3 Reasons Your Leadership Sucks...and how to improve it.


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Great leaders have excellent staff-
Excellent staff yield amazing results-
Amazing results keep customers returning-
Returning customers keep staff employed-
This workshop will give you the secret to being a Great leader. One that does not suck!
Tools and Techniques for effective team leadership.
Whether you have the title of leader or not you ought to be in this workshop.

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3 Reasons Your Leadership Sucks...and how to improve it.

  1. 1. Should I be Here;<br />Yes if you…<br /><ul><li> want to improve YOUR leadership
  2. 2. have an open mind to obvious solutions
  3. 3. are able to impact the lives of someone other than yourself within the organization
  4. 4. are currently or hope to be in a leadership position
  5. 5. Promise to use your powers for the Good </li></li></ul><li>3 Reasons Your Leadership Sucks!<br />And how to improve it.<br />Michael Cardus<br />CREATE-LEARNING.COM<br />
  6. 6. Bad Job Miserable Job<br />
  7. 7. "Stephen Covey, in his book The 8th Habit, describes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.“<br />— Chip Heath - Made to Stick: Why Some Ideas Survive and Others Die<br />
  8. 8. Anonymity<br />Irrelevance<br />Im-measurement<br />
  9. 9. Who are you?<br />Tell me about yourself?<br />Leaders must take a genuine interest in their team members<br />
  10. 10.
  11. 11. Leaders must illustrate that what team members do in their work lives matters. <br />All people want to know that their work matters to someone.<br />
  12. 12. Fear of Becoming Irrelevant<br />“Human beings need to be needed, and they need to be reminded of this pretty much every day. They need to know they are helping others, not merely serving themselves”<br />- Patrick Lencioni – The Three Signs of a Miserable Job. Page 232<br />
  13. 13. Who are you helping?<br />Who’s lives are you impacting? <br />
  14. 14. For many people the answer <br />is their BOSS!<br />
  15. 15. How am I helping?<br />
  16. 16. “If managers cannot see beyond what their employees are doing and help them understand how they are making a difference, then those jobs are bound to be miserable.”<br />-Patrick Lencioni – The Three Signs of a Miserable Job. Page 235<br />
  17. 17. Personal Responsibility Other-Directed Self-DirectedAuthority Belief Autonomous “I have to” “I Choose to” Comply Rebel Thinking Agree Disagree Resent Resist Feeling AcceptConsequences I’m Not Responsible Attitude I AmResponsible Like a Get Behavior Victim Revenge AccountableAyers, Keith E. Engagement is Not Enough. Charleston, South Carolina: Advantage, 2006. 38-49.<br />
  18. 18. How am I doing? <br />How do I know that?<br />What am I being measured against?<br />
  19. 19. Leaders must work with team members to establish immediately measureable successes and failures. The problem is that employees have no idea of success and failure until 6 months to a year after the work is done. <br />
  20. 20. “Employees need to be able gauge their progress and level of contribution themselves. They cannot be fulfilled in their work if their success depends upon the whims of another person, no matter how benevolent that person may be. <br />Without tangible means of assessing success and failure, motivation eventually deteriorates as people see themselves as unable to control their own fate.”<br />- Patrick Lencioni – The Three Signs of a Miserable Job. Page 236<br />
  21. 21. The Basic Design of a Control System<br />So, here is how it works.<br /><ul><li>The team member performs an action (to achieve a goal).
  22. 22. The action is detected by the Control System.
  23. 23. The Control System communicates with the manager about the time, duration and quality of the action performed.
  24. 24. The manager chews out the team member for not performing the action fast enough, at the right time or meeting the performance standards required.</li></ul>from http://www.managementblog.org/<br />
  25. 25. from http://www.managementblog.org/<br />
  26. 26. from http://www.managementblog.org/<br />
  27. 27.
  28. 28. Create-learning.com 1-716-629-3678<br />
  29. 29. Photo Credit(s) in order of appearance<br />Flickr.com<br />woodleywonderworks<br />mikecolvin82<br />Pedrosimoes7<br />juhansonin<br />cogdogblog<br />Viernest<br />nineball2727<br />woodleywonderworks<br />veganstraightedge<br />magnetbox<br />Lars Andreas<br />jurvetson<br />delriophoto.com<br />ieshraq<br />
  30. 30. The content of this presentation is based on Patrick Lencioni – The Three Signs of a Miserable Job.<br />http://www.tablegroup.com/books/signs/<br />