Leadership Management


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Presentation form the Learning Skills conference on Leadership for the 21st Century

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  • As organisations move forward into the 21st Century the need for truly effective Leadership has never been greater and yet repeated surveys show the difficulties with meeting this vital goal.Ladies and Gentlemen.. Good afternoon my name is Martin Norbury and our business is Leadership Management UK part of the global LMI businessIn the session I will present some background information relating to this increasing challenge coupled with LMI's Total Leader option to aid solve this problem. I’m also going to reinforce the need for realistic and solid methodology to help key individuals to become effective and productive Leaders and Managers.
  • So what is leadershipIs it about size and dominanceIts about leading by example … or standing back and watching others make mistakesOr is great leadership about having someone watch your backLet me confirm one thing…. There is NO leadership gene we don’t teach leadership we help people become leaders.
  • A bit of background if I may
  • Throughout the presentation I am going to refer to evidence and research to highlight the need for thinking, acting and behaving differently
  • The Total Leader concept is based on two vital principles:For Organizations to succeed in the 21st century, they must develop leaders throughout the organizationfor leadership development to be effective, it must utilize a complete, integrated, total leadership development process.Too many organizations have attempted to develop leaders with a fragmented, hit-and-miss approach. They focus on only one area, or one attribute, or one facet of leadership believing that is all they need. Leadership is much more complex than that. Trying to develop leaders this way is like trying to become a professional golfer by only practicing your putting. The best golfers are total golfers — they excel at driving, approach shots, sand shots, pitching, chipping, and putting. They also must possess the confidence and mental strength to perform in the heat of competition.The same is true for leaders. The best leaders — Total Leaders — excel at all facets of leadership. The Total Leader concept identifies four broad areas that a person must master to become a Total Leader.
  • Personal productivity is the ability to manage yourself, manage your time, and manage your priorities to operate at maximum effectiveness.
  • Personal leadership is the ability to lead yourself — to be a leader of your own life. Most people just let life happen to them and then suffer the consequences. Personal leaders determine the life they want, and then through planning and action make it happen. Personal leadership also means becoming a Total Person™ — a person who is growing and developing in all six areas of life, including Family and Home, Financial and Career, Mental and Educational, Physical and Health, Social and Cultural, and Spiritual and Ethical.
  • Motivational leadership is the ability to lead and motivate others. A motivational leader understands that people are the source of all progress and innovation, and thus the key to business success in the 21st century. A motivational leader is able to help people develop and use more of their full potential
  • Strategic leadership is the ability to lead an organization.A strategic leader is able to define and develop the purpose of the organization, the key strategies, the optimum structure, the right people in the right roles, and the most effective processes for the organization to succeed.
  • The Total Leader concept is a thorough, comprehensive, complete, leadership development process.It literally develops people into Total Leaders! It is difficult to imagine how a top leader in an organization could be effective if he or she were missing one or more of these key components.Many leaders today are frustrated because they haven't had the opportunity to develop in all four areas. They feel like they are standing on the first tee of an important golf tournament and they've never practiced a single swing with their driver. The only thing they have ever practiced is how to putt.That is exactly the problem with leadership development today. When all you have is a hammer, every problem starts to look like a nail. The time has come for a new paradigm — a new process for developing leaders
  • “In a 15 year study of the qualities people most admire in leaders, only four qualities were chosen by more than 50% of respondents. In other words, the majority of people agreed on only four leadership qualities:
  • So lets look at each area and more importantly solutions the LMI programs addressFirstly Personal productivity…. And why it is so important as a component in the Total Leader Solution
  • Our second component is Personal Leadership
  • Onto the organisational focused solutions firstly effective motivational leadership
  • Taleo conducted research re top 3 concerns in today’s economy
  • The final part of our jigsaw to complete the quartet is strategic leadership
  • I mentioned at the beginning that The time has come for a new paradigm — a new process for developing leaders because having the material backed by research is one thing but a key part is the methodology and this is where LMI is unique
  • I believe Weiss and Molinaro say it better….
  • We interview the manager Manager and every participant so that ........ We focus on the client’s Desired Measureable ResultsAs directed by the needs of the Organisation, Management and Participant.A Win – Win Agreement, A Tool we use to focus on real performance improvement goalsTo Achieve - Organisation To Become - Change To Reward - Career or PersonalStep by Step Achievement Through Stretch Goals - Business and PersonalLMI's Unique Methodology – Acknowledged by ‘educators’ as the way which delivers resultsTim - ours is a progressive process, 3 - 16 weeksSpaced Repetition a learning method tried and tested over 40 years.Mutli-sensoryListening - All course lessons are recorded verbatim for convenient learning and for the retention of knowledge.Reading – Read at the same time as listening.The tactile sense of WritingAction application steps and plan of action.The vital key – Coaching, Facilitation and DebatingPersonal one on one Coaching, Group Facilitation and CoachingProcess Management & Feedback - The Participant Feedback Report, after each lesson, to create the communication Triangle. (Participant – Manager/Mentor – LMI Course Director) Mid-term and final evaluationEnd of Course Accomplishment presentation to ManagementSuccess recognition diploma for Leadership Management InternationalMy-Tyme, personal success planners for support during the programme and to ensure continued applicationWhere we conduct the ProgrammesExecutive Development Programmes, open venues, in-house, at clients premisesPeriodic follow up at clients premises with each participating candidate - 6 month and 12 month.
  • As mentioned we look to the objectives of the business to make the lesson relevant and the application and action deliver measurable business outcomes
  • Return on investment is keyOur retention rate is in the high 80’s due to the fact we DELIVER return on investment for ALL programmes as we focus on measurable differences
  • Today I have explained to you the need for a new paradigm in effective leadership development and evidence and research to show why LMI are at the forefront in developing leaders and organisations to their full potentialPlease come and see us at stand 195 and take our test in observation
  • Leadership Management

    1. 1.
    2. 2. Leadership for the 21st Century <br />How to achieve it<br />
    3. 3.
    4. 4. <ul><li> Founded in 60’s
    5. 5. Based in 60 countries
    6. 6. Material translated into 24 languages
    7. 7. Combined sales of over 2 billion
    8. 8. 1 program sold over $700 Million
    9. 9. Paul J Meyer* recognised as founder of personal, leadership development </li></ul>Paul J Meyer 1928-2009<br />Background<br />
    10. 10. “Today, as organizations emerge from a confidence-draining global recession, many leaders admit they really don’t know what to expect next. Eight in ten CEOs expect their environment to grow significantly more complex…… <br />but fewer than half believe they know how to deal with it successfully. ” 2010 IBM Global CEO Survey<br />
    11. 11. Biggest HR Challenges Today<br />46%<br />31%<br />25%<br />Developing Leaders<br />Aligning People Strategies with Business Objectives<br />Employee Engagement and Culture Change<br />0<br />10<br />20<br />30<br />40<br />50<br />Source: Human Resource Executive<br />
    12. 12. Personal Productivity<br />TimeManagement<br />Goal Setting<br />and<br /> Measurement<br />Planning<br />and<br />Priority Management<br />Delegationand<br />Team Productivity<br />The Total Leader® Solution<br />
    13. 13. TimeManagement<br />Goal Setting<br />and<br />Measurement<br />Planning<br />and <br />Priority Management<br />Delegation and <br />Team Productivity<br />The Total Leader® Solution<br />
    14. 14. Personal<br />Productivity<br />The Total Leader® Solution<br />
    15. 15. Personal Leadership<br />Personal<br />Productivity<br />Values<br />and<br /> Decision<br /> Making<br />Personal Mission<br />and Purpose<br />Total <br />Person<br />Development <br />Personal Growth<br />and<br />Self-Motivation<br />The Total Leader® Solution<br />
    16. 16. The Total Leader® Solution<br />Personal<br />Productivity<br />Values<br />and<br />Decision<br /> Making<br />Personal Mission<br />And Purpose<br />Total <br />Person<br />Development <br />Personal Growth<br />and<br />Self-Motivation<br />
    17. 17. Personal<br />Productivity<br />Personal<br />Leadership<br />The Total Leader® Solution<br />
    18. 18. Motivational Leadership<br />Personal<br />Productivity<br />Empowerment<br /> and<br />Motivation<br />Vision and<br />Communication<br />Personal<br />Leadership<br />Change<br />and<br />Innovation<br />Coaching and<br />Team Building<br />The Total Leader® Solution<br />
    19. 19. Personal<br />Productivity<br />Empowerment<br /> and<br />Motivation<br />Vision and<br />Communication<br />Personal<br />Leadership<br />Change<br />and<br />Innovation<br />Coaching and<br />Team Building<br />The Total Leader® Solution<br />
    20. 20. Personal<br />Productivity<br />Personal<br />Leadership<br />Motivational<br />Leadership<br />The Total Leader® Solution<br />
    21. 21. Strategic Leadership<br />Personal<br />Productivity<br />Strategic<br />Assessment<br />Organizational<br />Culture<br />Personal<br />Leadership<br />Strategic<br />Development<br />Strategic<br />Execution<br />Motivational<br />Leadership<br />The Total Leader® Solution<br />
    22. 22. Strategic<br />Assessment<br />Personal<br />Productivity<br />Organizational<br />Culture<br />Personal<br />Leadership<br />Strategic<br />Development<br />Strategic<br />Execution<br />Motivational<br />Leadership<br />The Total Leader® Solution<br />
    23. 23. Personal<br />Productivity<br />Personal<br />Leadership<br />Strategic<br />Leadership<br />Motivational<br />Leadership<br />The Total Leader® Solution<br />
    24. 24. Strategic<br />Assessment<br />Goal Setting<br />and<br />Measurement<br />Organizational<br />Culture<br />TimeManagement<br />Personal<br />Productivity<br />Personal <br />Productivity<br />Strategic <br />Leadership<br />Strategic<br />Development<br />Planning<br />and <br />Priority Management<br />Delegationand <br />Team Productivity<br />Strategic<br />Execution<br />Personal<br />Leadership<br />Values<br />and<br /> Decision<br /> Making<br />Empowerment<br /> and<br /> Motivation<br />Personal Mission<br />and Purpose<br />Vision and<br />Communication<br />Strategic<br />Leadership<br />Personal <br />Leadership<br />Motivational <br />Leadership<br />Change<br />and<br />Innovation<br />Motivational<br />Leadership<br />Total <br />Person<br />Development <br />Personal Growth<br />and<br />Self-Motivation<br />Coaching and<br />Team Building<br />The Total Leader® Solution<br />
    25. 25. Honesty 88%<br />(Personal Leadership)<br /> Forward-Looking 71%<br />(Strategic Leadership)<br /> Competent 66%<br />(Personal Productivity)<br /> Inspiring 65%<br />(Motivational Leadership)<br />Jim Kouzes and Barry Posner <br />The Leadership Challenge<br />Survey of hundreds of thousands of people on six continents<br />15 year study<br />
    26. 26. FOCUS<br />PERSONAL<br />INTERPERSONAL<br />SELF<br />ORGANIZATION<br />Strategic<br />Assessment<br />Goal Setting<br />and<br />Measurement<br />Organizational<br />Culture<br />TimeManagement<br />HEAD<br />LOGIC<br />Strategic<br />Development<br />Planning<br />and <br />Priority Management<br />Delegationand <br />Team Productivity<br />Strategic<br />Execution<br />PROCESS<br />Values<br />and<br /> Decision<br /> Making<br />Empowerment<br /> and<br /> Motivation<br />Personal Mission<br />and Purpose<br />Vision and<br />Communication<br />HEART<br />EMOTION<br />Change<br />and<br />Innovation<br />Total <br />Person<br />Development <br />Personal Growth<br />and<br />Self-Motivation<br />Coaching and<br />Team Building<br />
    27. 27. “On average, employees waste 1.44 hours each day on nonproductive activities.” - Joseph Carroll, Gallup News Service<br />Personal<br />Productivity<br />“50% of the average employee’s time is spent on non-productive work.” - Norton & Kaplan, Balanced Scorecard<br />Personal<br />Leadership<br />“Workers spend, on average, 10.5 minutes on a task before being interrupted. It then takes an average of 23 minutes to return to the original task.” - <br />Karen LeLand, Time Management in an Instant<br />Strategic<br />Leadership<br />Motivational<br />Leadership<br />The Total Leader® Solution<br />
    28. 28. “Personal leadership is the most important element of institutional transformation.” - Lou Gerstner Former CEO - IBM<br />Personal<br />Productivity<br />“75 percent of CEOs see personal mastery as the most relevant competency to their leadership effectiveness.” <br />- Kevin CashmanLeadership From the Inside Out<br />Personal<br />Leadership<br />“If you seek to lead, invest at least 50% of your time leading yourself – your own purpose, ethics, principles, motivation, conduct.”<br /> - Dee Hock Founder – Visa International<br />Strategic<br />Leadership<br />Motivational<br />Leadership<br />The Total Leader® Solution<br />
    29. 29. “Leadership is personal. It’s not about the company, the community, or the country. It’s about you. If people don’t believe in the messenger, they won’t believe the message. If people don’t believe in you, they won’t believe in what you say. And if it’s about you, then it’s about your beliefs, your values, and your principles.”<br />Jim Kouzes and Barry Posner Credibility<br />
    30. 30. “Employee motivation is sagging throughout the world – morale has fallen significantly at more than half of all companies.” <br />- Economic Conditions Snapshot McKinsey Global Survey<br />Personal<br />Productivity<br />“Companies with high employee engagement had a 19% increase in operating income and a 28% growth in earnings per share. Conversely, companies with low levels of engagement saw operating income drop more than 32% and earnings per share decline 11%.”<br />- Towers Perrin Global Workforce Study<br />Personal<br />Leadership<br />“By almost a 2 to 1 margin, “Motivating people to higher performance,” was cited as the most important leadership skill in this difficult economic environment. - 2009 Survey by Smart Leadership<br />Strategic<br />Leadership<br />Motivational<br />Leadership<br />The Total Leader® Solution<br />
    31. 31. “A bad economy is the test of an organization’s culture. In good times, consumer demand can disguise the lapses in productivity that disengagement causes. But in bad times, there isn’t any way to hide the performance problems of disengagement. When a company is in trouble, employee engagement can be the difference between surviving or not.” James K. Harter12: The Elements of Great Managing<br />
    32. 32. 34%<br />26%<br />18%<br />The Top 3 Concerns in Today’s Economy<br />Low employee engagement and low productivity<br />2. Losing top performers<br />3. Leadership gaps<br />Taleo Research<br />
    33. 33. “This really is an enormous test of our leadership. Employee engagement is critical to business performance, and that is built through investing in people and through manager behavior. If we don’t invest in management and leadership development, then we’re not just going to fail to grow out of the current recession, we’re going to be storing up problems for generations to come.” Steve Crabb Strategic Advisor - CIPD<br />
    34. 34. 32%<br />30%<br />26%<br />17%<br />Do You Use Your Strengths Everyday?<br />Employees are 8 times more likely to be engaged in organizations that focus on people’s strengths.<br />USA<br />Canada<br />Germany<br />UK<br />0<br />10<br />20<br />30<br />40<br />
    35. 35. 70% of employees say managers don’t provide clear goals and directions<br />Only 37% of employees feel they have a clear understanding of what their organization is trying to accomplish<br />Only 5% of employees understand their company’s strategy<br />A Harris Interactive study of 23,000 workers found 80% do not understand how their jobs relate to their organization’s goals and strategies <br />Personal<br />Productivity<br />Personal<br />Leadership<br />Strategic<br />Leadership<br />Motivational<br />Leadership<br />The Total Leader® Solution<br />
    36. 36. “85 percent of executive teams spend less than one hour per month discussing strategy, with 50 percent reporting that they spend virtually no time on strategy discussions.”<br /> R.S. Kaplan and D.P. Norton The Execution Premium<br />
    37. 37. “A climate of deep uncertainty and rapid change has become the norm of the new century. Some pessimists tout this uncertainty as a reason for abandoning strategy altogether. Yet, the reality is that strategy has never been more important.”<br />Mike Freedman with Benjamin B. Tregoe<br />TheArt and Discipline of Strategic Leadership<br />
    38. 38. “A survey of multinational CEOs and HR executives found that over two-thirds of respondents believed their leadership development programs were ineffective.”<br />Hewitt Leadership Development is Ineffective<br />
    39. 39. “Today, leaders are too busy and will not attend leadership programs that ask them to sit in a classroom for long periods of time. Leaders also will not sit through classroom experiences that are full of ‘training games.’ Increasingly we are finding that leaders are tired of this approach and see lengthy training games as silly and irrelevant.”<br />Dr. David S. Weiss & Dr. Vince MolinaroThe Leadership Gap<br />
    40. 40. THE UNIQUE LMI PROCESS <br />The Interview<br />We focus on the client’s desired measureable results<br />LMI's Unique Methodology <br />Time<br />Spaced Repetition<br />Mutli-sensory<br />The vital key – Coaching, Facilitation and Debating<br />Process Management & Feedback<br />Where we conduct the Programmes<br />Intense Course Format<br /> <br />
    41. 41. “68% of UK-based organizations fail to use coaching to address specific business objectives.”Source - London based Hays Senior Finance<br />
    42. 42. <ul><li> Less than one-third of organizations measure on-the-job employee performance after training is delivered.
    43. 43. Only one out of five organizations correlate employee productivity to learning and development.
    44. 44. Only 15% of organizations correlate overall business performance to learning and development.</li></li></ul><li><ul><li> 58% of organizations are either dissatisfied or very dissatisfied with their L&D measurement efforts.
    45. 45. In reality, most organizations measure little beyond the basics, such as course enrollments, completions and learner-satisfaction rates.</li></ul>Chief Learning Officer Magazine 2009 Business Intelligence Industry Report<br />
    46. 46. Developing Leadersand Organisationsto their full potential!at stand<br />195<br />