li></ul></ul></ul><ul><ul><ul><li>Grow organically </li></ul></ul></ul><ul><ul><ul><li>Share success with others </li></ul></ul></ul>
  10. 10. Organizational Charter <ul><li>Mission statement: why are you here? </li></ul><ul><li>Vision statement: where are you going? </li></ul><ul><li>Values statement: how will you do what you do? </li></ul><ul><li>Strategy: what path will you take? </li></ul><ul><li>Short-term goals: what are the next steps? </li></ul>
  11. 11. Leading Others <ul><li>. . . people become motivated when you guide them to the source of their own power. Anita Roddick </li></ul><ul><ul><li>Power: ability to get others to do what you want them to do </li></ul></ul><ul><ul><li>Leadership: ability to influence others to use their power to move toward a shared vision and goal </li></ul></ul>
  12. 12. Sources of Power <ul><li>Legitimate authority </li></ul><ul><li>Coercion </li></ul><ul><li>Reward </li></ul><ul><li>Expertise </li></ul><ul><li>Personal reference </li></ul><ul><li>In the long run, all enduring and effective relationships, including those between leaders and followers, are voluntary and reciprocal </li></ul>
  13. 13. Principles of Influence <ul><li>See others as allies </li></ul><ul><li>Clarify your goals, what you want </li></ul><ul><li>Determine what the other person wants </li></ul><ul><li>Determine what value you can give </li></ul><ul><li>Determine if there is a foundation for exchange </li></ul><ul><li>Select a basic for exchange and continue until it is reciprocal </li></ul>
  14. 14. Leadership Currencies <ul><li>Inspirational-based: vision, excellence, </li></ul><ul><li>Task-related: resources, information </li></ul><ul><li>Position-based: recognition, visibility, networks </li></ul><ul><li>Relationship-based: understanding, acceptance, personal support </li></ul>
  15. 15. Creating Change <ul><li>Overcome denial </li></ul><ul><ul><li>Deny message </li></ul></ul><ul><ul><li>Deny messenger </li></ul></ul><ul><ul><li>Deny ability to do anything (empowerment) </li></ul></ul><ul><ul><li>Deny relevance of message </li></ul></ul>
  16. 16. Leading Change <ul><li>Create a sense of urgency </li></ul><ul><li>Create a guiding coalition </li></ul><ul><li>Create clear vision and strategy </li></ul><ul><li>Overcommunicate </li></ul><ul><li>Reorganize to remove barriers to change </li></ul><ul><li>Celebrate short-term victories </li></ul><ul><li>Consolidate wins into initiatives </li></ul><ul><li>Incorporate changes into the culture </li></ul>
  17. 17. Contact Information <ul><li>Kathleen Schafer </li></ul><ul><li>Leadership Connection </li></ul><ul><li>www.leadershipconnection.net </li></ul>

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