• Save
Manager to leader edit  july2014-cccl
Upcoming SlideShare
Loading in...5
×
 

Manager to leader edit july2014-cccl

on

  • 65 views

From Management to Leadership - Leahcim Semaj

From Management to Leadership - Leahcim Semaj

Statistics

Views

Total Views
65
Views on SlideShare
65
Embed Views
0

Actions

Likes
1
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj
  • Leahcim Semaj

Manager to leader edit  july2014-cccl Manager to leader edit july2014-cccl Presentation Transcript

  • www.LTSemaj.com 1 From Manager To Leader  Leahcim Semaj, PhD 7/15/2014
  •  Mobile: 876.383.5627 Skype: LSemaj  Office: 876.948.5627 Twitter: LSemaj  Email: Semaj@LTSemaj.com Facebook: Leahcim Semaj  Blog: TheSemajMindSpa.Wordpress.com  www.SlideShare.net/LSemaj7/15/2014
  • www.LTSemaj.com 3 The Crisis in Management Manager as Prefect Manager as Headman 7/15/2014 View slide
  • www.LTSemaj.com 4 What Kind Of Leader Are You? Manley PJ Seaga Portia Bruce Andrew 7/15/2014 View slide
  • www.LTSemaj.com 5 Like everyone else, LEADERS ARE NERVOUS about learning new skills, behaviours, and working relationships  Unlike everyone else, LEADERS HAVE TO GO FIRST 7/15/2014
  • www.LTSemaj.com 6 LEADERSHIP IS THE HIGHEST COMPONENT OF MANAGEMENT a) Provides vision and direction, values and purposes b) Inspire people to work together with common vision and purpose 7/15/2014
  • www.LTSemaj.com 7 Some Have One And Not Another Brain theory research explains why some people are excellent producers but poor managers  or great managers but weak leaders 7/15/2014
  • The Questions Why do workers behave the way they do? Why does it seem that workers see employers as their enemy? 7/15/2014
  • An organization is a perfect system shaped to be what it is by the behaviours that are reinforced This can be by  direct or indirect actions  intended or un-intended actions 7/15/2014
  • Neuroscience and Leadership YOUR BRAIN IS HARDWIRED TO MAKE YOU ONE TYPE OF LEADER —CAN YOU OVERCOME IT? 7/15/2014
  • NEW FINDINGS SUGGEST THAT OUR BRAIN'S ANALYTICAL AND SOCIAL NETWORKS ARE HARDWIRED TO CANCEL EACH OTHER OUT. Fortunately, There Is A Way For Leaders To Toggle Successfully Between The Two. BY LYDIA DISHMAN HTTP://WWW.FASTCOMPANY.COM/3030475/BOTTO M-LINE/YOUR-BRAIN-IS-HARDWIRED-TO-MAKE- YOU-ONE-TYPE-OF-LEADER-CAN-YOU- OVERCOME-IT?PARTNER=NEWSLETTER 7/15/2014
  • Your monthly report is due and you’ve got to focus. But your team is hovering, they need feedback for the first phase of a new project. Can you turn away from the spreadsheet and offer something constructive feedback on a new creative project? The answer: it depends. 7/15/2014
  • It turns out that  our brains have two distinct networks that align with two different leadership styles:  1. The Task-Positive Network (TPN)  kicks in when it’s time to get things done, like a drill sergeant.  2. The Default-Mode Network (DMN)  is believed to be activated when we’re being introspective or chewing on an ethical decision. 7/15/2014
  • Effective leadership  depends on being able to switch from one to the other seamlessly in the moment.  But years of management studies indicate that  instead of flexing between the two,  bosses tend to fall into one mode of operating,  rendering them stuck and their teams ineffective.  Put simply,  the task master’s leanings can inhibit innovation  while the relationship-oriented leader can lack focus and fall short of goals. 7/15/2014
  • Managing Processes Managing Relationships 7/15/2014
  • TWO MENTAL NETWORKS, ONE BIG CHALLENGE Researchers at Case Western Reserve University led by management expert Richard Boyatzis and cognitive neuroscientist Tony Jack looked at MRIs as they related to these long-established leadership styles in a recently published paper appearing in the journal Frontiers in Neuroscience. 7/15/2014
  • The Experiments  MRIs were used to record brain activity while participants did social or analytic tasks.  The social tasks required them to answer questions about the beliefs and attitudes of the characters in text or videos.  Then, they had to solve science puzzles in physics videos or text passages.  For a rest period, they were told to stare at a fixed point. 7/15/2014
  • The result: when the TPN was in play, it deactivated the DMN and vice versa. Ever notice how the pressure of a deadline tends to make us bark at someone who might just be stopping by to see how we’re getting on? Toggling between the two modes, is easier said than done, the findings indicate. 7/15/2014
  • The MBA Then, there are MBA programs Which are heavy on the accounting, statistics, and other financial analytics courses. A leadership course might be thrown in, but only by studying cases, not dealing with real people. 7/15/2014
  • By the time someone is rising up the ranks in the real world, they’re at risk because most companies don’t have a very enlightened way they view general management. That’s when reinforcement and rewards play into developing leaders who lean more heavily to one side. 7/15/2014
  • The History companies that have historically put too much emphasis on the balance sheet are particularly guilty of developing lopsided management. “Show me someone who opens a meeting with financials and I’ll show you an ineffective leader,” 7/15/2014
  • BOTH SIDES NOW There is evidence to suggest the pendulum might be swinging away from elevating that behavior. Observing the amount of press devoted to emotional and spiritual issues, is not happenstance. “People are hungry for meaning, they want to know they make a difference.” 7/15/2014
  • What to do  increasing functional capabilities in both networks could make it easier to switch back and forth, and make for a more well-rounded leader.  companies need to stop siloing people  and move them through different functions of the business.  Shifting responsibilities from accounting to HR balances the social and analytic sides of the brain’s networks. 7/15/2014
  • What to Do?  It can be as simple as structuring your schedule to avoid having to perform socially immediately after doing something with a heavy emphasis on analytics.  Using meditation techniques to reset in the moment can also be helpful,  to ensure “personal sustainability.”  It’s essential to have sustainable leadership,  “People don’t want to be human resources.” 7/15/2014
  • Does a Good Leader Have To Be Tough? Deepak Chopra February 12 2014 https://www.deepakchopra.com/blog/view/1467/does_a_good_lead er_have_to_be_tough? 7/15/2014
  • In modern business and government,  leaders are expected to behave in a peculiar way. Success depends on adopting the model of warfare. To describe someone as tough, ruthless, a winner in the battle for supremacy these are compliments. 7/15/2014
  • We've become used to toughness as a desirable attribute for success. What's peculiar about this is that the same warriors, if they are normal people, don't apply the war model to their personal life. "I love you, Daddy, because you're so ruthless with me" isn't something a young child would say. 7/15/2014
  • I realize that there are successful people traditionally men who exude toughness in every aspect of their lives. But the real question is whether toughness actually produces success or whether the war model is actually ineffective. 7/15/2014
  • Do you have to make yourself tough if you want to be a leader?  Each of us has natural tendencies that we can build upon or avoid the choice is ours. 7/15/2014
  • Here are the positives and negatives of a tough leadership style, which are well worth considering in your own career path. 7/15/2014
  • Positives: 1. Toughness provides sharp focus. 2. You quickly know who is an ally and who is an enemy/rival. 3. You can use intimidation as a competitive tactic. 4. If people fear you, they will respect you. 5. Weaker people will submit to your will. 6. Time isn't wasted making friends - what counts are results. 7. You will be labeled a winner in the eyes of other warrior types. 8. You won't have a guilty conscience about hurting others - this is war, after all. 7/15/2014
  • Negatives: 1. Other warriors will gun for you. 2. Loyalty based on intimidation can't be trusted. 3. Setbacks will be labeled as defeats. 4. Tough minds are generally closed minds. 5. Constant vigilance is called for, since everyone is a potential enemy. 6. The lack of friends eliminates the possibility for personal connections. 7. Tough leadership generally thrives only in an atmosphere of crisis. 7/15/2014
  • There's a long tradition  of ignoring the downside of toughness and overvaluing the upside. Notoriously tough generals like Patton were not as effective in WW II as a conciliator like Eisenhower, for example. 7/15/2014
  • The attitude of "you're either for me or against me" that is the code of tough leaders is quickly interpreted by others as "This is all about me," and that is the opposite of how good leadership works. Good leadership is about fulfilling the needs of those you manage and oversee. 7/15/2014
  • The bottom line, is whether you view life - and business, which is part of life - as a battle. Many people do. They deeply believe that success requires constant struggle against the odds. There is little joy in such a worldview; at its worst, it is soul-killing. 7/15/2014
  • As you consider what kind of leader to become, it's valuable to know that there are workable alternatives to toughness not the opposite, which is to be soft. An entirely different model takes you out of the hard-soft, tough- weak scheme. 7/15/2014
  • The model I have in mind breaks needs down into a hierarchy, where the leader examines the kind of need the situation presents and then adapts the tactics that fit that need. 7/15/2014
  • There are 7 basic needs a leader must confront 1. Safety and security. When people don't feel safe, your tactic should focus of reassurance, providing security, pushing back against threats, and bringing a dangerous crisis to a safe conclusion. 7/15/2014
  • There are 7 basic needs 2. Achievement and accomplishment. When people crave material success, your tactic should focus on rewards for good work, effective competition, and providing an avenue to personal success. 7/15/2014
  • There are 7 basic needs 3. Community and cooperation.  When success depends upon a group effort, your tactic should focus on loyalty, forming alliances, establishing esprit de corps,  and creating a work atmosphere where every member can make a contribution. 7/15/2014
  • There are 7 basic needs 4. Being understood and valued.  When people are being asked to push to the limit, your tactic should focus on appreciation, bonding at the personal level, showing that you care ,understand, and listen. 7/15/2014
  • There are 7 basic needs 5. Creativity and discovery.  When a situation calls for creative breakthroughs, your tactic should focus on giving everyone free time and an open space,  tearing down barriers between workers and managers,  and opening the door to many viewpoints and approaches. 7/15/2014
  • There are 7 basic needs 6. Inspiration and values.  When people need to feel inspired by the challenges that lie ahead, you can't adopt a tactic.  Inspiration comes by living the values you preach, making yourself a beacon of light for others to admire and follow. 7/15/2014
  • There are 7 basic needs  7. Higher purpose and enlightenment.  Finally, there is the deep need to feel an allegiance to God or a spiritual goal that will bring fulfillment to the soul.  You can't plan in advance to fill this need.  If you are called on, there will be a transformation within yourself. 7/15/2014
  • In this model of leadership, toughness is only one of many qualities that a leader must possess. No one can expect to be a universal leader; situations change, and when they do, specific leaders rise to meet the challenge. But you will hold an enormous advantage if you have seen the whole landscape. 7/15/2014
  • Life is unpredictable, and chaining yourself to toughness as your only response is a narrow strategy, one that may succeed in a crisis while failing miserably in many other areas. 7/15/2014
  • 7/15/2014 www.jobbank-ja.com 51 4 Situational Management Styles Follower Define Roles & Tasks Follower Seek Suggestions S3 -Supporting Follower Define Roles & Tasks Follower Make Decisions S4-Delegating Leader Define Roles & Tasks Leader Make Decisions S1- Directing Leader Define Roles & Tasks Leader Seek Suggestions S2 - Coaching 7/15/2014
  • www.LTSemaj.com 52 The Next Level 4 Management Styles Low Task High Relationship COLLABORATION High Task High Relationship INFLUENCE High Task Low Relationship DIRECTION Low Task Low Relationship DELEGATION 7/15/2014
  • www.LTSemaj.com 53 More Leadership Models 7/15/2014
  • Transformational Leadership  A leadership style that that creates valuable and positive change in the followers  Focuses on "transforming" others  to help each other,  to look out for each other,  to be encouraging and harmonious  to look out for the organization as a whole 7/15/2014
  • Transformational leadership In this leadership style, the leader enhances the motivation, morale and performance of his follower group 7/15/2014
  • www.LTSemaj.com 56 Management & Leadership  Efficient management without effective leadership is like  “straightening deck chairs on the Titanic”  No management success can compensate for failure in leadership  But leadership is hard because we are often caught in a management paradigm  Franklincovey.com – March 7, 2006 7/15/2014
  • www.LTSemaj.com 57 Leadership  Displaying “Management” Characteristics  will get you promoted to middle management  Displaying “leadership” characteristics  will get you to the top  True leaders break things and take risks to build long-term value  Al Wasserberger Founder, Chairman and CEO, Spirian Technologies Chicago - IL US 7/15/2014
  • With Good Leadership, Any Problem Can Be Solved William R. Rhodes 7/15/2014
  • www.LTSemaj.com 59 LET'S GET RID OF MANAGEMENT  People don't want to be managed  They want to be led  Whoever heard of a world manager?  World leader, yes  Educational leader. Political leader. Religious leader. Scout leader. Community leader. Labour leader. Business leader. Gang Leader  They lead. They don't manage 7/15/2014
  • www.LTSemaj.com 60 THE CARROT ALWAYS WINS OVER THE STICK Ask your horse. You can lead your horse to water, But you can't manage him to drink 7/15/2014
  • www.LTSemaj.com 61 IF YOU WANT TO MANAGE SOMEBODY, Manage yourself Do that well and you'll be ready to stop managing And start leading 7/15/2014
  • What Will Work Here? The Task-Positive Network (TPN)? The Default-Mode Network (DMN)? Managing Processes vs. Relationships? More Toughness? Transformational Leadership? Situational Leadership? WHY? 7/15/2014
  •  Mobile: 876.383.5627 Skype: LSemaj  Office: 876.948.5627 Twitter: LSemaj  Email: Semaj@LTSemaj.com Facebook: Leahcim Semaj  Blog: TheSemajMindSpa.Wordpress.com  www.SlideShare.net/LSemaj7/15/2014