Leadership That Mysterious Talent (3)

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Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made. …

Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made.

This presentation is the result of my research. You can also see a video that goes with this presentation on YuouTube under the URL
http://www.youtube.com/watch?v=UDp87fxfXoM

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  • 1. Leadership That Mysterious Talent Muawiya A. Abu Jubain 2006 ©
  • 2.  
  • 3.  
  • 4.  
  • 5. References
    • The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger, Joseph Folkman .
    • Lead to Succeed: Creating Entrepreneurial Organizations by Colin Turner .
    • The New Leaders: Transforming the Art of Leadership into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman .
    • Straight From the Gut & Winning by Jack Welch .
    • Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins.
    • You’r the Greatest by Francis X. Maguire.
    • The 8 th Habit From Effectiveness to Greatness by Stephen Covey.
    • The Power of Choice Theory by Dr. Basheer Al-Rashidi.
    • Several Leadership Articles from HBR.
    • Several Articles from PM Magazine.
    • My Own Experience.
  • 6. A Word to the Audience
  • 7. Purpose
    • Far more leaders are made than born. You can shape your behavior, and, therefore, your effectiveness.
    • (PM Network Magazine)
  • 8. Purpose
    • Turn ordinary team members to Extraordinary Leaders
  • 9. Ages of Civilization Agricultural Age Industrial Age Information Age Hunting Age
  • 10. A Basic Need for the Information Age
  • 11. A Basic Need for the Information Age
  • 12. Leadership & Culture Culture Leadership
  • 13. Career Development the four stages model Stage I Depending on Others Stage II Contributing Independently Stage III Contributing through others Stage IV Leading through vision
  • 14. Stage I Depending on Others
    • Accept directions
    Stage I Depending on Others Stage I Depending on Others
  • 15. Stage I Depending on Others
    • Focus on detailed & routine tasks
    Stage I Depending on Others Stage I Depending on Others
  • 16. Stage I Depending on Others
    • Learn The Technology
    Stage I Depending on Others Stage I Depending on Others
  • 17. Stage I Depending on Others
    • Learn The Organization
    Stage I Depending on Others Stage I Depending on Others
  • 18. Stage I Depending on Others
    • Time Is Limited
    Stage I Depending on Others Stage I Depending on Others
  • 19. Stage II Contributing Independently
    • Assume Responsibility for a Definable Project
    Stage II Contributing Independently Stage II Contributing Independently
  • 20. Stage II Contributing Independently
    • Self dependant
    Stage II Contributing Independently Stage II Contributing Independently
  • 21. Stage II Contributing Independently
    • Technical expertise and strong reputation
    Stage II Contributing Independently Stage II Contributing Independently
  • 22. Stage II Contributing Independently
    • Strong Relationships
    Stage II Contributing Independently Stage II Contributing Independently
  • 23. Stage II Contributing Independently
    • Better Self-confidence
    Stage II Contributing Independently Stage II Contributing Independently
  • 24. Stage II Contributing Independently
    • Potential leaders cannot skip stage
    Stage II Contributing Independently Stage II Contributing Independently
  • 25. Stage III Contributing Through Others
    • Signs of developing others
    Stage III Contributing through others Stage III Contributing through others
  • 26. Stage III Contributing Through Others
    • Work with and through others
    Stage III Contributing through others Stage III Contributing through others
  • 27. Stage III Contributing Through Others
    • Organizational impact by mentoring others
    Stage III Contributing through others Stage III Contributing through others
  • 28. Stage III Contributing Through Others
    • Represent the organization
    Stage III Contributing through others Stage III Contributing through others
  • 29. Stage III Contributing Through Others
    • Take on more responsibility
    Stage III Contributing through others Stage III Contributing through others
  • 30. Stage III Contributing Through Others
    • Title is irrelevant to them
    Stage III Contributing through others Stage III Contributing through others
  • 31. Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Create the Vision of the organization
  • 32. Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Define the strategic direction of the organization
  • 33. Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Exercise strong influence over the critical issues
  • 34. Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Represent the organization
  • 35. Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision The antenna to the outside world
  • 36. Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Shape the culture
  • 37. Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Allocate resources among competing groups
  • 38. Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Translate the strategic directions into personal objectives for people
  • 39. Career Development the four stages model Stage I Depending on Others Stage II Contributing Independently Stage III Contributing through others Stage IV Leading through vision Leadership Management
  • 40. The Leadership Tent Interpersonal Skills Lead Org. Change Focus On Results Personal Capability Character
  • 41. Character Integrity
  • 42. Character Credibility
  • 43. Character Telling the truth
  • 44. Character Humane
  • 45. Character Following Principles
  • 46. Character Organizational interests Supersede Own
  • 47. Character Always learning
  • 48. Character Communicates With-In & With-Out
  • 49. FILM
  • 50. Another FILM
  • 51. Character Looks for feedback
  • 52. Character Persistent
  • 53. Character Emotionally resilient
  • 54. Character Forgives, does not ask for permission
  • 55. Character OPPORTUNITYISNOWHERE OPPORTUNITY IS NOW HERE Positive OPPORTUNITY IS NO WHERE
  • 56. Character OPPORTUNITYISNOWHERE OPPORTUNITY IS NOW HERE Positive OPPORTUNITY IS NO WHERE
  • 57. Character Does not see others as competitors
  • 58. Character Not arrogant Ego means No-Go
  • 59. Character Trusts others
  • 60. Personal Capability Technical Knowledge
  • 61. Personal Capability Product Knowledge
  • 62. Personal Capability Problem solving skills
  • 63. Personal Capability Professional Skills Writing Reports Presentation Skills Organized Follow-up Act without being told
  • 64. First Things First First Things First
    • Crises
    • Pressing Problems
    • Deadline Driven Projects
    • Meetings
    I
    • Preparation
    • Prevention
    • Values Clarification
    • Planning
    • Relationship Building
    • True re-creation
    • Empowerment
    II
    • Interruptions, some phone calls
    • Some mail, some reports
    • Some meetings
    • Many Proximate, pressing matters
    • Many popular activities
    III
    • Trivia, busywork
    • Some phone calls
    • Time wasters
    • ESCAPE activities
    • Irrelevant mail
    • Excessive TV
    IV Important Urgent Not Urgent Not Important
  • 65. Personal Capability Innovative
  • 66. Personal Capability Initiative
  • 67. Personal Capability Effective use of Information Technology
  • 68. Focus on Results (1)
    • Establish stretch goals for their people.
    • Be responsible for all outcomes.
    • Mentor their people.
    • Sponsor an initiative.
    • Translate organization goals into actions.
  • 69. Focus on Results (2)
    • Operate with speed and intensity.
    • Champion the cause of the customer.
    • Balance long term and short term objectives.
    • Brings Ideas into Action.
  • 70. Focus on Results (3)
    • Pushes to take the next step forward.
    • Works with Enthusiasm, Energy and Passion.
    • Looks for new ways to improve work.
  • 71. Interpersonal Skills (1) People Skills
    • Decisive.
    • Communicating Powerfully and Prolifically.
    • Inspiring Others to High Performance.
    • Building positive relationships with others.
    • Developing the skills and talents of subordinates.
  • 72. Interpersonal Skills (2) People Skills
    • Being open and receptive to new ideas.
    • Responding positively to feedback.
    • Effectively resolving conflicts.
    • Influencing people upward in the organization.
    • Empowering others.
  • 73. Interpersonal Skills (3) People Skills
    • Building the self-esteem of others.
    • Teaching others in a helpful manner.
    • Being an effective team member.
    • Rewarding the contributions of others.
    • High level of Ownership.
    • Working in a collaborative manner with others.
  • 74. A Knowledge Sharing Hint Knowledge-Ability Knowledge Knowledge Personal Experiences Knowledge- Ability
  • 75. A Knowledge Sharing Hint Knowledge-Ability You have to let go If you want to grow … Let Go & Grow Knowledge- Ability
  • 76. MILKS & Rep-Res Responsibility Replication S L I M eniority oyalty ntegrity aturity Rep Res K nowledge
  • 77. MILKS & Rep-Res S L I M Rep Res K - - + + Management Follow Up & Attention
  • 78. SLIM & Rep-Res Responsibility Replication S L I M eniority oyalty ntegrity aturity Rep Res
  • 79. SLIM & Rep-Res S L I M Rep Res - - + + Management Follow Up & Attention
  • 80. Interpersonal Skills (4) People Skills LISTEN L I S T E N
  • 81. Listening Skills (1)
    • Listen without judgment
    • Listen with the willingness to be swayed
    • Listen without thinking about what you will say next
    • Do not be invested in being right
    • If your mind wanders, ask for repetition
    • Repeat back what you heard
  • 82. Listening Skills (2)
    • Listen to yourself
    • Be honest, but considerate
    • Get comfortable with gray
    • Do not be invested in being right
    • Have integrity and build trust
    • Good listening skills take practice
  • 83. FILM
  • 84. Leading Organizational Change (1)
    • Champion for a change in the organization.
    • Leads projects or programs, presenting them so that others support them.
    • Is and effective marketer for such projects or programs.
    • Has a strategic perspective.
  • 85. Leading Organizational Change (2)
    • Knows his/her work relates to the organization’s strategy (line-of-sight connection).
    • Translates the organization’s vision into challenging objectives for others.
    • Balance the long term and the short term needs of the organization.
  • 86. Developing one’s own Leadership Skills
  • 87. Decide to become a great leader
    • When I grow up I want to be a doctor.
    • When I Grow up I want to be in I.T.
    • I want to grow up to be a leader.
    • I want to be a great leader.
  • 88. Develop and display High Personal Character (1) Learn to say “NO”
  • 89. Develop and display High Personal Character (2) When needed … Terminate a Friend. You are fired
  • 90. Develop and display High Personal Character (3) Have the will to take charge and make certain that the group performs well.
  • 91. Develop and display High Personal Character (4) Maintain an attitude of humility This will make you approachable.
  • 92. Organizations that Transformed from Good to Great Culture of Discipline Technology Accelerators Confront the Brutal Facts Hedgehog Concept First Who... Then What Level 5 Leadership Disciplined People Disciplined Thought Disciplined Action Buildup ….. Breakthrough !
  • 93. Organizations that Transformed from Good to Great Culture of Discipline Technology Accelerators Confront the Brutal Facts Hedgehog Concept First Who... Then What Level 5 Leadership Disciplined People Disciplined Thought Disciplined Action Buildup ….. Breakthrough !
  • 94. Organizations that Transformed from Good to Great First Who... Then What Level 5 Leadership Disciplined People
  • 95. Organizations that Transformed from Good to Great Level 5 Leadership 1 2 3 4 5
  • 96. Level 5 Leaders Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting Organizes people and resources toward the effective and efficient pursuit of predetermined objectives Makes productive contribution through talent, knowledge, skills, and good work habits. Builds enduring greatness through a paradoxical blend of personal humility and professional will 1 2 3 4 5
  • 97. Level 5 Leaders 1 2 3 4 5
  • 98. Develop and display High Personal Character (5) Have a mirror or an internal mentor.
  • 99. Develop and display High Personal Character (6)
    • Be cautious of the commitments you make and always deliver. Do not Over promise.
    • Improve your character if needed.
    Character Attitude Behavior
  • 100. Develop New Skills
    • Enroll in developmental experiences.
    • Learn to present in front of large group.
    • Learn to write concise report about an important subject.
    • Every new skill learned and used lifts that specific skill and numerous others along with it.
  • 101. Identify Your Strengths
    • List your major contributions over the past two to three years.
    • Helps you to reveal where you are likely to make significant contributions in the future.
    Where will your motivation be highest? Where are you likely to feel some constant reward? Where are you apt to make the greatest amount of progress? What is the best path by which to develop credibility?
  • 102. Identify Your Weaknesses and Make them Irrelevant
    • No one can do everything.
    • Use Delegation and Empowerment.
    • Structure your role to play to your strengths.
    • Have others fill in the gaps.
  • 103. Spelling
    • I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid aoccdrnig to a rscheearch taem at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a word are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae.  The rset can be a taotl mses and you can sitll raed it wouthit a porbelm.  Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.  Such a cdonition is arppoiately cllaed Typoglycemia :)- Amzanig huh?
    • And yuo awlyas thought slpeling was ipmorantt !!!!
  • 104. Fix the Fatal Flaws
    • Inability to learn from mistakes.
    • Lack of Interpersonal Skills and Competencies.
    • Lack of Openness to New or Different Ideas.
    • Lack of Initiative.
      • What is missing that would make a big difference?
      • What needs to be done that only I can do?
      • What could I do that would make a significant difference to the performance of this work team?
      • What are others expecting me to do?
  • 105. Fix the Fatal Flaws
    • Lack of Accountability
      • Behavior with Subordinates
      • Behavior with Upper Management
      • Behavior with Other Groups
      • Personal Attitude and Values
  • 106. Behavior with Subordinates
    • Take complete charge of the group. Define goals and never relieve anyone from his/her responsibility.
    • Pass Praise and Credit along to subordinates. Never take personal Credit for things that were produced by others.
    • Terminate poor Performers when necessary.
  • 107. Behavior towards Upper Management
    • Accept criticism for mistakes.
    • Protect the group from excessive criticism.
    • Insure that the group meets the expectations of the upper management.
  • 108. Behavior with Other Groups
    • Do not let anything fall in the cracks between your group and other groups.
    • If it is not someone else’s clear responsibility, then we will do it.
  • 109. Personal Attitudes and Values
    • Put the organizational goals ahead of personal ambitions.
    • Put the welfare of the whole organization ahead of your own department or unit.
    • Do things for which there may be no immediate reward.
    • Use the organization’s resources as if they were your own.
    • Put emphasis on acting responsible. Do not ask for Power or Authority.
  • 110. Increase the Scope of your Assignment
    • Increasing the Scope of assignment will increase responsibility.
    • Increasing the Scope may be granted to you or self-granted.
      • Applying for a transfer.
      • The implementation of a new procedure.
      • Initiation of a new project.
      • … .
    • Provides with better knowledge about the organization
    • Allows you to achieve greater visibility.
  • 111. Connect with Role Models
    • Great deal can be learned from merely watching and listening.
    • Look for the right thing to do and learn from the mistakes of others.
  • 112. Seek Feedback
    • There is a huge gap between how leaders see themselves and how subordinates perceive them. Feedback closes this gap.
    • Feedback makes you change how you act rather change the way you see yourself.
    • Feedback creates a more wholesome working relationship.
    • Assume that the giver has a pure and positive intent.
    • It is the golden path to continual improvement.
  • 113. Watch the reality the Organization is Facing
    • Look at the organization in the eyes of:
      • A Competitor.
      • A Supplier.
      • A Customer.
    • Be aware of the industry trends and where your organization fits into that.
  • 114. Learn to think Strategically Learn to think Strategically Learn to think Strategically Learn to think Strategically
  • 115. Emotional Intelligence Emotional Intelligence Self Awareness Social Skills Self Regulation Empathy Motivation
  • 116. Perfection or Excellence?
    • Excellence is willing to be wrong
      • Perfection is being right.
    • Excellence is risk.
      • Perfection is fear.
    • Excellence is powerful .
      • Perfection is anger and frustration.
    • Excellence is spontaneous.
      • Perfection is control.
    • Excellence is accepting.
      • Perfection is judgment.
    • Excellence is giving.
      • Perfection is taking.
    • Excellence is confidence.
      • Perfection is doubt.
    • Excellence is flowing.
      • Perfection is pressure.
    Excellence is journey. Perfection is destination.
  • 117. A Communication Hint
    • We Cannot NOT Communicate
      • We do it by our presence
      • We do it by our absence
      • We do it by our silence
      • We do it by our words
      • We do it by our choices, gestures and attitudes
      • We may not always do it well, but we always do it
  • 118. Stimulus and Response Response Freedom To CHOOSE Stimulus
  • 119. The Power of Choice Reaction Emotions Action Basic Relationship
  • 120. Prepare for your Next Job
    • Wise leaders look into the future for roles they will be playing.
    • They prepare themselves for the new role.
      • Will the future role require more technical expertise?
      • Will it require more strategic thinking skills?
      • … .
  • 121. The Best Way to Predict the Future … Is to Invent it.
  • 122. The 15 Rules of Leadership
    • Decide to become a leader.
    • Develop and display high personal character.
    • Develop new skills.
    • Identify your strengths.
    • Identify your weaknesses and make them irrelevant.
    • Fix the fatal flaws.
    • Increase the scope of your assignment.
    • Connect with role models.
    • Seek feedback.
    • Watch the reality the organization is facing.
    • Learn to think strategically.
    • Have emotional intelligence.
    • Seek Excellence not Perfection.
    • Watch for your Communication.
    • Prepare for your next job.
  • 123. Idealistic Long-term perspective Anticipates Future Dreamer People believer Pioneering Sets Expectations Philosophical Achiever Strategic Thinker Outside the box Helpful Vision
  • 124. The Four Intelligences Mental Physical Emotional Spiritual Vision Discipline Passion Conscience
  • 125. Mental Physical Emotional Spiritual Vision Discipline Passion Conscience Vision Idealistic Long-term perspective Anticipates Future Dreamer People believer Pioneering Sets Expectations Philosophical Achiever Strategic Thinker Outside the box Helpful
  • 126. What Leaders Do Jack Welch
    • Leaders relentlessly upgrade their team, using encounter as an opportunity to evaluate , coach , and build self-confidence .
    • Leaders make sure people not only see the vision , they live and breath it.
    • Leaders get into everyone’s skin, exuding positive energy and optimism .
    • Leaders establish trust with candor , transparency , and credit .
    • Leaders have the courage to make unpopular decisions and gut calls.
    • Leaders inspire risk taking and learning by setting the example .
    • Leaders celebrate .
  • 127. Manager or Leader?
    • Leader
    • Teamwork
    • Vision
    • Values
    • Clarity of Mission
    • Managing Change
    • Enriching Culture
    • Decisive
    • Humane
    • Initiative & Innovation
    • Manager
    • Financial Acumen
    • Project Management
    • Strategy
    • Organizing Skills
    • Process Improvement
    • Financial Control
    • Information Technology
    Manager Leader
  • 128. Manager or Leader?
    • Leader
    • Teamwork
    • Vision
    • Values
    • Clarity of Mission
    • Managing Change
    • Enriching Culture
    • Decisive
    • Humane
    • Initiative & Innovation
    • Manager
    • Financial Acumen
    • Project Management
    • Strategy
    • Organizing Skills
    • Process Improvement
    • Financial Control
    • Information Technology
    Manager Leader
  • 129. Leadership The Movie
  • 130. THANK YOU
  • 131. References
    • The Extraordinary Leader: Turning Good Managers into Great Leaders by John H. Zenger, Joseph Folkman .
    • Lead to Succeed: Creating Entrepreneurial Organizations by Colin Turner .
    • The New Leaders: Transforming the Art of Leadership into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman .
    • Straight From the Gut & Winning by Jack Welch .
    • Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins.
    • You’r the Greatest by Francis X. Maguire.
    • The 8 th Habit From Effectiveness to Greatness by Stephen Covey.
    • The Power of Choice Theory by Dr. Basheer Al-Rashidi.
    • Several Leadership Articles from HBR.
    • Several Articles from PM Magazine.
    • My Own Experience.