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Leadership V2 1
Leadership V2 1
Leadership V2 1
Leadership V2 1
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Leadership V2 1

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  • 1. Leadership Topics <ul><li>Qualities of a leader </li></ul><ul><li>Leadership styles </li></ul><ul><li>Self awareness (Enneagram test) </li></ul><ul><li>Leadership assessment </li></ul><ul><li>Priority setting </li></ul><ul><li>Leadership hierarchy </li></ul><ul><li>Leadership is influencing </li></ul><ul><li>Teamwork Leadership Coaching </li></ul><ul><li>Winner vs. Loser </li></ul><ul><li>Difference between managing &amp; leading </li></ul><ul><li>What leaders do? </li></ul><ul><li>Leadership assessment test </li></ul><ul><li>Character &amp; Values </li></ul>
  • 2. Session 1
  • 3. What is a Good Leader? <ul><li>Think of three leaders that you will follow freely. What are their qualities? What do they do that make you want to follow them? How do they affect you? </li></ul><ul><li>Think of three leaders whom you will follow only if you are forced to do so or if you are paid with lots of money or who you will not follow at all no matter what. Why won’t you follow them voluntarily? What are their traits?What do they do? What is their impact on you? </li></ul>
  • 4. Follow Voluntarily <ul><li>Lots of experience </li></ul><ul><li>Considerate </li></ul><ul><li>Empowers people </li></ul><ul><li>Visionary </li></ul><ul><li>Open-minded </li></ul><ul><li>Inspiring </li></ul><ul><li>Leads by example </li></ul><ul><li>Honest </li></ul><ul><li>Commends people </li></ul><ul><li>Good communicator </li></ul><ul><li>Passionate </li></ul><ul><li>Great motivator </li></ul><ul><li>Hardworking </li></ul><ul><li>Humble </li></ul><ul><li>Intelligent/smart </li></ul><ul><li>Risk taker </li></ul><ul><li>Charming </li></ul><ul><li>Thinks of the welfare of his followers </li></ul><ul><li>Approachable </li></ul><ul><li>Flexible </li></ul><ul><li>Transparent </li></ul><ul><li>firm </li></ul><ul><li>principled </li></ul>
  • 5. Follow Unwillingly or Won’t Follow At All <ul><li>Corrupt </li></ul><ul><li>Immoral </li></ul><ul><li>Closed minded </li></ul><ul><li>Does not accept accountability </li></ul><ul><li>Inefficient </li></ul><ul><li>Indecisive </li></ul><ul><li>Incompetent </li></ul><ul><li>Hypocrite </li></ul><ul><li>Doesn’t accept mistakes </li></ul><ul><li>Buck passer </li></ul><ul><li>Rumor Mongerer </li></ul><ul><li>Favorites </li></ul><ul><li>Unethical </li></ul><ul><li>Selfish </li></ul><ul><li>Sarcastic </li></ul><ul><li>Arrogant </li></ul><ul><li>Self-serving </li></ul><ul><li>Lazy </li></ul><ul><li>Self-righteous </li></ul><ul><li>Tainted with dishonor </li></ul><ul><li>Unprofessional </li></ul><ul><li>Narrow minded </li></ul><ul><li>Impatient </li></ul>
  • 6. Research Findings
  • 7. &nbsp;
  • 8. Game Animal Game
  • 9. Winner Vs Loser The winner is part of the answer The loser is part of the problem Best Boss Worst Boss by James B. Miller
  • 10. Winner Vs Loser The winner has a program The Loser has an excuse Best Boss Worst Boss by James B. Miller
  • 11. Winner Vs Loser The winner sees an answer in every problem The loser sees a problem in every answer Best Boss Worst Boss by James B. Miller
  • 12. Winner Vs Loser The winner says, “Let me do it for you” The loser says, “That’s not my job” Best Boss Worst Boss by James B. Miller
  • 13. Winner Vs Loser The winner sees a green near every sand trap The Loser sees 2 or 3 sand traps near every green Best Boss Worst Boss by James B. Miller
  • 14. Winner Vs Loser The winner says,”It may be difficult but it’s not impossible” The loser says,” It may be possible, but it’s difficult” Best Boss Worst Boss by James B. Miller
  • 15. Winner Vs Loser <ul><li>The winner is part of the answer </li></ul><ul><li>The loser is part of the problem </li></ul><ul><li>The winner has a program </li></ul><ul><li>The Loser has an excuse </li></ul><ul><li>The winner says, “Let me do it for you” </li></ul><ul><li>The loser says, “That’s not my job” </li></ul><ul><li>The winner sees an answer in every problem </li></ul><ul><li>The loser sees a problem in every answer </li></ul><ul><li>The winner sees a green near every sand trap </li></ul><ul><li>The Loser sees 2 or 3 sand traps near every green </li></ul><ul><li>The winner says,”It may be difficult but it’s no impossible” </li></ul><ul><li>The loser says,” It may be possible, but it’s difficult” </li></ul>Best Boss Worst Boss by James B. Miller
  • 16. Changing Management Mindset <ul><li>From: </li></ul><ul><li>Managing others </li></ul><ul><li>Directing </li></ul><ul><li>Competing </li></ul><ul><li>Relying on rules </li></ul><ul><li>Using Hierarchy </li></ul><ul><li>Consistency/Sameness </li></ul><ul><li>Secrecy </li></ul><ul><li>Passivity </li></ul><ul><li>Isolation </li></ul><ul><li>People as an expense </li></ul><ul><li>To: </li></ul><ul><li>Leading others </li></ul><ul><li>Guiding </li></ul><ul><li>Collaborating </li></ul><ul><li>Focusing on outcomes </li></ul><ul><li>Using network </li></ul><ul><li>Diversity/Flexibility </li></ul><ul><li>Sharing information </li></ul><ul><li>Risk taking </li></ul><ul><li>Involvement </li></ul><ul><li>People as assets </li></ul>Best Boss Worst Boss by James B. Miller
  • 17. Human Relations <ul><li>The six most important words: </li></ul><ul><li>I admit I made a mistake. </li></ul><ul><li>The five most important words: </li></ul><ul><li>You did a good job! </li></ul><ul><li>The four most important words: </li></ul><ul><li>What is your opinion? </li></ul><ul><li>The three most important words: </li></ul><ul><li>If you please. </li></ul><ul><li>The two most important words: </li></ul><ul><li>Thank you. </li></ul><ul><li>The single most important word: </li></ul><ul><li>We </li></ul><ul><li>The least important word: </li></ul><ul><li>I </li></ul>Best Boss Worst Boss by James B. Miller
  • 18. Leadership <ul><li>L Listening </li></ul><ul><li>E Empowering viewpoint </li></ul><ul><li>A Ambition </li></ul><ul><li>D Desire </li></ul><ul><li>E Example </li></ul><ul><li>R Respect </li></ul><ul><li>S Self-esteem </li></ul><ul><li>H Heart </li></ul><ul><li>I Initiative </li></ul><ul><li>P Patience </li></ul>Best Boss Worst Boss by James B. Miller
  • 19. Famous Leader <ul><li>Dick &amp; Maurice very entrepreneurial established a theater then a drive-in restaurant in 1937. </li></ul><ul><li>1948 they started to serve walk-in clients with fast service (Speedy service system),streamlined their operations and concentrated on selling hamburgers. </li></ul><ul><li>1954 Ray Kroc owner of a milk shake machine factory joined them. He has the vision on what the company can be. A great leader that always in search of good leaders that can help him in running the company. </li></ul>
  • 20. What Leaders Do <ul><li>Establish direction: developing a vision of the future (strategies) </li></ul><ul><li>Aligning people: Communicating, directing by words and deeds </li></ul><ul><li>Motivating and inspiring: Energizing people to overcome problems </li></ul><ul><li>Producing change: dramatic change </li></ul>
  • 21. Leadership <ul><li>We’re all leaders </li></ul><ul><li>Leadership springs from within </li></ul><ul><li>Leadership is not an act . It is a way of living </li></ul><ul><li>Ongoing process </li></ul>
  • 22. Session 2
  • 23. Puzzle Game
  • 24. Teamwork
  • 25. Competitiveness Vs. Cooperation Look at others as enemies Concentrate on yourself Become suspicious of others Win only if you are good Winning determined by your skills Small victory Some joy There are winners and losers Look at others as friends Concentrate on others Become supportive of others Win if you or others are good Winning determined by skills of many Large victory Much joy There are only winners
  • 26. Leadership Hierarchy
  • 27. Level 1 Highly capable individual <ul><li>Makes productive contributions through talent, knowledge, skills and good work habits </li></ul>
  • 28. Level 2 Contributing Team Member <ul><li>Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting </li></ul>
  • 29. Level 3 Competent Manager <ul><li>Organizes people and resources toward the effective pursuit of predetermined objectives </li></ul>
  • 30. Level 4 Effective Leader <ul><li>Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards </li></ul>
  • 31. Level 5 Executive <ul><li>Builds enduring greatness through a paradoxical blend of personal humility and professional will </li></ul>
  • 32. Difference in concern between Level 4 and Level 5 Leaders <ul><li>Level 4 Leaders </li></ul><ul><li>1. Fine tune concept </li></ul><ul><li>2. Strategy questions first : Ask </li></ul><ul><li>What to do? </li></ul><ul><li>What to make? </li></ul><ul><li>How much to charge it? </li></ul><ul><li>Level 5 Leaders </li></ul><ul><li>1. Who’s first </li></ul><ul><li>2. Strategy later, Right people to decide </li></ul><ul><li>3. Statement of trust </li></ul><ul><li>4. Sense of ownership </li></ul><ul><li>5. Commitment </li></ul>
  • 33. Level 5 Leadership (Professional Will) <ul><li>Burning ambition for company Success </li></ul><ul><li>Love firm </li></ul><ul><li>Work relentless for results </li></ul><ul><li>Beyond ambition </li></ul>
  • 34. Level 5 Leadership (Professional Will) <ul><li>Committed to building “Generationally” </li></ul><ul><li>Longevity </li></ul><ul><li>Passing of baton </li></ul><ul><li>Discover ability </li></ul><ul><li>Not weak successor </li></ul>
  • 35. Level 5 Leadership (Personal Humility) <ul><li>Unassuming </li></ul><ul><li>Quietly producing </li></ul><ul><li>Not claiming credit </li></ul><ul><li>Direct attention to others (Mirror Window principle) </li></ul>
  • 36. Tips to avoid Mediocrity in the workplace <ul><li>Keep Raising standards </li></ul><ul><li>Give choice who to lose </li></ul><ul><li>Let go to people unable to meet bar set </li></ul>
  • 37. KEY POINTS <ul><li>Every good-to-great company had Level 5 leadership during the pivotal transition years. </li></ul><ul><li>“ Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. </li></ul>
  • 38. KEY POINTS <ul><li>Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. </li></ul><ul><li>Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two-thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. </li></ul>
  • 39. KEY POINTS <ul><li>Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results . They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. </li></ul><ul><li>Level 5 leaders display workmanlike diligence – more plow horse than show horse. </li></ul>
  • 40. KEY POINTS <ul><li>Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite – they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results. </li></ul>
  • 41. KEY POINTS <ul><li>One of the most damaging trends in recent history is the tendency (especially by boards of directors) to select dazzling, celebrity leaders and to de-select potential Level 5 leaders. </li></ul><ul><li>I believe that potential Level 5 leaders exist all around us, if we just know what to look for, and that many people have the potential to evolve into Level 5. </li></ul>
  • 42. Definitions of Leadership <ul><li>“ The art of mobilizing others to want to struggle for shared aspirations.” </li></ul><ul><li>-Kouzes and Posner,1995 </li></ul><ul><li>“… liberating people to do what is required of them in the most effective and humane way possible.” </li></ul><ul><li>- Max DePree, 1990 </li></ul>
  • 43. Definitions of Leadership <ul><li>“ Leadership…is exercised when persons of certain motives and purposes mobilize, in competition or in conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and to satisfy the motives of followers.” </li></ul><ul><ul><ul><ul><ul><li>James MacGregor Burns, 1975 </li></ul></ul></ul></ul></ul>
  • 44. Definitions of Leadership <ul><li>“ Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals” </li></ul><ul><ul><ul><ul><ul><li>Bass, 1985; Tichy and Devanna, 1986 </li></ul></ul></ul></ul></ul>
  • 45. Difference Between Managing and Leading <ul><li>Managing </li></ul><ul><ul><li>Planning and Budgetting </li></ul></ul><ul><ul><li>Organizing and Staffing </li></ul></ul><ul><ul><li>Controlling and Problem Solving </li></ul></ul><ul><li>Source: A Force for Change, John P. Kotter </li></ul><ul><li>Leading </li></ul><ul><ul><li>Establishing Direction </li></ul></ul><ul><ul><li>Aligning People </li></ul></ul><ul><ul><li>Motivating and Inspiring </li></ul></ul>
  • 46. What Leaders Do
  • 47. What Leaders Do <ul><li>Relentlessly upgrade their teams,using every encounter as an opportunity to evaluate,coach, and build self-confidence. </li></ul><ul><li>Make sure people not only see the vision,they live and breathe it. </li></ul><ul><li>Get into everyone’s skin,exuding positive energy and optimism. </li></ul><ul><li>Establish trust with candor,transparency, and credit. </li></ul><ul><li>Have the courage to make unpopular decisions and gut calls. </li></ul><ul><li>Probe and push with curiosity that borders on skepticism, making sure their questions are answered with action. </li></ul><ul><li>Inspire risk taking and learning by setting the example </li></ul><ul><li>They celebrate! </li></ul>Jack Welch-Winning
  • 48. Relentlessly upgrade their teams,using every encounter as an opportunity to evaluate,coach, and build self-confidence. <ul><li>You have to evaluate-making sure the right people are in the right jobs, supporting and advancing those who are, and moving out those who are not. </li></ul><ul><li>You have to coach-guiding,critiquing, and helping people to improve their performance in every way. </li></ul><ul><li>Build self-confidence-pouring out encouragement,caring and recognition. </li></ul>
  • 49. Make sure people not only see the vision,they live and breathe it <ul><li>No jargons must be used (cannot be noble but vague)! </li></ul><ul><li>Leaders must communicate the vision downstream (never filter!). </li></ul><ul><li>Rewards must be aligned. </li></ul><ul><li>No vision is worth the paper it’s printed on unless it is communicated constantly and reinforced with rewards. </li></ul>
  • 50. Get into everyone’s skin,exuding positive energy and optimism. <ul><li>“ The fish rots from the head”. </li></ul><ul><li>The leader’s mood is catching. </li></ul><ul><li>Unhappy tribes a have a tough time winning. </li></ul><ul><li>An upbeat manager who goes through the day with a positive outlook somehow ends up running a team or organization filled with upbeat people with positive attitude. </li></ul>
  • 51. Establish trust with candor,transparency, and credit. <ul><li>Trust happens when leaders are transparent, candid and keep their words. </li></ul><ul><li>People should know where they stand in terms of their performance. </li></ul><ul><li>People should know how the business is doing. </li></ul><ul><li>Give credits where credit is due. </li></ul>
  • 52. The Candor Effect <ul><li>Gets more people in the conversation and when you get more people in the conversation, you get more ideas. </li></ul><ul><li>Generates speed. When ideas are debated rapidly, expanded and enhanced, they get acted upon. </li></ul><ul><li>Cuts cost. It eliminates meaningless meetings. </li></ul>
  • 53. Have the courage to make unpopular decisions and gut calls. <ul><li>You are not a leader to win a popularity contest. </li></ul><ul><li>Your job is to listen and explain yourself clearly but move forward. </li></ul><ul><li>You’ve been a leader because you’ve seen more and been right more times (listening to your gut). </li></ul>
  • 54. Probe and push with curiosity that borders on skepticism, making sure their questions are answered with action . <ul><li>The job of the leader is to ask questions. Questions like “what if?,Why not? And How come?” </li></ul><ul><li>Your questions must stimulate debates and raise issues that get action. </li></ul><ul><li>You must always challenge to get a bigger and better solution. </li></ul>
  • 55. Inspire risk taking and learning by setting the example <ul><li>Successful companies embrace risk taking and learning. </li></ul><ul><li>Create a culture that welcomes risk by freely admitting your mistakes and talking about what you’ve learned from them. </li></ul><ul><li>Learn from our people. </li></ul><ul><li>Get people who can complement your weaknesses. </li></ul>
  • 56. They celebrate! <ul><li>Celebrating makes people feel like winners and creates an atmosphere of recognition and positive energy. </li></ul><ul><li>Work is too much a part of life not to recognize moments of achievement. </li></ul>
  • 57. Session 3
  • 58. Meeting and Making Friends
  • 59. “ Breaking Down Walls” <ul><li>The objective of the game is to have the most number of correct matches between the person being pertained to and the “descriptor.” </li></ul><ul><li>In your group, individually answer the following questions: </li></ul><ul><ul><li>An amazing fact about yourself not many people know </li></ul></ul><ul><ul><li>A nickname you were fondly called when you were a child </li></ul></ul><ul><ul><li>What you would bring to your High School reunion </li></ul></ul><ul><ul><li>Your greatest fear </li></ul></ul><ul><ul><li>Your priceless possession </li></ul></ul>
  • 60. “ Breaking Down Walls” <ul><li>As a group, decide which of the facts under the five headings you would include in the contest. Your objective is to mislead the other teams so that they could not accurately match the answer with the person it came from. So choose those that few people know about the person. </li></ul>G O !
  • 61. Gandhi
  • 62. Gandhi <ul><li>Private man w/o wealth, property official title </li></ul><ul><li>Not commander of Army </li></ul><ul><li>Nor a Ruler of vast land </li></ul><ul><li>No scientific achievements artistic gift </li></ul>
  • 63. Gandhi <ul><li>Gen. George C. Marshall - Has become the spokesman for the conscience of all mankind </li></ul><ul><li>He made humility and simple truth more powerful than empires </li></ul>
  • 64. Events in Gandhi’s life <ul><li>Southern Africa train ride 1893 - “ No colored atty in South Africa </li></ul><ul><li>Can ’ t walk in the pavement with white men (equal rights) </li></ul><ul><li>Burning of passes (courage and persistence) </li></ul><ul><li>Walking in the pavement with a clergy man ( When your enemy strike you on your right cheek offer your left also) </li></ul><ul><li>Creation of a paper to unite the community </li></ul>
  • 65. Events in Gandhi’s life <ul><li>Quarrel with wife regarding cleaning the restroom (you are human only human) </li></ul><ul><li>New Law (all Indians must be fingerprinted like criminals, Only Christian marriage are valid, Policemen demand card of Indian woman) </li></ul><ul><li>Miners strike </li></ul><ul><li>Prison cell </li></ul>
  • 66. Events in Gandhi’s life <ul><li>His return to India (Politician wants to use him) He saw poverty He was wearing a tunic the same clothes his prison mates wear (No political ambitions) </li></ul><ul><li>His train ride going back to his province he saw the insurgents </li></ul><ul><li>Congress independence rally Politicians who wants to replace the British (Millions that toil the soil under the sun can one say he represents India) </li></ul><ul><li>Live like an India (goes back to basic) </li></ul>
  • 67. Events in Gandhi’s life <ul><li>When ever there is injustice I always believe in fighting. Question do you fight to change things or to punish it ;leave punishment to God </li></ul><ul><li>The visit of the old poor farmer complaining about their landlords </li></ul><ul><li>Second arrest (No shirt if I want to be one with them,I have to live like them) He asked his clergy friend to leave India( is not an easy to decision) Refusal to leave the province and refusal to pay 100 rupees. (Show of character)release without bail </li></ul><ul><li>No Luxuries riding on 3rd class and walking </li></ul><ul><li>A day of fasting (General strike) </li></ul>
  • 68. Events in Gandhi’s life <ul><li>3rd arrest (fighting erupted) </li></ul><ul><li>Massacre of the innocent gathering firing squad (courage to take their anger) </li></ul><ul><li>Joint meeting he requested the British to live India </li></ul><ul><li>Burning of the clothes from England </li></ul><ul><li>Policemen killed by marchers lead to Gandhi’s first fasting (willingness to die for a cause) </li></ul><ul><li>4th arrest sedition (non cooperation with evil is a duty) 6 years imprisonment </li></ul><ul><li>Salt making (Royal monopoly) </li></ul>
  • 69. Events in Gandhi’s life <ul><li>Gandhi’s 5th arrest </li></ul><ul><li>Rally to salt factory wherein the rallyist were beaten by the soldiers and they did not retaliate </li></ul><ul><li>6th arrest the death of his wife </li></ul><ul><li>Hindu vs Muslim </li></ul><ul><li>2nd fasting for peace between Hindu and Muslim </li></ul><ul><li>Hindu who killed a child </li></ul><ul><li>Death of Gandhi </li></ul>
  • 70. Sayings <ul><li>When you’re fighting for a just cause people seemed to pop up even when it’s dangerous </li></ul><ul><li>You must show courage willing to take a blow and not fight back (decrease anger and increases respect) </li></ul><ul><li>Minority of one the truth is the truth </li></ul><ul><li>Each man’s labor is as important as an others </li></ul><ul><li>It’s not me, it’s the principle. And you will do it with joy or not at all </li></ul><ul><li>No cause, that I am prepared to kill. They cannot take a way their self respect if we do not give it to them </li></ul>
  • 71. Sayings <ul><li>Fight against their anger not to provoke it </li></ul><ul><li>Receive the blows in our pain we will make them their injustice </li></ul><ul><li>They make torture my body and kill me they will have my body not my obedience </li></ul><ul><li>My dignity comes from following my husband </li></ul><ul><li>Embarrass those who treats as slave </li></ul><ul><li>Mahatma - Great soul </li></ul><ul><li>Eye for an eye only makes up the whole world blind </li></ul>
  • 72. Leadership Assessment Test
  • 73. ASSESSMENT OF CURRENT LEADERSHIP QUALITIES (FOR POTENTIAL LEADERS) <ul><li>  </li></ul><ul><li>  </li></ul><ul><li>0 = Never 1 = Seldom 2 = Sometimes 3 = Usually 4 = Always </li></ul><ul><li>1.    The person has influence. </li></ul><ul><li>2.    The person has self-discipline. </li></ul><ul><li>3.    The person has a good track record. 4.    The person has strong people skills. 5.    The person has the ability to solve problems. </li></ul><ul><li>6 The person does not accept the status quo. </li></ul><ul><li>7.    The person sees the big picture. </li></ul><ul><li>8.    The person has the ability to handle stress. </li></ul><ul><li>9.    The person displays positive spirit. </li></ul><ul><li>10.The person understands people. 11.The person is free of personal problems. </li></ul><ul><li>12. The person is willing to take responsibility . </li></ul>
  • 74. ASSESSMENT OF CURRENT LEADERSHIP QUALITIES (FOR POTENTIAL LEADERS) <ul><li>13.The person is free from anger. </li></ul><ul><li>14.   The person is willing to make changes. </li></ul><ul><li>15.   The person has integrity. </li></ul><ul><li>16. The person is growing closer to God. </li></ul><ul><li>17.   The person has the ability to see what has to be done next. </li></ul><ul><li>18.   The person is accepted as a leader by others. </li></ul><ul><li>19.   The person has the ability and desire to keep learning. </li></ul><ul><li>20. The person has a manner that draws people. </li></ul><ul><li>21.   The person has a good self-image. </li></ul><ul><li>22. The person has the willingness to serve others. </li></ul><ul><li>23. The person has the ability to bounce back when problem arise. </li></ul><ul><li>24. The person has the ability to develop other leaders. </li></ul><ul><li>25. The person takes initiatives. </li></ul>
  • 75. ASSESSMENT OF CURRENT LEADERSHIP QUALITIES (FOR POTENTIAL LEADERS) <ul><li>90-100 Great leaders (should be mentoring other good &amp; great leaders) </li></ul><ul><li>80-89 Good leaders (must keep growing and keep mentoring others) </li></ul><ul><li>70-79 Emerging leaders (focus on growth and begin mentoring others) </li></ul><ul><li>60-69 Bursting with potential (excellent person to be developed) </li></ul><ul><li>Below 60 Needs growth (may not be ready to be mentored as a leader) </li></ul><ul><li>The below “ 60 ” category is often the most difficult to judge. Some people in this group will never become leaders. </li></ul>
  • 76. Session 4
  • 77. Enneagram
  • 78. Enneagram “ Can help understand fears and desires, strengths and weaknesses, defenses and anxieties, how we react to frustration and disappointment - and, more positively, what our truest capacities and greatest strengths are so that we can build on those rather than on misjudgments and illusions.”
  • 79. Enneagram <ul><li>self-understanding </li></ul><ul><li>self-knowledge </li></ul><ul><li>self-transcendence </li></ul><ul><li>self-transformation </li></ul>
  • 80. Matching <ul><li>Paragraph A : Point 9 The Mediator </li></ul><ul><li>Paragraph B : Point 7 The Epicure </li></ul><ul><li>Paragraph C : Point 8 The Boss </li></ul><ul><li>Paragraph D : Point 2 The Giver </li></ul><ul><li>Paragraph E : Point 1 The Perfectionist </li></ul><ul><li>Paragraph F : Point 3 The Performer </li></ul><ul><li>Paragraph G : Point 6 Loyal Skeptic </li></ul><ul><li>Paragraph H : Point 4 The Romantic </li></ul><ul><li>Paragraph I : Point 5 The Observer </li></ul>The Enneagram Advantage by Helen Palmer
  • 81. Gifts of Each Personality Type 1 Discerner Reformer 2 Empathiser/Sympathiser Generous Compassionate 3 Performer, achiever, efficient Dedicated to work Concerned with productivity 4 Sensitive, tragic romantic Creative with a new way of looking at life Looks at life through art 5 Wise, intelligent, observer, thinker Able to make meaning out of experiences Make the misunderstood understood understandable 6 Responsible, dependable, trustworthy Loyal to what is lawful 7 Optimist, enthusiastic Happy - go - lucky Always a “silver - lining” 8 Leader, magnanimous, empowering Challenge taker 9 Peace maker Mediator
  • 82. I am Peaceful 9 I am Strong 8 1 I am Perfect I am Happy 7 2 I am Caring I am Knowledgeable 5 4 I am Special I am Loyal 6 3 I am Successful The Enneagram of Personality Statements 3
  • 83. Of Separation/Conflict 9 Of Being Weak 8 1 Of Being Imperfect Of Being Deprived 7 2 Of Own Needs Of Being Overwhelmed 5 4 Of Being Ordinary Of Being Abandoned 6 3 Of Failure/Of Being Rejected The Enneagram of Basic Fears 3
  • 84. TYPE HEALTHY POINTS UNHEALTHY POINTS 1 Perfectionist 2 Helper 3 Achiever 4 Romantic Ethical, fair, honest, idealistic, orderly, Productive, reliable, self-discipline Adaptable, caring, compassionate, emphatic, Generous, insightful, loving, sympathizer Confident, efficient, energetic, industrious Optimistic, practical, self-propelled Compassionate, creative, expressive, introspective, intuitive, refined, supportive, warm Anxious, critical, controlling, dogmatic, inflexible, judgmental, overly serious, obsessive-compulsive Hysterical, indirect, manipulative, martyr-like, over-attention, over-doting, possessive Deceptive, narcissistic, overly competitive, pretentious, superficial, vain, vindictive Depressive, guilt-ridden, moody, melancholic, self-absorbed, self-conscious, stubborn
  • 85. TYPE HEALTHY POINTS UNHEALTHY POINTS 5 Observer 6 Questioner 7 Adventurer 8 Asserter 9 Peacemaker Analytical, objective, perceptive, persevering, self-contained, sensitive, wise Caring, dependable, loyal, practical, responsible, warm, witty Charming, confident, curious, enthusiastic, fun-loving, imaginative, spontaneous, quick Authoritative, direct, earthy, energetic, loyal, protective, self-confident Diplomatic, emphatic, generous, open-minded, patient, peaceful, pleasant, receptive Critical, cynical, distant, intellectually, arrogant, stingy, stubborn, unassertive Controlling, defensive, hyper-vigilant, judgmental, paranoid, rigid, self-defeating, testy, unpredictable Impulsive, manic, narcissistic, possessive, rebellious, restless, self-destructive, undisciplined, unfocused Aggressive, controlling, domineering, insensitive, rebellious, self-centered, skeptical, vengeful Apathetic, forgetful, judgmental, obsessive, passive-aggressive, spaced-out, stubborn, unassertive
  • 86. Life Story/Childhood History 1 High standards of excellence “ Good boy/girl” Resentful towards mother 2 Lived in the shadow of somebody important Self-evasive Not aware of theirs needs 3 Put up a front Needs approval for achievements and affirmation 4 Abandoned child Sense of “trip - drama” Can stay long in pain Wants to be understood and not understood 5 Poor mother contact Authoritarian mothers Feel that they have not been loved enough 6 Memories of warmth prematurely cut - off Over protective parental environment Close to authority figure 7 Experience of happiness early in life,but prematurely cut-off 8 Adult at an early age Source of difficulty 9 Unaffectionate mother Family members not emotionally close to one another but in good terms with one another Lived with little “should’s”
  • 87. 1 Perfect 2 Needed 3 Successful 4 Unique 5 Knowledgeable 6 Responsible 7 Joyful 8 Content 9 Peaceful LIFE STATEMENT SELF-CONCEPT MOTIVES Life is being… I am … To/To be... Right Generous Efficient Different Wise Faithful Fun Powerful Peaceful Correct Needed/Loved Approved/Affirmed Understand the self To know/understand Approved the authority Have fun Self-reliant Have unity and harmony
  • 88. 1 Perfect Anger Judgmental 2 Service Pride Possessiveness Manipulative 3 Efficiency Deceit Overly competitive Basic lack of trust Vain 4 Authenticity Envy Putting others down Envious 5 Knowledge Stinginess Overly critical Cynical 6 Security Fear “Rightly obedient” 7 Idealism Over-Indulgence Gluttony Insensitivity 8 Power Arrogance Sarcasm Verbal put-down 9 Self-abasement Laziness Over-patience Lack of involvement TRAPS PASSION MANIFESTATION
  • 89. 1 Anger Resentment Hardworking 2 Need Flattery Helpful 3 Failure Vanity Successful 4 Ordinariness Melancholy Unique 5 Emptiness Stinginess Knowing 6 Deviance Cowardice Loyal 7 Pain Planning Nice 8 Weakness Vengeance Powerful 9 Conflict Indolence Okay AVOIDANCE EGO-FIXATION PRIDE (Idealized Image) I am...
  • 90. Circle of Personality Types with the Centers 9 6 3 7 1 2 5 4 8 GUT HEAD HEART
  • 91. HEAD Brain Put things Sight Fear Central Nervous together System HEART Hypothalamus Relationships Taste Anxiety Heart Lungs GUT Alimentary Energy- Hearing Anger conservation Smelling Survival CENTERS BODY INSTINCT SENSES EMOTIONAL REACTION GROUP
  • 92. HEAD Where am I? Inner world to What will I gain From it? Outer world HEART Who am I with? Outer reality to inner reality GUT Who am I? From past to present How will it help me move in life? Where do I stand? LIFE QUESTIONS MOVEMENTS
  • 93. CENTER HEAD HEART GUT PERSONALITY TYPE FIVE (I) SIX SEVEN (E) TWO (E) THREE FOUR (I) ONE (I) NINE EIGHT (E) CHARACTERISTICS Escapes fear by withdrawing and not being involved Alternates between avoiding and confronting fear Escapes fear through plans and diversions Over relates with people Denies own feelings Assumes image and role from society Relates to self-image Keeps cold anger within Denies own anger Expresses hot anger to others
  • 94. FACIAL EXPRESSION Sharpness of features Concerned look Youthful looking Casual/Sad look Hard post look Hyper-alert/ Scanning look 1 2 3 4 5 6 PHYSICAL APPEARANCE Neat and well-scrubbed Tightness in the mouth or jaw Usually thin Warm and attractive smile Comfortable clothing Usually a little overweight Dresses well/Stylish Try to be fit and trim Dresses with a sense of uniqueness of “drama” Uncomfortable smiles Beard for men Couldn’t care less for fashion Radiate a nervous energy Comfort rather than style SPEECH Sermonize With authority that sounds right Complimentary Flattery “ Advise getting” Propagandizes Demonstrative Dramatic Lamentations Summarizes Cautions Puts limits Protected
  • 95. FACIAL EXPRESSION Cheery, chubby look Weather-beaten face Plain/Blank look 7 8 9 PHYSICAL APPEARANCE Smile a lot Teddy bearish but not fat Sense of style Husky side Liable to wear massive outfit Fairly relaxed and pleasant Comfortable clothing SPEECH Story-telling Talkative Humorous Entertaining Sarcastic “ NO” Debunks Monotone “ Matter-of-fact”
  • 96. Arrow Theory 9 8 7 5 4 6 1 2 3 3
  • 97. Arrow Theory TYPE 1 2 3 4 5 6 STRESS POINT 4: Suffer and feel misunderstood 8: Irrational anger 9: Out of touch with their feelings and operates mechanically 2: Please, charm and flatter others 7: Plan and daydream instead of action 3: Become anxious and take action defensively SECURE POINT (Against the Arrow ) 7: Becomes playful, less perfectionist; relaxed 4: Able to express sadness, tears and one’s personal needs 6: More cooperative and less concerned with status 1: Become more neat and in order 8: Become assertive and involved with others 9: More relaxed, self-assured and makes decisions
  • 98. Arrow Theory TYPE 7 8 9 STRESS POINT 1: Judgmental, pessimistic, perfectionist 5: Runs away, hides and concocts revenge 6: Becomes afraid; self- doubting and indecisive SECURE POINT (Against the Arrow) 5: Move into work and production and spends less time daydreaming 2: More playful, joyful and interested in pleasing people 3: Becomes more energetic, involved with life and successful
  • 99. TYPE 1 2 3 4 5 6 WINGS 9: Less self-concerned, less vain and more easy-going 2: Concerned with their appearance, more sensitive to others, dramatic in their presentations and more proud 1: Lazier, have less energy, and more concerned with things being right 3: More aggressive, but aggressive seduction 2: Takes on the feelings of others 4: Dramatizes their own feelings 3: More aggressive and focuses on external accomplishments, but sabotages success in private life 5: Withdrawn and isolated 4: Into their feelings, artistic and melancholic 6: Operates intellectually, disconnected from their feelings and the emotions of others 5: Softer, quieter and more withdrawn 7: More aggressive, optimistic and relates with the world
  • 100. TYPE 7 8 9 WINGS 6: Unsure of themselves and carries a slight nervous energy; hesitates to act 8: A sense of internal power, tougher and more aggressive 7: More Intellectual, idealistic and into planning 9: More pragmatic and acts more from the gut than the head 8: Sloppy dresser and overtly angry 1: In control of themselves and the environment, repressed anger, have sense of how things should be
  • 101. TYPE 1 2 3 4 5 6 STRENGTHS Does the right thing and not easily swayed by external pressures Careful Sensitive to emotional levels Excellent caretakers/care-givers Goal Oriented Have an innate way of knowing how to relate to the world Highly developed artistic sense Deeply in touch with the pain and sadness in life Keen sense of style and fashion Good sense of objectivity Utilizes resources efficiently Excellent listeners Independent that they don’t seek others to take care of them Long attention span Careful and precise Focused concentration
  • 102. TYPE 7 8 9 STRENGTHS Pleasant and very easy to get along with Imaginative brainstormers and visionaries Positive approach to life What is within, so without Defenders of the weak Confronts life as it is Sees all sides of an issue Fairly generous and easy-going Does not expect something in return
  • 103. TYPE 1 2 3 4 5 OCCUPATIONS Physician Teacher Librarian Nurse Accountant Secretary Clergy Technician Social Worker Nurse Psychologist Executive Secretary Physician Clergy Acting Advertising Medicine Corporate Management Marketing Banking Sales Entrepreneurship Promotion Politics Acting Critic Counselor Dancing Entertainer Painting Interior decoration Accountant Computer Programmer Academic Positions Archaeologist Research Scientist Writer Librarian
  • 104. TYPE 6 7 8 9 OCCUPATIONS Engineer Civil Servant Officer in the armed forces Machinist Technologist Police Officer Builder School Instructor Fire fighter Consultant Entrepreneur Public relations Editor Writer Management staff Scientist Police Officer Armed forces officer Businessman Lawyer Union Organizer Sports figure Manager Arbitrator Umpire Bureaucrat Ambassador Referee Administrator Lab Technician
  • 105. TYPE 1 2 3 4 5 ATTRACTIVE Quality control Meticulous attention to detail Clear organizational structure Correcting errors Work that requires continuous improvement Associations with others Associations with the “needy” others Space for continuing development Where potentials excel the most Performance-oriented Quick turn-overs and results Creative jobs that facilitate unique, strange or eccentric approach Analysis and reanalysis Limited association with others Information and research UNATTRACTIVE No clear-cut guidelines Work that requires on-the-spot decisions with minimal information Work that provides the least stroking, positive feedback and gratitude Routinary Work that involves time and experimentation Mundane and ordinary Open competition Confirmation and direct association with others
  • 106. TYPE 6 7 8 9 ATTRACTIVE Hierarchy-oriented Being with authority or being authority to oneself Planning and conceptualizing Visioning Being in the new Leadership Mediatorship UNATTRACTIVE On-the-spot decisions Implementation Fixed guidelines Following orders Conflict
  • 107. TYPE 1 2 3 4 5 HELPING THE OTHER Don’t like to be told Show interest in what they are doing Teach them to relax Help them to be aware of their feelings Acknowledge their needs Assure them Help them express their need Delay your “thank you’s” Affirm what is real in them Help them to accept failure Ride on to the mental framework but be in touch with the truth Help them to focus on the ordinary Help them to come out of their cave. Do not wait for them to come out for you will be out-witted By coaxing their creativity, challenge them and affirm them Show interest in their writing Challenge them to something new
  • 108. TYPE 6 7 8 9 HELPING THE OTHER Call to test courage Affirm them Follow them through Don’t like to be told Call them to be accountable of their own plans Give them the hardwork Do not pick up pieces for them, let them do it Call them to awareness of what they are doing Call their gentleness Do not counter aggression Disarm them in a gentle way Help them manage the conflict Call them out of their shells for they contain gold
  • 109. FRIENDSHIPS 1 1 - 2 - 4 - 7 - 8 – 9 6 6 - 3 - 5 - 7 - 9 2 2 - 1 - 3 - 4 - 5 - 8 7 7 - 1 - 5 - 6 - 8 3 3 - 2 - 4 - 6 – 9 8 8 - 1 - 2 - 5 - 7 - 9 4 4 - 1 - 2 - 3 – 5 9 9 - 1 - 3 - 6 - 8 5 5 - 2 - 4 - 6 - 8
  • 110. Point 1 The Perfectionist <ul><li>Attention goes to error, to what needs correcting </li></ul><ul><li>Judging mind. Things are either right or wrong </li></ul><ul><li>Powerful inner critic monitors thought, word and deed </li></ul><ul><li>Worried about getting things right; unusually sensitive to criticism </li></ul><ul><li>Striving for perfection </li></ul><ul><li>Responsible </li></ul><ul><li>Postpones pleasures </li></ul><ul><li>Repression of impulses/desires </li></ul><ul><li>Focus on being good </li></ul><ul><li>Rigid, overly controlled </li></ul><ul><li>Independence valued </li></ul><ul><li>Virtue is it’s own reward </li></ul>The Enneagram Advantage by Helen Palmer
  • 111. One at Work <ul><li>Work Best In -Organization with clear guidelines and in jobs requiring details such as Accounting, Finance, Science and Technology </li></ul><ul><li>Have problems working in - Fields where the rules of the game constantly change, such as Marketing technological products, Entrepreneurial set ups, where decisions are made with partial information </li></ul><ul><li>Where business wants it’s ones - Hospital operating rooms, Nuclear reactor inspection teams </li></ul>The Enneagram Advantage by Helen Palmer
  • 112. Point 2 The Giver <ul><li>Attention goes to the needs of significant others </li></ul><ul><li>Price in giving/helping”People depend on my help” </li></ul><ul><li>Gives to get approval and acceptance </li></ul><ul><li>Sometimes feels taken advantage of </li></ul><ul><li>Hard to express own needs </li></ul><ul><li>Self-presentation alters to please significant people </li></ul><ul><li>Manipulative. Indirect approach to meeting own needs </li></ul><ul><li>Likes to be the power behind the throne </li></ul>The Enneagram Advantage by Helen Palmer
  • 113. Two at Work <ul><li>Work Best In - Jobs where there’s a high interpersonal component: Human resources, health care professions, service industries, sales representatives. </li></ul><ul><li>Have problems working in- Jobs that are isolated from positive contact with people: lighthouse keeper, forest ranger, computer programmer </li></ul><ul><li>Where business wants it’s twos - Facilitating a fund raising drive, representing them at local chamber of commerce luncheons, dealing with the media </li></ul>The Enneagram Advantage by Helen Palmer
  • 114. Point 3 The Performer <ul><li>Attention goes to accomplishing things </li></ul><ul><li>Leisure activities are also results oriented </li></ul><ul><li>Focus on goals not means </li></ul><ul><li>Seeks approval and acceptance based on performance </li></ul><ul><li>Image is important. Looking good </li></ul><ul><li>inattention to feelings </li></ul><ul><li>Fits own image to a work role </li></ul><ul><li>Anger at obstacles to tasks </li></ul><ul><li>Impatient. Feels constant pressure to perform </li></ul>The Enneagram Advantage by Helen Palmer
  • 115. Three at Work <ul><li>Work Best In - Competitive environment with a ladder to climb and a clear system of rewarding effort. Salary, titles, and decision-making roles are incentives. </li></ul><ul><li>Have problems working in - Jobs that require periods of apparent inactivity no clear game plan. Threes do not like to sit around and talk about ideas, revise a decision or get slowed down by questions. </li></ul><ul><li>Where business wants it’s threes - Marketing, sales and advertising; during rapid expansion phase of any business; situations that require efficiency, streamlining and rapid turnaround. </li></ul>The Enneagram Advantage by Helen Palmer
  • 116. Point 4 The Romantic <ul><li>Attention goes to what is missing </li></ul><ul><li>Push-pull Phenomena </li></ul><ul><li>Feels special and elite </li></ul><ul><li>An abandonment theme “ I’m not lovable” </li></ul><ul><li>Empathetic, especially for the suffering of others </li></ul><ul><li>Romantic and artistic </li></ul><ul><li>Resists being evaluated. I’m different </li></ul>The Enneagram Advantage by Helen Palmer
  • 117. 4 at Work <ul><li>Work Best In - Jobs in which creativity and individuality are prized. They gravitate toward distinctive work-advertising, performance arts, product design </li></ul><ul><li>Have problems working in-Jobs that are rigid, impersonal structures, or where the work is repetitive: the military, insurance warehousing. Fours don’t work well with better paid, more popular coworkers </li></ul><ul><li>Where business wants it’s Fours-Onstage, creating in the lab or at the drafting table: modeling </li></ul>The Enneagram Advantage by Helen Palmer
  • 118. Point 5 The Observer <ul><li>Marked need for privacy </li></ul><ul><li>Attention goes to observing rather than participating </li></ul><ul><li>Intellectualizes </li></ul><ul><li>Detached from feeling </li></ul><ul><li>Limits intrusion from a world that wants too much </li></ul><ul><li>Minimalist. Reduces needs;limits desires </li></ul><ul><li>Self-sufficient </li></ul><ul><li>Hoards time, space, energy, knowledge </li></ul><ul><li>Compartmentalizes </li></ul><ul><li>Looks superior (aloof), but feels inferior </li></ul>The Enneagram Advantage by Helen Palmer
  • 119. 5 at Work <ul><li>Work Best In - Jobs where there’s time to think. Research and development, libraries, night shift at the computer lab </li></ul><ul><li>Have problems working - Jobs that require open competition or confrontation: The trading desk at a brokerage firm. Fast paced interpersonal jobs, customer service desk at a department store. Jobs requiring emotional contact, day care provider, airline hostess </li></ul><ul><li>Where business wants it’s Fives - Jobs calling for continuous reanalysis: University professors, long-range planner, on the board of directors </li></ul>The Enneagram Advantage by Helen Palmer
  • 120. Point 6: Loyal Skeptic <ul><li>Attention goes to potential difficulties, danger, interference </li></ul><ul><li>Active imagination;amplifies questionable areas </li></ul><ul><li>Safety and security concerns </li></ul><ul><li>Doubting mind, contrary thinking </li></ul><ul><li>Questions people. “Bullshit detectors” </li></ul><ul><li>Sees implications, inferences and hidden meanings </li></ul><ul><li>Questions authority </li></ul><ul><li>Ambivalent about success; discounts it or fails to complete project </li></ul><ul><li>Procrastinates because of fearing the outcome </li></ul>The Enneagram Advantage by Helen Palmer
  • 121. 6 at Work <ul><li>Work Best In - Environments where there are clear lines of authority and defined problems. Jobs where honesty and asking hard questions are valued: University classrooms, auditing and investigative work </li></ul><ul><li>Have problems working - Environments that have ambiguous guidelines, an insider track, and lots of behind the scenes wheeling and dealing </li></ul><ul><li>Where business wants it’s Sixes - Prosecuting attorneys, Chief financial officers, heading planning departments and compliance officers </li></ul>The Enneagram Advantage by Helen Palmer
  • 122. Point 7: The Epicure <ul><li>Attention goes to what is positive and to future possibilities </li></ul><ul><li>Optimistic; sees multiple options </li></ul><ul><li>Difficulty with commitment </li></ul><ul><li>Doe not want limits </li></ul><ul><li>Pleasure-seeking, life is an adventure </li></ul><ul><li>A glutton for experience and enjoyment </li></ul><ul><li>Has many interest </li></ul><ul><li>Active-lots of projects and overbooked </li></ul><ul><li>Experience is more important than success </li></ul><ul><li>Feels entitled; narcissistic </li></ul><ul><li>Charming and disarming </li></ul>The Enneagram Advantage by Helen Palmer
  • 123. 7 at Work <ul><li>Work Best In - Jobs where there ’ s a spirit of adventure: fast-paced settings and rapidly changing information Sevens are theoreticians, futurist and multi task people </li></ul><ul><li>Have problems working - Jobs with predictable futures that can be finessed to make them more interesting, or repetitive work isolated from, simulation, laboratory and assembly-line worker, tailor </li></ul><ul><li>Where business wants it ’ s Sevens - The brainstorming and planning stage of any interesting project. Discovering points of similarity between different fields of interest, university interdisciplinary studies track, jobs requiring networking and promoting complex ideas, such as politics, lobbying, media production manager, public relations outreach, field works </li></ul>The Enneagram Advantage by Helen Palmer
  • 124. Point 8: The Boss <ul><li>Attention goes to power, dominance, and control of territory </li></ul><ul><li>Concerned with strength and protecting the weak </li></ul><ul><li>Denies own vulnerability and weakness </li></ul><ul><li>All or nothing polarities; things are black or white </li></ul><ul><li>Believes in absolute truth, justice </li></ul><ul><li>Aggressive, intimidating and impulsive </li></ul><ul><li>Wants stimulation and excitement </li></ul><ul><li>Direct and confrontational </li></ul><ul><li>Express anger (“gets pissed”) </li></ul>The Enneagram Advantage by Helen Palmer
  • 125. 8 at work <ul><li>Work Best In - Jobs where there’s competitive juice and constructive outlet for energy. Eights like their own fiefdom and a clear chain of command for redress of grievances. Real estate developer, CEO of their own company, Military commanders. </li></ul><ul><li>Have problems working In - Jobs that require protracted diplomacy and shared power: co-chair of anything , consumer relations, representative commanders. </li></ul><ul><li>Where business wants it Eights - At the helm during confrontation, spearheading an expansion phase; trial lawyers, union organizer, manager of a sports team </li></ul>The Enneagram Advantage by Helen Palmer
  • 126. Point 9: The Mediator <ul><li>Attention shifts to secondary activities </li></ul><ul><li>Nonessentials may get equal attention with the essential </li></ul><ul><li>Sees all sides of an issue </li></ul><ul><li>Peacemaker/harmonizer; overly adaptive </li></ul><ul><li>Pleasing and caring;has difficulty saying no </li></ul><ul><li>Participates. Joins in </li></ul><ul><li>Wants the comfortable solution, avoids conflicts </li></ul><ul><li>Ambivalent </li></ul><ul><li>Indirect anger;passive aggression </li></ul><ul><li>Contains own energy and anger </li></ul>The Enneagram Advantage by Helen Palmer
  • 127. 9 at Work <ul><li>Work Best In - Jobs that require big-picture perspectives and take account of multiple inputs: global planning. </li></ul><ul><li>Have problems working In - Fast paced, rapidly changing environments that downplay interpersonal communication. </li></ul><ul><li>Where business wants it Nines - U.S. postal service, Vice President administration, office manager, big picture planning </li></ul>
  • 128. Ron Kauffman
  • 129. Session 5
  • 130. Priority
  • 131. Prioritize <ul><li>High Importance /High Urgency </li></ul><ul><li>High Importance/Low Urgency </li></ul><ul><li>Low importance/High Urgency </li></ul><ul><li>Low Importance/Low Urgency </li></ul>
  • 132. High Importance /High Urgency <ul><li>Tackle these projects first </li></ul>
  • 133. High Importance/Low Urgency <ul><li>Set deadlines for completion and get these projects worked into your daily routine </li></ul>
  • 134. Low importance/High Urgency <ul><li>Find quick, efficient ways to get this work done without much personal involvement. If possible delegate it to a “can do” assistant </li></ul>
  • 135. Low Importance/Low Urgency <ul><li>This is busy or repetitious work such as filling. Stack it up and do it in one-half hour segments every week; get somebody else to do it; or don’t do it at all. </li></ul>
  • 136. Priority Principle <ul><li>You cannot overestimate the unimportance of practically everything </li></ul><ul><li>Violin Player </li></ul>
  • 137. Priority Principle <ul><li>The good is the enemy of the best </li></ul><ul><li>Lighthouse keeper </li></ul>
  • 138. Priority Principle <ul><li>You can’t have it all </li></ul><ul><li>Mountain climber </li></ul>
  • 139. Priority Principle <ul><li>Too many priorities paralyze us </li></ul><ul><li>LION TAMER </li></ul>
  • 140. Priority Principle <ul><li>Time deadlines and emergencies force us to prioritize </li></ul><ul><li>Effectiveness versus Efficiency </li></ul>
  • 141. Priority Principle <ul><li>Too often we learn too late what is really important </li></ul><ul><li>Family Ranch </li></ul><ul><li>“ Nobody on his death bed ever said, “I wish I had spent more time on my business ’ ” </li></ul>
  • 142. Film Showing Emotional Intelligence
  • 143. Module Two – Self-Acceptance and Self-Mastery
  • 144. Points from D. Goldman <ul><li>Pre-frontal areas: executive center </li></ul><ul><li>amygdala: emotional center </li></ul><ul><ul><li>Storage of emotional memory </li></ul></ul><ul><ul><li>Impulses and Hi-jack – dramatic, reactive behavior patterns or attempts at symbolic resolutions </li></ul></ul><ul><ul><li>Tells us how we are and what we value </li></ul></ul><ul><li>Self-Management: </li></ul><ul><ul><li>interaction between the two </li></ul></ul><ul><ul><li>Requires use of both and choice </li></ul></ul>
  • 145. Points from D. Goldman <ul><li>Self-Management: </li></ul><ul><ul><li>interaction between the two </li></ul></ul><ul><ul><li>Requires use of both and choice </li></ul></ul><ul><ul><li>Requires increase of inner freedom </li></ul></ul><ul><ul><ul><li>External locus of control vs. Internal locus of control </li></ul></ul></ul><ul><li>Empathy </li></ul>
  • 146. Leadership Development Process <ul><li>Transformation is essential: from self-orientation to other orientation </li></ul><ul><li>Usually triggered by crisis </li></ul><ul><li>Same person, shift in orientation </li></ul>
  • 147. Daniel Goleman: EI Dimensions and Associated Competencies <ul><li>Personal Competence: These capabilities determine how we manage ourselves </li></ul><ul><ul><li>Self-Awareness </li></ul></ul><ul><ul><ul><li>Emotional Self-Awareness: Reading one’s own emotions and recognizing their impact; using gut to guide decisions </li></ul></ul></ul><ul><ul><ul><li>Accurate Self-Assessment: Knowing one’s strengths and limits </li></ul></ul></ul><ul><ul><ul><li>Self-Confidence: A sound sense of one’s self-worth and capabilities </li></ul></ul></ul>
  • 148. Daniel Goleman: EI Domains and Associated Competencies <ul><li>Personal Competence: </li></ul><ul><ul><li>Self-Management </li></ul></ul><ul><ul><ul><li>Emotional Self-Control: Keeping disruptive emotions and impulses under control </li></ul></ul></ul><ul><ul><ul><li>Transparency: Displaying honesty and integrity;trustworthiness </li></ul></ul></ul><ul><ul><ul><li>Adaptability: Flexibility in adapting to changing situations or overcoming obstacles </li></ul></ul></ul><ul><ul><ul><li>Achievement: The drive to improve performance to meet inner standards of excellence </li></ul></ul></ul>
  • 149. Daniel Goleman: EI Domains and Associated Competencies <ul><li>Personal Competence: </li></ul><ul><ul><li>Self-Management </li></ul></ul><ul><ul><ul><li>Initiative: Readiness to act and seize opportunities </li></ul></ul></ul><ul><ul><ul><li>Optimism: Seeing the upside in events </li></ul></ul></ul>
  • 150. Daniel Goleman: EI Domains and Associated Competencies <ul><li>Social Competence: These capabilities determine how we manage relationships </li></ul><ul><ul><li>Social Awareness </li></ul></ul><ul><ul><ul><li>Empathy: Sensing other’s emotions, understanding their perspective, and taking active interests in their concerns </li></ul></ul></ul><ul><ul><ul><li>Organizational Awareness:Reading the currents, decision networks, and politics at the organizational level </li></ul></ul></ul><ul><ul><ul><li>Service: Recognizing and meeting follower, client, or customer needs </li></ul></ul></ul>
  • 151. Daniel Goleman: EI Domains and Associated Competencies <ul><li>Social Competence: </li></ul><ul><ul><li>Relationship Management </li></ul></ul><ul><ul><ul><li>Inspirational Leadership: Guiding and motivating with a compelling vision </li></ul></ul></ul><ul><ul><ul><li>Influence: Wielding a range of tactics for persuasion </li></ul></ul></ul><ul><ul><ul><li>Developing Others: Bolstering other’s abilities through feedback and guidance </li></ul></ul></ul>
  • 152. Daniel Goleman: EI Domains and Associated Competencies <ul><li>Social Competence: </li></ul><ul><ul><li>Relationship Management </li></ul></ul><ul><ul><ul><li>Change Catalyst: Initiating, managing,and leading in a new direction </li></ul></ul></ul><ul><ul><ul><li>Conflict Management: Resolving disagreements </li></ul></ul></ul><ul><ul><ul><li>Teamwork and Collaboration: Cooperation and teambuilding </li></ul></ul></ul>
  • 153. Integration Self-Awareness Self- Management Social Awareness <ul><li>Relationship Management </li></ul><ul><li>- Inspirational Leadership </li></ul><ul><li>-Influence </li></ul><ul><li>-Developing Others </li></ul><ul><li>-Change Catalyst </li></ul><ul><li>Conflict Management </li></ul><ul><li>Teamwork </li></ul>
  • 154. Integration <ul><li>4 Dimensions </li></ul><ul><li>Self-Awareness </li></ul><ul><li>Self-Management </li></ul><ul><li>Social Awareness </li></ul><ul><li>Relationship Management </li></ul>Competencies Resonant Leader
  • 155. Feelings <ul><li>Natural </li></ul><ul><li>Neutral </li></ul><ul><li>Personal – close to home </li></ul><ul><li>Tells us how we really are </li></ul><ul><li>Tells us our preferences, and therefore, our values. Or, in other words, what is important to me. </li></ul>
  • 156. Feelings <ul><li>Tells us our patterns of needs and of valuing </li></ul><ul><li>Therefore, provides clues as to how we are at a point in time and more importantly, who we are. </li></ul><ul><li>Unrecognized, you are susceptible to amygula hi-jacks that affect your decisions and actions, manipulation by others, and simply drifting or being “lost”. </li></ul>
  • 157. Pattern of Individual Change by Fr. Calpotura, S.J. <ul><li>Desensitized </li></ul><ul><li>Sensitized </li></ul><ul><li>Clash of Perception of Reality and Self-Images </li></ul><ul><li>Decision Point: to change how I am or not </li></ul><ul><li>If decision is to change, then behavioral experimentation </li></ul><ul><li>Behavior becomes a habit </li></ul>
  • 158. Topics for Sharing <ul><li>When I was younger, … </li></ul><ul><li>I had fun when … </li></ul><ul><li>A low point in my life was … </li></ul><ul><li>I am afraid of… </li></ul><ul><li>One time I felt successful was when … </li></ul><ul><li>I feel loved when … </li></ul>
  • 159. PRIMAL LEADERSHIP Daniel Goleman
  • 160. Daniel Goleman’s Primal Leadership <ul><li>The fundamental task of leaders…is to prime good feeling in those they lead. That occurs when a leader creates resonance – a reservoir of positivity that frees the best in people. At root the primal job of a leader is emotional. </li></ul><ul><li>Resonant Leadership – to be in synch </li></ul><ul><li>Dissonant Leadership – to be off-key </li></ul><ul><li>Source: Daniel Goleman, Primal Leadership </li></ul>
  • 161. Primal Leadership <ul><li>Great leadership works through the emotions. The primal task of a leader is to drive collective emotions in a positive direction and clear the smog created by toxic emotions. Its effects extend beyond ensuring that a job is well done to include supportive emotional connection, or “empathy”. </li></ul>
  • 162. Primal Leadership <ul><li>When leaders drive emotions positively, they bring out everyone’s best, an effect called resonance . </li></ul><ul><li>When leaders drive emotions negatively, they spawn dissonance , undermining the emotional foundations that let people shine. </li></ul>
  • 163. Primal Leadership <ul><li>The key to making primal leadership work lies in the leadership competencies of emotional intelligence : the manner by which leaders handle themselves and their relationships. </li></ul>
  • 164. Primal Leadership <ul><li>The Open Loop </li></ul><ul><li>The reason a leader’s manner matters so much is in the design of the human brain: the open loop nature of the limbic system, our emotional centers. </li></ul><ul><li>A closed loop system is self-regulating (e.g. the circulatory system); an open loop system depends largely on external sources to manage itself. In other words, we rely on connections with other people for our own emotional stability . </li></ul>
  • 165. Primal Leadership <ul><li>The Open Loop </li></ul><ul><li>Research has shown that the comforting presence of another person not only lowers the person’s blood pressure, but also slows down the secretion of fatty acids that block arteries. </li></ul>
  • 166. <ul><li>Scientists describe the open loop as “interpersonal limbic regulation,” whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms, and even immune functions inside the body of another. The open loop design of the limbic system means that other people can change our very physiology—and so our emotions. </li></ul><ul><li>People in groups at work inevitably “catch” feelings from one another. The more cohesive the group, the stronger the sharing of moods. </li></ul>Primal Leadership
  • 167. <ul><li>Contagion and Leadership </li></ul><ul><li>The enduring reality of business is that everyone watches the boss and take their emotional cues from the top, even when he is not highly visible. </li></ul><ul><li>Leaders play a pivotal role in determining shared emotions. They “manage meaning” for a group, offering a way to interpret, and so react emotionally to , a given situation. Leaders set the emotional standard. </li></ul>Primal Leadership
  • 168. <ul><li>Contagion and Leadership </li></ul><ul><li>When people feel good, they work at their best. They become better at understanding information, making decisions, are more flexible in their thinking, and view other people and events in a more positive light. </li></ul><ul><li>The more positive the overall moods of the people in a team, the more cooperatively they work together, and the better the company’s business results. </li></ul>Primal Leadership
  • 169. <ul><li>Contagion and Leadership </li></ul><ul><li>Group IQ , the sum total of every person’s best talents contributed at full force, depends on the group’s emotional intelligence. Good leaders create a friendly but effective climate that lifts everyone’s spirits. </li></ul>Primal Leadership
  • 170. Resonant Leadership <ul><li>Resonance comes from the Latin word resonare , to resound, and refers to “the reinforcement of prolongation of sound by synchronous vibration.” This is analogous to feeling “in synch”. Dissonance , on the other hand, refers to a lack of harmony. </li></ul><ul><li>The more resonant people are with each other, the less static are their interactions. Resonance minimizes the “noise” in the system. </li></ul><ul><li>The glue that holds people together in a team, and that commits people to an organization, is the emotions that they feel. Connecting with others at an emotional level makes work more meaningful. </li></ul><ul><li>Emotional Intelligence Competencies: The Vehicles of Primal Leadership </li></ul><ul><li>These EI Competencies are not innate talents, but learned abilities , each of which has a unique contribution to making leaders more resonant, and therefore more effective. </li></ul><ul><li>Effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence. </li></ul>
  • 171. Primal Leadership <ul><li>Resonance stems from whole sets of coordinated activities that comprise particular leadership styles. The best, most effective leaders act according to one or more of six distinct approaches to leadership and skillfully switch between the various styles depending on the situation. </li></ul>
  • 172. The Leadership Styles <ul><li>Visionary </li></ul><ul><li>Coaching </li></ul><ul><li>Affiliative </li></ul><ul><li>Democratic </li></ul><ul><li>Pace Setting </li></ul><ul><li>Commanding </li></ul>
  • 173. The Visionary Leader <ul><li>Visionary leaders articulate where a group is going, but not how it will get there—allowing people to innovate, experiment and take calculated risks. </li></ul><ul><li>The sense that everyone is working toward shared goals builds team commitment: People feel pride in belonging to their organization. </li></ul>
  • 174. The Visionary Leader <ul><li>Visionary leaders retain their most valued employees as they resonate with the company’s values, goals and mission. </li></ul><ul><li>These leaders also help people see how their work fits into the big picture, lending people a clear sense that what they do matters, and why. This maximizes buy-in for the organization’s overall goals and strategy. </li></ul>
  • 175. The Visionary Leader <ul><li>Overall, the visionary style is the most effective. By continually reminding people of the larger purpose of their work, the visionary leader lends a grand meaning to otherwise workaday, mundane tasks as they understand that the shared objectives are aligned with their own. The result: inspired work. </li></ul>
  • 176. The Visionary Leader <ul><li>What Makes A Visionary </li></ul><ul><li>When it is time to change directions, self-confidence and being a change catalyst smooth the transition. </li></ul><ul><li>Transparency is also crucial; leaders must truly believe their own visions. This also means the removal of barriers or smokescreens. Visionary leaders understand that distributing knowledge is the secret to success. </li></ul><ul><li>Empathy is the most important EI competence. The ability to sense how others feel and to understand their perspectives means that a leader can articulate a truly inspired vision. </li></ul>
  • 177. The Visionary Leader <ul><li>When It Works </li></ul><ul><li>Works well in many business situations, but is particularly effective during a turnaround or when a company is need of a fresh vision. This comes naturally to “transformational” leaders. </li></ul>
  • 178. The Visionary Leader <ul><li>When It Doesn’t </li></ul><ul><li>When working with people who are more experienced </li></ul><ul><li>When trying to be visionary becomes overbearing, thus undermining the egalitarian spirit of team-based management </li></ul>
  • 179. Communication is key… “ Think” Challenge/ Improve – don’t just “DO”
  • 180. The Leader
  • 181. Being out in front you may see the promised land…
  • 182. but remember what your staff sees… Your Staff
  • 183. &nbsp;
  • 184. We must get our staff to understand where we are headed and how we are going to get there. They must feel a part of building the business and understand how they contribute to it !!!!
  • 185. &nbsp;
  • 186. The Art of the One-on-One: The Coaching Style <ul><li>Coaches help people identify their unique strengths and weaknesses, tying those to their personal and career aspirations. By linking people’s daily work to their long-term goals, coaches keep people motivated. Only by getting to know people on a deeper, personal level can leaders begin to make that link a reality. </li></ul>
  • 187. The Art of the One-on-One: The Coaching Style <ul><li>Coaches delegate. They give people challenging assignments that stretch them, rather than tasks that simply get the job done. </li></ul><ul><li>They also tolerate failure, understanding that it can further an employee’s dreams. </li></ul>
  • 188. The Art of the One-on-One: The Coaching Style <ul><li>What Makes a Coach </li></ul><ul><li>Exemplifies the EI competence of developing others , exploring employees’ goals and values and expanding their own repertoire of abilities. </li></ul><ul><li>Emotional self-awareness makes leaders authentic and able to give advice that is genuinely in the employee’s best interest. </li></ul><ul><li>Empathy means listening first before reacting or giving feedback. “Is this about my issue or goal, or theirs?” </li></ul>
  • 189. The Art of the One-on-One: The Coaching Style <ul><li>A good coach communicates a belief in people’s potentials and an expectation that they can do their best. Thus they feel motivated to uphold their own high standards for performance and feel accountable for how well they do. </li></ul><ul><li>Coaching may take the form of an active mentoring program. </li></ul><ul><li>The coaching style may not scream “bottom-line results”, but in an indirect way, it delivers them. </li></ul>
  • 190. The Art of the One-on-One: The Coaching Style <ul><li>When It Works </li></ul><ul><li>Works best with employees that show initiative and want more professional development. </li></ul><ul><li>When It Doesn’t </li></ul><ul><li>When the employee lacks motivation or requires excessive personal direction and feedback, or when the leader lacks the sensitivity needed to help the employee along. </li></ul><ul><li>When executed poorly, this approach looks more like micromanaging or excessive control. This may undermine an employee’s self-confidence and create a downward performance spiral. </li></ul>
  • 191. The Art of the One-on-One: The Coaching Style <ul><li>When It Doesn’t </li></ul><ul><li>When the employee lacks motivation or requires excessive personal direction and feedback, or when the leader lacks the sensitivity needed to help the employee along. </li></ul><ul><li>When executed poorly, this approach looks more like micromanaging or excessive control. This may undermine an employee’s self-confidence and create a downward performance spiral. </li></ul>
  • 192. Relationship Builders: The Affiliative Style <ul><li>Open sharing of emotions is one hallmark of the affiliative leadership style. These leaders tend to value people and their feelings over accomplishing tasks and goals. They strive to keep people happy, to create harmony and to build team resonance. </li></ul><ul><li>Has a surprisingly positive impact on a group’s climate. By recognizing employees as people, such leaders build tremendous loyalty and strengthen connectedness. </li></ul>
  • 193. Relationship Builders: The Affiliative Style <ul><li>What Makes an Affiliative Leader </li></ul><ul><li>Represents the collaborative competence in action. Such leaders are more concerned with promoting harmony, fostering friendly interactions, and nurturing personal relationships. </li></ul><ul><li>Empathy is another fundamental competence, as they focus on the emotional needs of employees even over work goals. </li></ul><ul><li>May also rely on conflict management when the challenge includes knitting together diverse or conflicting individuals. </li></ul><ul><li>When It Works </li></ul><ul><li>When trying to heighten team harmony, increase morale, improve communication and repair broken trust. </li></ul><ul><li>When It Doesn’t </li></ul><ul><li>Should not be used alone as it may allow poor performance to go uncorrected, a sign that mediocrity is tolerated. </li></ul>
  • 194. Relationship Builders: The Affiliative Style <ul><li>When It Works </li></ul><ul><li>When trying to heighten team harmony, increase morale, improve communication and repair broken trust. </li></ul><ul><li>When It Doesn’t </li></ul><ul><li>Should not be used alone as it may allow poor performance to go uncorrected, a sign that mediocrity is tolerated. </li></ul>
  • 195. Let’s Talk It Over: The Democratic Style <ul><li>The democratic style of getting buy-in from constituents build feelings of trust, respect and commitment. </li></ul><ul><li>By spending time one-on-one and in meetings listening to the concerns of employees, the democratic leader keeps morale high. </li></ul>
  • 196. Let’s Talk It Over: The Democratic Style <ul><li>What Makes a Democratic Leader </li></ul><ul><li>Teamwork and collaboration , conflict management and influence . The best communicators are superb listeners, and listening is the key strength of the democratic leader. They’re also true collaborators, working as team member instead of top-down leaders. They also know how to quell conflict. </li></ul><ul><li>Empathy also plays a role, especially when the group is diverse. </li></ul>
  • 197. Let’s Talk It Over: The Democratic Style <ul><li>When To Be Democratic </li></ul><ul><li>Works best when the leader is uncertain about what direction to take and needs ideas from able employees. </li></ul><ul><li>Even with a strong vision, this style surfaces ideas about how to implement that vision. </li></ul><ul><li>For this to be successful, the leader must be open to good and bad news. </li></ul>
  • 198. Let’s Talk It Over: The Democratic Style <ul><li>When It Doesn’t Work </li></ul><ul><li>Over reliance can be exasperating, particularly when crucial decisions are put off by the need for a consensus. This results in confusion, lack of direction, delays and escalating conflicts. </li></ul>
  • 199. THE DISSONANT STYLES: Apply with Caution
  • 200. Pacesetting Style: Use Sparingly <ul><li>The leader holds and exemplifies high standards for performance and asks the same of everyone. </li></ul><ul><li>Pinpoints poor performers, demands more, and has the tendency to rescue the situation himself. </li></ul><ul><li>Is impatient with poor performance </li></ul><ul><li>Too often, these leaders are driven by numbers alone, which aren’t always enough to motivate or inspire people. </li></ul>
  • 201. Pacesetting Style: Use Sparingly <ul><li>This approach may leave the employees feeling pushed too hard by the demands. The results are lowered morale and the feeling that their leaders don’t trust them to get the job done. </li></ul><ul><li>Pacesetters can be so focused on goals that they do not care about the people they rely on to accomplish them. Net result: dissonance. </li></ul>
  • 202. Pacesetting Style: Use Sparingly <ul><li>The pacesetter’s dilemma: The more pressure put on people for results, the more anxiety it provokes. Continued high pressure can be debilitating and constricts innovative thinking. This may then get compliance but not the true performance that people will sustain. </li></ul>
  • 203. Pacesetting Style: Use Sparingly <ul><li>Effective Pacesetting: The Ingredients </li></ul><ul><li>The EI foundation of this style lies in the drive to achieve by continually finding ways to improve performance – along with a large dose of initiative in seizing opportunities. </li></ul><ul><li>The achievement competence means pacesetting leaders strive to learn new approaches that will improve their own performance and that of the ones they lead. It also means not being motivated by external factors, but by a strong need to meet their own high standards of excellence. </li></ul><ul><li>Also requires initiative , the go-getter’s readiness to seize or create opportunities to do better. </li></ul><ul><li>However, these competencies need empathy so as not to be oblivious to the distress in those who are accomplishing their goals. </li></ul><ul><li>Pacesetters also need self-awareness to not be blinded to their own failings. </li></ul><ul><li>Pacesetting can work well with other leadership styles, such as the visionary or affiliative styles. </li></ul>
  • 204. Pacesetting Style: Use Sparingly <ul><li>Also requires initiative , the go-getter’s readiness to seize or create opportunities to do better. </li></ul><ul><li>However, these competencies need empathy so as not to be oblivious to the distress in those who are accomplishing their goals. </li></ul><ul><li>Pacesetters also need self-awareness to not be blinded to their own failings. </li></ul><ul><li>Pacesetting can work well with other leadership styles, such as the visionary or affiliative styles. </li></ul>
  • 205. Do It Because I Say So: Leading by Command <ul><li>Also known as the coercive style; least effective of all leadership styles </li></ul><ul><li>“ I order you.” </li></ul><ul><li>Demands immediate compliance with orders, with no reasons behind them, and resorts to threats when not followed </li></ul><ul><li>Seeks tight control of any situation and monitors it studiously </li></ul><ul><li>Performance feedback focuses on what was done wrong </li></ul><ul><li>An intimidating, cold leader contaminates everyone’s mood and the quality of the overall climate spirals down. He erodes people’s spirits and the pride that they take in their work. </li></ul><ul><li>This style undermines the ability to give people the sense that their job fits into a grand, shared mission. </li></ul><ul><li>When Commanding Works </li></ul><ul><li>Managing a business crisis such as an urgent turnaround </li></ul><ul><li>During a genuine emergency or when facing a hostile takeover </li></ul><ul><li>When all else has failed, this may work with problem employees </li></ul>
  • 206. Do It Because I Say So: Leading by Command <ul><li>Performance feedback focuses on what was done wrong </li></ul><ul><li>An intimidating, cold leader contaminates everyone’s mood and the quality of the overall climate spirals down. He erodes people’s spirits and the pride that they take in their work. </li></ul><ul><li>This style undermines the ability to give people the sense that their job fits into a grand, shared mission. </li></ul><ul><li>When Commanding Works </li></ul><ul><li>Managing a business crisis such as an urgent turnaround </li></ul><ul><li>During a genuine emergency or when facing a hostile takeover </li></ul><ul><li>When all else has failed, this may work with problem employees </li></ul>
  • 207. Do It Because I Say So: Leading by Command <ul><li>When Commanding Works </li></ul><ul><li>Managing a business crisis such as an urgent turnaround </li></ul><ul><li>During a genuine emergency or when facing a hostile takeover </li></ul><ul><li>When all else has failed, this may work with problem employees </li></ul>
  • 208. Do It Because I Say So: Leading by Command <ul><li>Perhaps the most important in the skillful execution of this style is emotional self-control. This allows the leader to keep his negative emotions in check and maybe even channel them in an artful manner designed to mobilize people to change or get results. Without this, the dangers of the commanding style are greatest. </li></ul><ul><li>This gets even worse when implemented without empathy. </li></ul><ul><li>Effective execution requires that the leader be angry at “the right person, in the right way, at the right time and for the right reason.” (Aristotle) </li></ul><ul><li>This also entails that the leader know when to drop the style . </li></ul>
  • 209. Do It Because I Say So: Leading by Command <ul><li>Effective execution requires that the leader be angry at “the right person, in the right way, at the right time and for the right reason.” (Aristotle) </li></ul><ul><li>This also entails that the leader knows when to drop the style. </li></ul>
  • 210. Leading with style—the right one at the right time <ul><li>Each style draws on different EI abilities; the best leaders are able to use the right approach at the right moment, and flip from one to another as needed. </li></ul><ul><li>It is not a matter of matching styles to a checklist of situations; fluidity is required. </li></ul><ul><li>Scan people individually and in groups, look for cues that reveal what leadership style/s is necessary, and adjust as needed. This means being able to apply all six styles when appropriate. </li></ul><ul><li>The key lies in strengthening the underlying EI abilities that drive a given style. </li></ul>
  • 211. Lessons in Leadership <ul><li>The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler. </li></ul><ul><li>God call us for what we are and if we respond, we become what we can become and fulfill our mission. </li></ul><ul><li>In surrendering ourselves to our mission, we find ourselves and fulfill our destiny. </li></ul>
  • 212. Film Review Brave Heart
  • 213. Self Leadership
  • 214. Group Discussion <ul><li>How do you feel about the concept that a leader’s private life should in no way be relevant to his exercise of public leadership? </li></ul><ul><li>Will your private life affect the way you lead your organization? Why? </li></ul>
  • 215. The Manager <ul><li>Preoccupied with doing things right </li></ul><ul><li>Focused on following procedures </li></ul>
  • 216. What is Leadership ? <ul><li>Concerned with doing the right things </li></ul><ul><li>Questions whether or not the accepted procedures are the right thing to do </li></ul><ul><li>Questions if the existing practices are no longer moving the organization </li></ul><ul><li>Looks to transform the existing system into something more effective </li></ul><ul><li>By it’s very nature transformational rather than transactional </li></ul>
  • 217. Dr. John Maxwell <ul><li>Effective leaders are those who can influence individuals and organizations in such a compelling way that they are willing to change existing paradigms </li></ul>
  • 218. James M. Kouzes and Barry Z. Pozner write: “ You cannot lead others until you have first led yourself through a struggle with opposing values. Personal integrity is essential to believability”.
  • 219. Personal Character <ul><li>Personal character can be defined as the integration of an individual’s personal beliefs, values and morals, which, taken as a whole, reveal the true nature or character of that individual. </li></ul><ul><li>It is a leader’s personal character then, that determines how he will react to certain situations and determines the priorities that will inform that leader’s decisions. </li></ul><ul><li>A well-integrated person is one for whom there is noticeable continuity between the her privately held values and beliefs and her public behavior. </li></ul>Leading from the inside out by; Samuel D. Rima
  • 220. Credentials Vs. Character <ul><li>Are transient </li></ul><ul><li>Turn the focus to rights </li></ul><ul><li>Add value to only one person </li></ul><ul><li>Look at past accomplishments </li></ul><ul><li>Often evoke jealousy in others </li></ul><ul><li>Can only get you in the door </li></ul><ul><li>Is permanent </li></ul><ul><li>Keeps focus on responsibilities </li></ul><ul><li>Adds value to many people </li></ul><ul><li>Builds a legacy for the future </li></ul><ul><li>Generates respect and integrity </li></ul><ul><li>Keeps you there </li></ul>
  • 221. Values Values are those things to which we attach a relative worth, utility or importance. Personal values are the different concepts, ideas, principles, and things which an individual attributes worth, utility, or importance
  • 222. 3 steps in Laying the foundation <ul><li>Step one : Identifying our values </li></ul><ul><li>Step two : Defining and articulating our values </li></ul><ul><li>Step Three : Embracing our values </li></ul>
  • 223. Identifying our values <ul><li>Explore our present behavior </li></ul><ul><ul><li>Compulsive spending </li></ul></ul><ul><ul><li>Physical Fitness </li></ul></ul><ul><ul><li>“ Gimmiks” </li></ul></ul><ul><ul><li>Hearing mass </li></ul></ul><ul><li>List existing various behaviors in which we regularly engage </li></ul>
  • 224. Examples of Basic Values <ul><li>God </li></ul><ul><li>Personal Health </li></ul><ul><li>Family </li></ul><ul><li>Financial Responsibility </li></ul><ul><li>Appearance </li></ul><ul><li>Truth </li></ul><ul><li>Honesty </li></ul><ul><li>Recreation </li></ul><ul><li>Relationships </li></ul>
  • 225. Step 2 Defining and Articulating Our Values <ul><li>Thorough definition for each values </li></ul><ul><li>Writing a concise but thorough definition of what we specifically mean </li></ul><ul><li>Write how we will respond to or would like to respond to our values . </li></ul>
  • 226. Step 3 Embracing Our Values <ul><li>Embrace the positive values </li></ul><ul><li>Adopt and include in our daily practice of life and leadership </li></ul><ul><li>Should begin to encircle every decision we make and every action we take </li></ul><ul><li>Then we will begin to live a truly value-driven life and provide a value-driven leadership </li></ul>
  • 227. Connecting with Your Life’s Calling
  • 228. Film Review The Passion of the Christ
  • 229. What is a Calling? <ul><li>Vocation comes from the Latin word Vocare, which literally means, “to call”. A person’s vocation was his life’s C alling, which transcends any particular job or professional career. </li></ul><ul><li>Avocation ( c alling) means a subordinate occupation pursued in addition to one’s vocation </li></ul>
  • 230. Determining what avocation will provide the best platform to effectively live out our Calling <ul><li>Previous Experiences </li></ul><ul><li>Present Circumstances </li></ul><ul><li>Possible Opportunities </li></ul><ul><li>Personal Gifts </li></ul><ul><li>Prompting of the Holy Spirit </li></ul><ul><li>Personal Passion </li></ul><ul><li>Private Counsel </li></ul>
  • 231. Identifying Your Life’s Values
  • 232. Articulating Your Values Example
  • 233. Exercise
  • 234. Life Goals
  • 235. What is a Life Goal <ul><li>A goal is something for which we aim, a target that haven’t yet hit. </li></ul><ul><li>Life goal gives our lives direction; direction that is consistent to with what we have articulated to be our life’s values and calling. </li></ul>
  • 236. My Life Book <ul><li>How will your book look like – cover, title, dedication, lay out, pages, etc.? </li></ul><ul><li>Divide your life into chapters. What would the chapters be? What would be the main story lines per chapter? </li></ul><ul><li>How will your story begin? </li></ul><ul><li>How will it end? </li></ul>
  • 237. Feelings <ul><li>Feelings are the body’s fuel or energy. </li></ul><ul><li>When fully integrated, we are able to tap our feelings freely. However, most of us block certain feelings. </li></ul><ul><li>When blocked these feelings are trapped in the body and can lead to chronic tension or illness. </li></ul><ul><li>When integrated, we can feel what is appropriate to any given situation and use these as energies. </li></ul>
  • 238. Pointers for Exercises <ul><li>Focus first on your feelings </li></ul><ul><li>Do not judge nor analyze while you are in the moment. You can analyze later. </li></ul><ul><li>“ Kairos”. Stay in the present moment. </li></ul><ul><li>Savor the experience, the feelings. </li></ul>
  • 239. Discovering My Sense of Mission
  • 240. Mission <ul><li>My sense of Purpose </li></ul><ul><li>The Cause I am willing to die for. And therefore that which I will work for and live for. </li></ul><ul><li>My “North Star “ </li></ul><ul><li>My “Principles and Foundations” </li></ul>
  • 241. Exercises for Mission Awareness <ul><li>Life Review Reflections </li></ul><ul><li>Death Bed Contemplation </li></ul><ul><li>Looking at the World </li></ul><ul><li>Note: be aware of your feelings of consolation and desolation </li></ul>
  • 242. Exercises for Mission Awareness <ul><li>Life Review Reflections </li></ul><ul><li>When I look back on my life, what blessings am I thankful for? (Be careful to acknowledge both the past and your present blessings.) </li></ul><ul><li>Have I ever experienced being loved? Go back to those times and savor them. </li></ul><ul><li>Stay with these feelings. </li></ul>
  • 243. Exercises for Mission Awareness <ul><li>Reflections </li></ul><ul><ul><li>Looking back at my life, what were my interests? What activities did I spend time on? </li></ul></ul><ul><ul><li>What energized me then? What energizes me now? </li></ul></ul><ul><ul><li>What doesn’t energize me? </li></ul></ul>
  • 244. Exercises for Mission Awareness <ul><li>Reflections </li></ul><ul><ul><li>Flowing from your answers to the previous questions, what would you like to do in the Future? </li></ul></ul><ul><ul><li>How would you like to be remembered? </li></ul></ul>
  • 245. Exercises for Mission Awareness <ul><li>Reflections </li></ul><ul><ul><li>If I look at my life, have I ever experienced some “accidents” or surreptitious events that turned out to be important? </li></ul></ul><ul><ul><li>Do I see a pattern in these? Have I experienced being led? </li></ul></ul>
  • 246. Exercises for Mission Awareness <ul><li>Deathbed Exercise </li></ul><ul><ul><li>I am dying. I look back at my life. </li></ul></ul><ul><ul><li>How do I feel about my life? What are the things I want to change? </li></ul></ul><ul><ul><li>What would I want to have done with my life by then? </li></ul></ul>
  • 247. Exercises for Mission Awareness <ul><li>Looking at the World </li></ul><ul><ul><li>If I look at world as it is today, what do I have that can make it better? </li></ul></ul><ul><ul><li>What in my world calls me to respond? </li></ul></ul>
  • 248. MOVEMENTS <ul><li>Self-Awareness </li></ul><ul><ul><li>strengths and weaknesses </li></ul></ul><ul><ul><li>self-mastery </li></ul></ul><ul><li>Experience of Being Loved … </li></ul><ul><ul><li>GOD doesn’t make junk. </li></ul></ul><ul><ul><li>Branded: MADE BY GOD. “ You are precious in my eyes. You are mine.” </li></ul></ul><ul><ul><li>GOD loves YOU as you are. </li></ul></ul><ul><li>… and of wanting to Love Back – Desire to Respond </li></ul>
  • 249. MOVEMENTS <ul><li>Mission </li></ul><ul><li>Working on my Mission (Magis) </li></ul><ul><li>Never Ending Process </li></ul>
  • 250. Module Four: Leading Change
  • 251. Leadership is INFLUENCE
  • 252. Modeling <ul><li>People influenced by what they see </li></ul><ul><li>People perceive you to be trustworthy and have admirable qualities </li></ul><ul><li>If somebody that people trust endorses you ( borrowed influence) </li></ul>
  • 253. Motivating <ul><li>Encourage people and communicate with them on an emotional level </li></ul><ul><li>- Creates a bridge between you and them </li></ul><ul><li>- It builds up their confidence and self worth </li></ul><ul><li>Can start to see positive impact on their lives </li></ul>
  • 254. Mentoring <ul><li>Pouring your life into other people and helping them reach their potential </li></ul><ul><li>Helping them overcome obstacles in their lives </li></ul><ul><li>Showing them to grow professionally and personally </li></ul><ul><li>You can truly make a difference in their lives </li></ul>
  • 255. Multiplying <ul><li>Help people you’re influencing to become positive influencers in the lives of others </li></ul><ul><li>Few people reach this level but everyone has the potential to do so. </li></ul>
  • 256. Level 1: Position/Rights <ul><li>Know your job description thoroughly </li></ul><ul><li>Be aware of the history of the org. </li></ul><ul><li>Relate the Orgs. History to the peopleof the Org. (Team Player) </li></ul><ul><li>Accept responsibility </li></ul><ul><li>Do your job with consistent excellence </li></ul><ul><li>Do more than expected </li></ul><ul><li>Offer creative ideas for change and improvement </li></ul>Developing the leader within you By: John MAxwell
  • 257. Level 2: Permission/Relationship <ul><li>Possess a genuine love for people </li></ul><ul><li>Make those who work with you more successful </li></ul><ul><li>See through other people’s eyes </li></ul><ul><li>Love people more than procedures </li></ul><ul><li>Do “win-win” or don’t do it </li></ul><ul><li>Include others in your journey </li></ul><ul><li>Deal wisely with difficult people </li></ul>Developing the leader within you By: John MAxwell
  • 258. Level 3: Production/Results <ul><li>Initiate and accept responsibility </li></ul><ul><li>Develop and follow a statement of purpose </li></ul><ul><li>Make your job description and energy an integral part of the statement of purpose </li></ul><ul><li>Develop accountability for results, beginning with yourself </li></ul><ul><li>Know and do things that give a high return </li></ul><ul><li>Communicate the strategy and vision of the Org. </li></ul><ul><li>Become a change-agent and understand timing </li></ul><ul><li>Make the difficult decision that will make the difference </li></ul>Developing the leader within you By: John MAxwell
  • 259. Level 4: People Development/Reproduction <ul><li>Realize that people are your most valuable asset </li></ul><ul><li>Place a priority on developing people </li></ul><ul><li>Be a model for others to follow </li></ul><ul><li>Pour your leadership efforts into the top 20% of your people </li></ul><ul><li>Expose key leaders to growth opportunities </li></ul><ul><li>Be able to attract other winners/producers to the common goal </li></ul><ul><li>Surround yourself with an inner core that compliments your leadership </li></ul>Developing the leader within you By: John MAxwell
  • 260. Level 5: Personhood/Respect <ul><li>Your followers are loyal and sacrificial </li></ul><ul><li>You have spent years mentoring and molding leaders </li></ul><ul><li>You have become a statesman/consultant, </li></ul><ul><li>and are sought out by others </li></ul><ul><li>Your greatest joy comes from watching others grow and develop </li></ul><ul><li>You transcend the Org. </li></ul>Developing the leader within you By: John MAxwell
  • 261. 5 Levels of leadership by John Maxwell Rights Note: Your influence will not extend beyond People follow lines of your job description. The longer because they have to you stay here, the higher the turnover and lower morale. 1. Position Relationships Note: People will follow beyond your stated People follow authority. This level allows work to be because they want to fun. 2. Permission Results Note: This where success is sensed by most People will follow people. They like you and what you are Because of what doing . Problems are fixed with very little you have done for the Org. Effort because of momentum 3. Production 4. People development Reproduction Note: This is where long range growth occurs. Your People will follow commitment to developing leaders will ensure because of what you ongoing growth to the org. and to people. Do done for them whatever you can to achieve and stay on this level Respect Note: This step is reserved for leaders who have spent People follow because years growing people and org. Few make it. of who you are and Those who do are bigger than life what you represent 5. Personhood
  • 262. Stages of Influence and Their Impact <ul><li>Position – Influenced based on position </li></ul><ul><li>Permission – To lead beyond the limits of your job description </li></ul><ul><li>Production – Working as team </li></ul><ul><li>People Development – Develop people to help them reach potential </li></ul><ul><li>Personhood – Lifetime developing others to their highest potential </li></ul>
  • 263. Climbing the stairs of Leadership <ul><li>The higher you go, the longer it takes </li></ul><ul><li>The higher you go, the higher the level of commitment </li></ul><ul><li>The higher you go, the easier it is to lead </li></ul><ul><li>The higher you go, the greater the growth </li></ul><ul><li>You never leave the base level </li></ul><ul><li>If you are leading a group of people, not same level with everyone </li></ul>Developing the leader within you By: John MAxwell
  • 264. The higher you go, the longer it takes <ul><li>Each time there is a change in your job or you join a new circle of friends, you start on the lowest level and begin to work yourself up the steps </li></ul>Developing the leader within you By: John MAxwell
  • 265. The higher you go, the higher the level of commitment <ul><li>This increase in commitment is a two-way street. Greater commitment is demanded not only from you, but from the other individuals involved. When either the leader or the follower is unwilling to make the sacrifices a new level demands, influence will begin to decrease. </li></ul>Developing the leader within you By: John MAxwell
  • 266. The higher you go, the easier it is to lead <ul><li>Notice the progression from level two through level four. The focus goes from liking you to liking what you do for the common interest of all concerned (to liking what you do for them personally). Each level climbed by the leader and the followers adds another reason why people will want to follow. </li></ul>Developing the leader within you By: John MAxwell
  • 267. The higher you go, the greater the growth <ul><li>Growth can only occur when effective change takes place. Change will become easier as you climb the levels of leadership. As you rise, other people will allow and even assist you in making needed changes </li></ul>Developing the leader within you By: John MAxwell
  • 268. You never leave the base level <ul><li>Each level stands upon the previous one and will crumble if the lower level is neglected. For example, if you move from a permission level to a production level and stop caring for the people who are following you and helping you produce, they might begin to develop a feeling of being used. As you move up in the levels, the deeper and more solid your leadership will be with a person or group of people. </li></ul>Developing the leader within you By: John MAxwell
  • 269. If you are leading a group of people, not same level with everyone <ul><li>Not every person will respond the same way to your leadership </li></ul>Developing the leader within you By: John MAxwell
  • 270. Lessons from a Leader’s Life
  • 271. Lessons in Leadership <ul><li>Leadership development is a life-long process. He is formed both by his genes and by critical incidents in his life. </li></ul><ul><li>The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler. </li></ul><ul><li>Leader-to-be is exposed to events that creates the need for to respond. </li></ul><ul><li>The initial motives are driven more by self-oriented needs than by other-oriented causes. </li></ul>
  • 272. Lessons in Leadership <ul><li>Over time, the person’s commitments are tested and hopefully, a shift occurs where the person becomes more other-oriented. </li></ul><ul><li>There is a shift in primary motivation: from needs to transcendent values. The same tendencies and desires are used, but re-directed. </li></ul><ul><li>However, this is a matter of choice. We are given freedom to choose to respond or not to respond. </li></ul><ul><li>Imperfections, failures, and personal sacrifice are part of the deal. </li></ul>
  • 273. Lessons in Leadership <ul><li>The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler. </li></ul><ul><li>God call us for what we are and if we respond, we become what we can become and fulfill our mission. </li></ul><ul><li>In surrendering ourselves to our mission, we find ourselves and fulfill our destiny. </li></ul>
  • 274. Lessons in Leadership <ul><li>Every Person matters. Everyone can make a Difference. YOU CAN MAKE A DIFFERENCE. </li></ul>
  • 275. The Most Important Ingredient of Leadership: INTEGRITY
  • 276. Integrity <ul><li>Definition – The state of being complete, unified. Words and deeds match up. I am who I am, no matter where I am or who I am with. </li></ul><ul><li>80 % of what people learn comes through visual stimulation. </li></ul><ul><li>What people hear they understand. What they see they believe. </li></ul>
  • 277. Integrity <ul><li>Genuine Integrity is not for sale </li></ul><ul><li>Integrity is about the small things </li></ul><ul><li>Integrity is an Inside Job </li></ul><ul><li>Integrity is your best friend </li></ul><ul><li>Integrity is your friend’s best friend </li></ul><ul><li>The benefit of integrity is trust </li></ul><ul><li>The benefit of trust is influence </li></ul><ul><li>Become a Person of Integrity </li></ul>
  • 278. 3 Truths about Integrity that go against common thinking <ul><li>Integrity is not determined by Circumstances </li></ul><ul><li>Integrity is not based on Credentials </li></ul><ul><li>Integrity is Not to be confused with Reputation </li></ul>
  • 279. Credibility Acid Test <ul><li>Integrity builds trust. </li></ul><ul><li>Caveat Roberts said: “ If my people understands me, I’ll get their attention. If my people trust me, I’ll get their action.” </li></ul><ul><li>Integrity has high influence value. </li></ul><ul><li>Will Rogers said, “people’s minds are changed through observation and not argument.” “Communism story” </li></ul><ul><li>Integrity facilitates high standards. </li></ul><ul><li>When the character of leaders is low, so are their standards. </li></ul>
  • 280. Credibility Acid Test <ul><li>Integrity results in a solid reputation, not just image. </li></ul><ul><li>“ Great wall of China” </li></ul><ul><li>Integrity means living it myself before leading others. </li></ul><ul><li>“ Quality Control” </li></ul><ul><li>Integrity helps a leader be credible, not just clever. </li></ul><ul><li>Effective leadership is not based on being clever, it is based primarily on being consistent. </li></ul>
  • 281. Credibility Acid Test <ul><li>Integrity is a hard-won achievement. </li></ul><ul><li>“ Not given factor” </li></ul><ul><li>“ When wealth is lost, nothing is lost; when health is lost,something is lost; when character is lost, all is lost.” </li></ul>
  • 282. Develop Qualities of Integrity <ul><li>Model Consistency of Character </li></ul><ul><li>Employ Honest Communication </li></ul><ul><li>Value Transparency </li></ul><ul><li>Exemplify Humility </li></ul><ul><li>Demonstrate Your support for others </li></ul><ul><li>Fulfill Your Promises </li></ul><ul><li>Embrace an Attitude of Service </li></ul><ul><li>Encourage Two-way Participation with the People you Influence </li></ul>
  • 283. You will only become what you are becoming right now Though you cannot go back and make a brand new start, my friend. Anyone can start from now and make a brand new end.
  • 284. Change
  • 285. Why people resist change <ul><li>Change isn’t self-initiated. </li></ul><ul><li>Routine is disrupted. </li></ul><ul><li>Creates fear of the unknown. </li></ul><ul><li>Purpose of the change is not clear. </li></ul><ul><li>Creates fear of failure. </li></ul><ul><li>Rewards for change don’t match the effort change requires. </li></ul><ul><li>People are too satisfied with the way things are. </li></ul><ul><li>Won’t happen when people engage in negative thinking. </li></ul>
  • 286. Why people resist change <ul><li>Followers lack respect for the leader. </li></ul><ul><li>Leader is susceptible to feelings of personal criticism. </li></ul><ul><li>Change may mean personal loss. </li></ul><ul><li>Change requires additional commitment. </li></ul><ul><li>Narrow-mindedness thwarts acceptance of new ideas </li></ul><ul><li>Tradition resists change. </li></ul>
  • 287. 4 Practices in Embracing Change <ul><li>Attach every change initiative to a clear purpose or goal. </li></ul><ul><li>Hire and promote only true believers and get-on-with-it types. </li></ul><ul><li>Ferret out and get rid of resisters, even if their performance is satisfactory. </li></ul><ul><li>Look at car wrecks (make them opportunities). </li></ul>Winning by Jack Welch
  • 288. What Does Leading Change Entail? <ul><li>Knowing the Context </li></ul><ul><ul><li>becoming aware of what is happening around you </li></ul></ul><ul><ul><li>having first hand knowledge </li></ul></ul><ul><ul><li>having a feel for the situation </li></ul></ul><ul><ul><li>being affected by the situation </li></ul></ul>
  • 289. What Does Leading Change Entail? <ul><li>Awareness of Self </li></ul><ul><ul><li>knowing and accepting yourself – your strengths and weaknesses, your behavioral patterns, your transcendent values, and commitments </li></ul></ul><ul><ul><li>having the ability to be responsive to the situation (vs. being reactive to it) </li></ul></ul><ul><ul><li>allowing ourselves to be affected by events around us and yet being able to clearly decide what we are to do </li></ul></ul>
  • 290. What Does Leading Change Entail? <ul><li>Formulating a Response </li></ul><ul><ul><li>listening to the messages of events and listening to myself </li></ul></ul><ul><ul><li>What are the events telling me? What do I resonate with? What calls me to action? Where is the stream headed? How do I feel about it? </li></ul></ul><ul><ul><li>What can I do? What should I do? What is the alternative state that I have or that I offer? How should things be? </li></ul></ul>
  • 291. What Does Leading Change Entail? <ul><li>Initial Planning </li></ul><ul><ul><li>Who probably shares the vision? </li></ul></ul><ul><ul><li>Who do I talk to regarding my Vision? </li></ul></ul><ul><ul><li>How do I communicate this to my initial group of followers? </li></ul></ul>
  • 292. What Does Leading Change Entail? <ul><li>Forming a Core Group of Followers </li></ul><ul><ul><li>My hard core fanatics </li></ul></ul><ul><ul><li>Initial group of champions </li></ul></ul><ul><ul><li>Communication of the Vision as an alternative state </li></ul></ul><ul><ul><li>Planning the Change Process </li></ul></ul><ul><ul><li>Selecting and weeding out </li></ul></ul>
  • 293. What Does Leading Change Entail? <ul><li>Communicating to the Larger Group </li></ul><ul><ul><li>Communicating the Vision hitting both cognitive and affect by word and action </li></ul></ul><ul><ul><li>Creating a sense of urgency, the burning platform, the felt need for change </li></ul></ul><ul><ul><li>Goal: expand group of supporters </li></ul></ul><ul><ul><li>Identify and enlist more champions </li></ul></ul>
  • 294. What Does Leading Change Entail? <ul><li>Identifying What Needs to be Changed and Planning the Change Process </li></ul><ul><ul><li>Organizational diagnosis: what needs to be changed and their supports </li></ul></ul><ul><ul><li>Planning out how the change will be implemented; what interventions are required </li></ul></ul><ul><ul><li>Creating the Change Team, structures and relationships with others in the organization </li></ul></ul><ul><ul><li>Identifying where people are and mapping out strategies </li></ul></ul>
  • 295. What Does Leading Change Entail? <ul><li>Implementing the Change Process </li></ul><ul><ul><li>Implementation: pilot or large scale </li></ul></ul><ul><ul><li>Go for quick successes. </li></ul></ul><ul><ul><li>Monitoring and evaluating the effects of interventions </li></ul></ul><ul><ul><li>Manage people’s reactions. </li></ul></ul><ul><ul><li>Be open, follow the flow. </li></ul></ul><ul><ul><li>Be mindful of process of change and not just content of change. </li></ul></ul><ul><ul><li>Adjust accordingly. </li></ul></ul>
  • 296. What Does Leading Change Entail? <ul><li>Monitoring and Evaluating </li></ul><ul><ul><li>KRA’s and KPI’s </li></ul></ul><ul><ul><li>Monitoring and evaluating the effects of interventions </li></ul></ul>
  • 297. What Does Leading Change Entail? <ul><li>Institutionalizing Change </li></ul><ul><ul><li>Make sure you embed change in the organization’s culture. </li></ul></ul><ul><ul><li>Reward people who manifest the new behaviors. </li></ul></ul><ul><ul><li>Tell stories that portray the desired values and behaviors. </li></ul></ul><ul><ul><li>Use rituals, ceremonies, and symbols. </li></ul></ul>
  • 298. What Does Leading Change Entail? <ul><li>Sustain the Effort </li></ul><ul><ul><li>Set do-able goals </li></ul></ul><ul><ul><li>Recognize and reward peoples’ efforts </li></ul></ul><ul><ul><li>Take timely breaks </li></ul></ul><ul><ul><li>Create support systems within and outside the organization </li></ul></ul><ul><ul><li>Take care of the other aspects of one’s life </li></ul></ul><ul><ul><li>Manage stress effectively </li></ul></ul>
  • 299. Determining Strategies <ul><li>Determine Future State, Diagnose Present State, Map out, Transition Strategies </li></ul><ul><li>What are your own strengths, resources, and sources of power? </li></ul><ul><li>Who are your allies? (Who are against you? Neutral to your change effort? ) </li></ul><ul><li>Identify sequence of interventions </li></ul>
  • 300. Determining Strategies <ul><li>Identify sequence of interventions </li></ul><ul><ul><li>Prerequisite steps </li></ul></ul><ul><ul><li>What is at the forefront of client’s mind </li></ul></ul><ul><ul><li>Readiness of client </li></ul></ul><ul><ul><li>Start where chances of success are high </li></ul></ul>
  • 301. Lewin’s Force Field Analysis DRIVING FORCES RESTRAINING FORCES
  • 302. 1. Trustworthiness and Credibility 2. Connecting and Linking, then 3. Leading Effective Selling of Change Process CHANGE CONSULTANTS INCORPORATED
  • 303. Effective Selling of Change Process <ul><li>Character </li></ul><ul><li>Personal Track Record and History </li></ul><ul><li>Quality of Relationship over Time </li></ul><ul><li>Competence </li></ul><ul><li>Reliability </li></ul><ul><li>Consistency </li></ul>1. Trustworthiness and Credibility CHANGE CONSULTANTS INCORPORATED
  • 304. <ul><li>Rapport Building (Initial Connections) </li></ul><ul><li>Establishing Linkages (Bridges and Commonalities) </li></ul><ul><li>Appreciating the Situation from the Client’s Perspective </li></ul><ul><li>Communicating to Client that You Do Understand </li></ul>2. Connecting and Linking CHANGE CONSULTANTS INCORPORATED
  • 305. <ul><li>Highlighting or Re-stating Client’s Needs </li></ul><ul><li>Exploring Options </li></ul><ul><li>Asking Facilitative Questions </li></ul><ul><li>Making Suggestions </li></ul><ul><li>Emphasizing Points of Proposal that Answer Client’s Needs </li></ul>3. Leading CHANGE CONSULTANTS INCORPORATED
  • 306. Why do your followers follow you?
  • 307. LEADER-FOLLOWER RELATIONSHIPS inspired by Dr. Blaine Lee STYLE BASIS REQUIREMENTS Coercion Force Intimidation Consistent enforcement Creating a system Utility Reciprocity Fairness Abundance of resources Shared Vision Common aspirations Trust Oneness/Shared experience Clarity of Vision Consistency and Trustworthiness
  • 308. Right Job
  • 309. Considering a New Job Jack Welch Winning Signal Take it as a good sign if… Be concerned if…. People You like the people a lot-you can relate them, and genuine enjoy their company.In fact, they even think and act like you do You feel like you’ll need to put on a persona at work. After a visit to the company, you find yourself saying things like, “I don’t need to be friends with the people I work with.”
  • 310. Considering a Right Job Jack Welch Winning Signal Take it as a good sign if… Be concerned if…. Opportunity The job gives you the opportunity to grow as a person and a professional,and you get the feeling you will learn things there that you didn’t even know you needed to learn. You’re being hired as an expert, and upon arrival, you will most likely to be the smartest person in the room.
  • 311. Considering a New Job Jack Welch Winning Signal Take it as a good sign if… Be concerned if…. Options The job gives you credential you can take with you and is in a business and industry in the future. The industry has peaked or has awful economics, and the company itself,for any number of reasons, will do little to expand our career options.
  • 312. Considering a New Job Jack Welch Winning Signal Take it as a good sign if… Be concerned if…. Ownership You are taking the job for yourself,or you know whom you are taking it for,and feel at peace with the bargain. You are taking the job for any number of other constituents, such as spouse who wants you to travel less or the sixth-grade teacher who said you never amount to anything.
  • 313. Considering a New Job Jack Welch Winning Signal Take it as a good sign if… Be concerned if…. Work Content The “stuff” of the job turns your crank-you love the work,it feels fun and meaningful to you, and even touches something primal in your soul. The job feel like a job. In taking it,you say things like,”This is just until something better comes along,” or “You can’t beat the money”
  • 314. Considering a New Job Jack Welch Winning Signal Take it as a good sign if… Be concerned if…. People You like the people a lot-you can relate them, and genuine enjoy their company.In fact, they even think and act like you do You feel like you’ll need to put on a persona at work. After a visit to the company, you find yourself saying things like, “I don’t need to be friends with the people I work with.”
  • 315. Change Game
  • 316. Technical versus Adaptive Change by Heifetz What’s the Work? Who Does the Work? Technical Apply current know-how Authorities Adaptive Learn new ways The people with the problem
  • 317. HOW DO PEOPLE REACT TO CHANGE ?
  • 318. Change vs. Transition
  • 319. Source: William Bridges, Managing Transitions. Process of Transition NEW BEGINNINGS ENDINGS NEUTRAL ZONE CHANGE CONSULTANTS INCORPORATED
  • 320. Managing Transitions of People Unless the impact of change on people is addressed, any change effort will not succeed. CHANGE CONSULTANTS INCORPORATED
  • 321. <ul><li>Stability (Status Quo) </li></ul><ul><li>Immobilization (Shock) </li></ul><ul><li>Denial </li></ul><ul><li>Anger </li></ul><ul><li>Bargaining </li></ul><ul><li>Depression </li></ul><ul><li>Testing </li></ul><ul><li>Acceptance </li></ul>Endings: Process of Grieving Managing Endings CHANGE CONSULTANTS INCORPORATED
  • 322. Area of Ritual Area of Anchor <ul><li>HELPING PEOPLE LET GO </li></ul><ul><li>Prepare them long before the changes will take place </li></ul><ul><ul><li>What will change and what will remain </li></ul></ul><ul><li>Acknowledge the losses openly and sympathetically </li></ul><ul><li>Try to compensate for the losses </li></ul><ul><li>Let the person take a piece of the old way with </li></ul>Area of Learning What continues What will be new What is over Managing Endings CHANGE CONSULTANTS INCORPORATED
  • 323. Area of Ritual Area of Anchor <ul><li>Give people information and do it again and again; define what is over and what isn’t (Communication Plan) </li></ul><ul><li>Elaborate on the new vision after the changes have been completed; emphasize how they will be benefited by the new vision or state </li></ul><ul><li>Mark endings; use meaningful rituals and show how endings ensure continuity of what reality matters </li></ul><ul><li>Treat the past with respect </li></ul>Area of Learning What continues What will be new What is over Managing Endings CHANGE CONSULTANTS INCORPORATED
  • 324. Area of Ritual Area of Anchor <ul><li>Accept the reality and importance of subjective losses in times of change </li></ul><ul><li>Expect and accept the signs of grieving , don’t be surprised by over reactions </li></ul><ul><li>Create a Transition Plan to provide a systematic and planned implementation of activities to address the impact of change on people </li></ul><ul><li>Identify who is losing what and their reactions to change </li></ul><ul><li>Create a Communication Plan to provide direction for all communication efforts to individuals, groups and the entire organization during the change and transition process </li></ul>Area of Learning What continues What will be new What is over Managing Endings CHANGE CONSULTANTS INCORPORATED
  • 325. Qualities of a Leader
  • 326. Character Never “for the sake of peace and quiet” deny your experience or convictions. Dag Hammaskjold
  • 327. Character <ul><li>Character is More than Talk </li></ul><ul><li>Talent is a gift, but Character is a Choice </li></ul><ul><li>Character brings lasting success with people </li></ul><ul><li>Leaders cannot rise above the limitations of their character </li></ul>John Maxwell Qualities of a Leader
  • 328. Character <ul><li>Bill Lear story </li></ul><ul><li>Adversity is a crossroads that makes a person choose one of two paths: Character or Compromise. </li></ul><ul><li>Leader not only stays above the line between right or wrong, he stays clear of the “gray areas”. </li></ul>John Maxwell Qualities of a Leader
  • 329. Charisma I have yet to find the man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism. Charles Schwab
  • 330. Charisma <ul><li>Love life </li></ul><ul><li>Put 10 in every persons head </li></ul><ul><li>Give people hope </li></ul><ul><li>Share yourself </li></ul>John Maxwell Qualities of a Leader
  • 331. Charisma <ul><li>Pride – nobody wants to follow a leader who thinks he is better than everybody. </li></ul><ul><li>Insecurity – If you are uncomfortable with who you are, others will be too. </li></ul><ul><li>Moodiness – If people never know what to expect from you, they stop expecting anything. </li></ul><ul><li>Perfectionism – People respect the desire for excellence, but dread totally unrealistic expectations. </li></ul><ul><li>Cynicism – People don’t to be rained on by someone who sees a cloud around every silver lining </li></ul>John Maxwell Qualities of a Leader
  • 332. Commitment He who has done his best for his own time has lived for all times Johann von Schiller
  • 333. Commitment <ul><li>Commitment starts in the Heart </li></ul><ul><li>Commitment is Tested by Action </li></ul><ul><li>Commitment Opens the Door to Achievement </li></ul>John Maxwell Qualities of a Leader
  • 334. Commitment <ul><li>Cop-outs – People who have no goals and do not commit. </li></ul><ul><li>Holdouts – People who don’t know if they can reach their goals, so they’re afraid to commit. </li></ul><ul><li>Dropouts – People who start toward a goal but quit when the going gets tough. </li></ul><ul><li>All-outs – People who set goals, commit to them, and pay the price to reach them. </li></ul>John Maxwell Qualities of a Leader
  • 335. Commitment <ul><li>Law of Buy-In states, people buy into the leader, then the vision </li></ul><ul><li>Kentucky Derby story </li></ul><ul><li>Michael Jordan – The heart is what separates the good from the great. </li></ul><ul><li>Edison Method – Make your plans public, and you might be more committed to following through with them. </li></ul>John Maxwell Qualities of a Leader
  • 336. Difference between Commitment &amp; Interest <ul><li>From Ken Blanchard: </li></ul><ul><li>‘ When you are interested in doing something, you do it only when it is convenient. When you are committed to something, you accept no excuses”. </li></ul>
  • 337. Communication Educators take something simple and make it complicated. Communicators take something complicated and make it simple John C. Maxwell
  • 338. Communication <ul><li>Simplify your message </li></ul><ul><li>See the Person </li></ul><ul><li>Show the truth </li></ul><ul><li>Seek a Response </li></ul><ul><li>Be Clear as a Bell </li></ul><ul><li>Refocus your Attention </li></ul><ul><li>Live your Message </li></ul>John Maxwell Qualities of a Leader
  • 339. Competence Competence goes beyond words. It’s the leader’s ability to say it, plan it, and do it in such a way that others know that you know how – and know that they want to follow you. John Maxwell
  • 340. Competence <ul><li>Show up Everyday </li></ul><ul><li>Keep Improving </li></ul><ul><li>Follow through with Excellence </li></ul><ul><li>Accomplish More Than Expected </li></ul><ul><li>Inspire Others </li></ul>John Maxwell Qualities of a Leader
  • 341. Competence <ul><li>Benjamin Franklin – Hide not your talents. They for use were made. What’s a sundial in the shade?, </li></ul><ul><li>They don’t show up in body only. They come ready to play every day. </li></ul><ul><li>The person who knows how will always have a job, but the person who knows why will always be the boss. </li></ul>John Maxwell Qualities of a Leader
  • 342. Courage Courage is fear that has said its prayers Karl Barth
  • 343. Courage <ul><li>Courage Begins with an Inward Battle </li></ul><ul><li>Courage is Making Things Right, Not just Smoothing Them Over </li></ul><ul><li>Courage in a Leader Inspires Commitment from Followers </li></ul><ul><li>Your Life Expands in Proportion to your Courage </li></ul>John Maxwell Qualities of a Leader
  • 344. Courage <ul><li>Leaders willingness to take risks </li></ul><ul><li>Courage deals with principle, not perception </li></ul><ul><li>Dedication to potential must remain stronger than your desire to appease others </li></ul>John Maxwell Qualities of a Leader
  • 345. Discernment Smart leaders believe only half of what they hear. Discerning leaders know which half to believe. John Maxwell
  • 346. Discernment <ul><li>Discover the Root Issues </li></ul><ul><li>Enhance your problem solving </li></ul><ul><li>Evaluate your options for maximum impact </li></ul><ul><li>Multiply your opportunities </li></ul><ul><li>Analyze past successes </li></ul><ul><li>Learn how others think </li></ul><ul><li>Listen to your gut </li></ul>John Maxwell Qualities of a Leader
  • 347. Focus If you chase two rabbits, both will escape Unknown
  • 348. Focus <ul><li>Focus 70 percent on Strengths </li></ul><ul><li>Focus 25 percent on New Things </li></ul><ul><li>Focus 5 percent on Areas of Weakness </li></ul>John Maxwell Qualities of a Leader
  • 349. Focus <ul><li>Leader who knows his priorities but lacks concentration knows what to do but never gets it done. </li></ul><ul><li>Spend more time on what they do well than on what they do wrong. </li></ul><ul><li>In Leadership, if you through growing, your through. </li></ul><ul><li>Create an edge </li></ul>John Maxwell Qualities of a Leader
  • 350. Generosity No person was ever honored for what he received. Honor has been the reward for what he gave. Calvin Coolidge
  • 351. Generosity <ul><li>Be grateful for Whatever You Have </li></ul><ul><li>Put People First </li></ul><ul><li>Don’t Allow the Desire for Possessions to Control You </li></ul><ul><li>Regard Money as a Resource </li></ul><ul><li>Develop the Habit of Giving </li></ul>John Maxwell Qualities of a Leader
  • 352. Generosity <ul><li>Generosity rises out of contentment, and doesn’t come with acquiring more. </li></ul><ul><li>Money is a servant but a terrible master. </li></ul><ul><li>Richard Foster – “Just the very act of letting go of money, or some other treasure, does something within us. It destroys the demon greed” </li></ul>John Maxwell Qualities of a Leader
  • 353. Initiative Of all the things a leader should fear, complacency should head the list. John Maxwell
  • 354. Initiative <ul><li>They Know What They Want </li></ul><ul><li>They Push Themselves to Act </li></ul><ul><li>They Take More Risks </li></ul><ul><li>They Make More Mistakes </li></ul><ul><li>Change your Mind-set </li></ul><ul><li>Don’t Wait for Opportunity to Knock </li></ul><ul><li>Take the Next Step </li></ul>John Maxwell Qualities of a Leader
  • 355. Initiative <ul><li>You can if you will </li></ul><ul><li>Initiators don’t wait for other people to motivate them </li></ul><ul><li>Robert Kennedy- “ Only those who dare to fail great can ever achieve greatly”. </li></ul><ul><li>Napoleon Hill – “ The starting point of all achievement is Desire”. </li></ul>John Maxwell Qualities of a Leader
  • 356. Listening A good leader encourages followers to tell him what he needs to know, not what he wants to hear. John Maxwell
  • 357. Listening <ul><li>Listen to your Followers </li></ul><ul><li>Listen to your Customers </li></ul><ul><li>Listen to your Competitors </li></ul><ul><li>Listen to Your Mentors </li></ul><ul><li>Meet People on their Turf </li></ul><ul><li>Listen Between the Lines </li></ul>John Maxwell Qualities of a Leader
  • 358. Listening <ul><li>Before a Leader can touch a person’s heart, He has to know what’s in it. He learns that by listening </li></ul><ul><li>“ Listen to the whispers and you won’t hear the screams”. </li></ul><ul><li>Good leaders always make it a priority to keep in contact with the people they’re serving. </li></ul>John Maxwell Qualities of a Leader
  • 359. Passion Anyone can dabble, but once you’ve made that commitment, your blood has that particular thing in it, and it’s very hard for people to stop Bill Cosby
  • 360. Passion <ul><li>Passion Is the First Step to Achievement </li></ul><ul><li>Passion Increases your Willpower </li></ul><ul><li>Passion Changes You </li></ul><ul><li>Passion Makes the Impossible Possible </li></ul><ul><li>Return to Your First Love </li></ul><ul><li>Associate With People of Passion </li></ul>John Maxwell Qualities of a Leader
  • 361. Passion <ul><li>Weak desire brings weak results, small fires creates little heat. </li></ul><ul><li>The stronger your fire, the greater the desire-and the greater the potential. </li></ul><ul><li>A leader with great passion and few skills always outperforms a leader with great skills and no passion. </li></ul>John Maxwell Qualities of a Leader
  • 362. Positive Attitude The greatest discovery of my generation is that human beings can alter their lives by altering their attitude of mind William James
  • 363. Positive Attitude <ul><li>Your Attitude is a Choice </li></ul><ul><li>Your Attitude Determines Your Actions </li></ul><ul><li>Your People Are a Mirror of Your Attitude </li></ul><ul><li>Maintaining a Good Attitude is Easier Than Regaining One </li></ul><ul><li>Feed yourself the Right Food </li></ul><ul><li>Achieve a Goal Everyday </li></ul><ul><li>Write it On your Wall </li></ul>John Maxwell Qualities of a Leader
  • 364. Positive Attitude <ul><li>Dennis Waitley – The Winner’s edge is not in a gifted birth, high IQ or in talent. - Attitude not Aptitude </li></ul><ul><li>Your attitude is crucial because it determines how you act. </li></ul><ul><li>Chris Evert – The thing that separates good players from great ones is mental attitude </li></ul>John Maxwell Qualities of a Leader
  • 365. Problem Solving You can measure a leader by the problems he tackles. He always looks for ones his own size. John Maxwell
  • 366. Problem Solving <ul><li>They Anticipate the Problems </li></ul><ul><li>They Accept the Truth </li></ul><ul><li>They See the Big Picture </li></ul><ul><li>They Handle One Thing at a Time </li></ul><ul><li>They Don’t Give Up a Major Goal When They’re Down </li></ul>John Maxwell Qualities of a Leader
  • 367. Problem Solving <ul><li>T ime – Spend time to discover the real issue </li></ul><ul><li>E xposure – Find out what others have done </li></ul><ul><li>A ssistance – Have your team study all angles </li></ul><ul><li>C reativity – Brainstorm multiple solutions </li></ul><ul><li>H it it- Implement the best solution </li></ul>John Maxwell Qualities of a Leader
  • 368. Relationship People don’t care how much you know, until they know how much you care. John Maxwell
  • 369. Relationship <ul><li>Have a Leader’s Head – Understand People </li></ul><ul><li>Have a Leader’s Heart – Love People </li></ul><ul><li>Extend a Leader’s Hand – Help People </li></ul>John Maxwell Qualities of a Leader
  • 370. Relationship <ul><li>They like to feel special, so sincerely compliment them. </li></ul><ul><li>They want a better tomorrow, so show them hope. </li></ul><ul><li>They desire direction, so navigate for them. </li></ul><ul><li>They are selfish, so speak to their needs first. </li></ul><ul><li>They get low emotionally, so encourage them. </li></ul><ul><li>They want success, so help them win. </li></ul>John Maxwell Qualities of a Leader
  • 371. Responsibility If You won’t carry the ball, You can’t Lead the Team. John Maxwell
  • 372. Responsibility <ul><li>They Get The Job Done </li></ul><ul><li>They Are Willing to Go the Extra Mile </li></ul><ul><li>They Are Driven by Excellence </li></ul><ul><li>They Produce Regardless of the Situation </li></ul>John Maxwell Qualities of a Leader
  • 373. Responsibility <ul><li>No one can do the minimum and reach his maximum potential. </li></ul><ul><li>If you want to succeed, be willing to put the organization ahead of your agenda. </li></ul><ul><li>It’s priceless to find a person who will take responsibility, who will finish and follow through to the final detail. </li></ul>John Maxwell Qualities of a Leader
  • 374. Security No man will make a great leader who wants to do it all himself or get all the credit for doing it. Andrew Carnegie
  • 375. Security <ul><li>Insecure Leaders have several common traits: </li></ul><ul><li>They Don’t Provide Security </li></ul><ul><li>They Take More From People Than They Give </li></ul><ul><li>They Continually Limit Their Best People </li></ul><ul><li>They Continually Limit the Organization </li></ul>John Maxwell Qualities of a Leader
  • 376. Security <ul><li>Only secure leaders give powers to others. </li></ul><ul><li>Leaders make his followers feel good about themselves. </li></ul><ul><li>Don’t let insecurity prevent you from reaching your potential. </li></ul>John Maxwell Qualities of a Leader
  • 377. Self Discipline The First Person You Lead Is You. John Maxwell
  • 378. Self Discipline <ul><li>Develop and Follow Your Priorities </li></ul><ul><li>Make a Disciplined Lifestyle Your Goal </li></ul><ul><li>Challenge Your Excuses </li></ul><ul><li>Remove Rewards Until the Job Is Done </li></ul><ul><li>Stay Focused on Results </li></ul>John Maxwell Qualities of a Leader
  • 379. Servanthood To Get Ahead, Put Others First John Maxwell
  • 380. Servanthood <ul><li>Puts Others Ahead of His Own Agenda </li></ul><ul><li>Possesses the Confidence to Serve </li></ul><ul><li>Initiates Service top Others </li></ul><ul><li>Is Not Position Conscious </li></ul><ul><li>Serves Out Of Love </li></ul>John Maxwell Qualities of a Leader
  • 381. Servanthood <ul><li>Stop lording over people, and start listening to them. </li></ul><ul><li>Stop role-playing for advancement, and start risking for others’ benefit. </li></ul><ul><li>Stop seeking your own way, and start serving others. </li></ul>John Maxwell Qualities of a Leader
  • 382. Teachability To Keep Leading, Keep Learning. John Maxwell
  • 383. Teachability <ul><li>Cure Your Destination Disease </li></ul><ul><li>Overcome your Success </li></ul><ul><li>Swear Off Shortcuts </li></ul><ul><li>Trade In Your Pride </li></ul><ul><li>Never Pay Twice for the Same Mistake </li></ul>John Maxwell Qualities of a Leader
  • 384. Teachability <ul><li>For everything you gain, you lose something- Togain growth, give up your pride. </li></ul><ul><li>The Greatest mistake one can make in life is to be continually fearing you will make one. – Elbert Hubbard </li></ul><ul><li>As long as you’re green, you’re growing. As soon as your ripe, you start to rot – Ray Kroc </li></ul>John Maxwell Qualities of a Leader
  • 385. Vision You Can Seize Only What You Can See John Maxwell
  • 386. Vision <ul><li>Vision Starts Within </li></ul><ul><li>Vision Draws on Your History </li></ul><ul><li>Vision Meets Others’ Needs </li></ul><ul><li>Vision Helps You Gather Resources </li></ul>John Maxwell Qualities of a Leader
  • 387. Vision <ul><li>The Inner Voice </li></ul><ul><li>The Unhappy Voice </li></ul><ul><li>The Successful Voice </li></ul><ul><li>The Higher Voice </li></ul>John Maxwell Qualities of a Leader
  • 388. Look For the Leader Within the Person
  • 389. Look For the Leader Within the Person <ul><li>Positiveness </li></ul><ul><li>The Ability to work with and see people and situations in a positive way. </li></ul><ul><li>Servanthood </li></ul><ul><li>The willingness to submit, play team ball, and follow the leader. </li></ul><ul><li>Growth Potential </li></ul><ul><li>A hunger for personal growthand development; the ability to keep growing as the job expands. </li></ul>John Maxwell Developing Leaders Around You
  • 390. Look For the Leader Within the Person <ul><li>Follow-through </li></ul><ul><li>The determination to get the job done completely and with consistency. </li></ul><ul><li>Loyalty </li></ul><ul><li>The willingness to always put the leader and the organization above personal desires. </li></ul><ul><li>Resiliency </li></ul><ul><li>The ability to bounce back when problem arise. </li></ul>John Maxwell Developing Leaders Around You
  • 391. Look For the Leader Within the Person <ul><li>Integrity </li></ul><ul><li>Trustworthiness and solid character; consistent words and walk. </li></ul><ul><li>Big picture mind-set </li></ul><ul><li>The ability to see the whole organization and all of its needs. </li></ul><ul><li>Discipline </li></ul><ul><li>The willingness to do what is required regardless of personal mood. </li></ul><ul><li>Gratitude </li></ul><ul><li>An attitude of thankfulness that becomes a way of life. </li></ul>John Maxwell Developing Leaders Around You
  • 392. T-eamwork L-eadership C-oaching The Who, the What &amp; the How of Leadership Coaches Chot Reyes &amp; Tim Cone
  • 393. WHO of LEADERSHIP <ul><li>Most compelling leadership tool </li></ul><ul><li>is WHO we are </li></ul><ul><li>our values </li></ul><ul><li>our anchor principles </li></ul><ul><li>If this internal foundation has not been laid…. </li></ul><ul><li>The Chot Reyes Story….. </li></ul>
  • 394. MYTHS of LEADERSHIP <ul><li>Management Myth </li></ul><ul><li>Entrepreneur Myth </li></ul><ul><li>Knowledge Myth </li></ul><ul><li>Pioneer Myth </li></ul><ul><li>Position Myth </li></ul>
  • 395. JOHNNY ABARRIENTOS- The Quiet Leader <ul><li>Humility </li></ul><ul><li>Magnetic </li></ul><ul><li>Competent </li></ul>
  • 396. BONG HAWKINS- The Passionate Leader <ul><li>Self Discipline </li></ul><ul><li>Courage </li></ul><ul><li>Focus </li></ul><ul><li>Reliable </li></ul>
  • 397. SEAN CHAMBER- The Gregarious Leader <ul><li>Relational </li></ul><ul><li>Positive Attitude </li></ul><ul><li>Character </li></ul><ul><li>Servanthood </li></ul>
  • 398. JOJO LASTIMOSA- The Complete Leader <ul><li>Consistent </li></ul><ul><li>Honest Communication </li></ul><ul><li>Transparent </li></ul><ul><li>Humility </li></ul><ul><li>Supportive </li></ul><ul><li>Fulfilled promises </li></ul><ul><li>Listened </li></ul>
  • 399. WHAT of LEADERSHIP <ul><li>“ Leadership is not a privilege. </li></ul><ul><li>It is a responsibility “ </li></ul><ul><li>“ The team itself leads the team.” </li></ul><ul><li>Phil Jackson </li></ul><ul><li>“ Leadership is Influence.” </li></ul>
  • 400. HOW OF LEADERSHIP <ul><li>Managers who are coaches will be the norm. </li></ul><ul><li>Team Coaching ABCDs: </li></ul><ul><ul><li>awareness and acceptance </li></ul></ul><ul><ul><li>build trust levels </li></ul></ul><ul><ul><li>create cohesion </li></ul></ul><ul><ul><li>develop skills </li></ul></ul>
  • 401. CREATING COHESION <ul><li>needs time </li></ul><ul><li>courage </li></ul><ul><li>communication </li></ul><ul><li>connection </li></ul>
  • 402. COMMUNICATION <ul><li>Spoken Words 7% </li></ul><ul><li>Tone of Voice 38% </li></ul><ul><li>Body Language 55% </li></ul>
  • 403. SHARPENING SKILLS <ul><li>Fish Tank Theory </li></ul><ul><li>Comfort Zone vs Gift Zone </li></ul><ul><li>Be brilliant at the Basics </li></ul>
  • 404. WHERE DO I BEGIN? <ul><li>Start with yourself </li></ul><ul><li>Practice ABCDs </li></ul><ul><li>Feedback </li></ul><ul><ul><li>Things you want to continue doing? </li></ul></ul><ul><ul><li>Things you want to stop doing? </li></ul></ul><ul><ul><li>Things you want to start doing </li></ul></ul>

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