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Leadership Training
 

Leadership Training

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Training I put together for a session a few years ago

Training I put together for a session a few years ago

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    Leadership Training Leadership Training Presentation Transcript

    • I would say to the House, as I said to those who have joined this Government: 'I have nothing to offer but blood, toil, tears, and sweat.quot; Winston Churchill, 1940 What is Leadership? What are the virtues of a leader?
    • TYPES OF LEADERSHIP
    • Transactional leadership Primarily relies on the follower's compliance, which leads the follower to do what the organization expects of him. However, while the follower might comply with the leader in exchange for a reward, he might exhibit little commitment to the leader or organization. Manager Peer 1 Peer 2 Peer 3
    • Charismatic Leadership “It is not what the leader is but what people see the leader as that counts in generating the charismatic relationship.” Major Attila J. Bognar The followers trust the correctness of the leader's beliefs 1. The followers feel affection to the leader and obey the leader willingly 2. The followers feel an emotional involvement in the mission they are 3. led to do. Although a charismatic leader can inspire great commitment, sacrifice and energy, there is no guarantee his vision is worthwhile.
    • Transformational Leadership quot;the manager does things right; the leader does the right thing.quot; Based on more than follower compliance; it includes shifts in the follower's beliefs and values. Followers internalize the transformational leader's end values, such as integrity and honor, and commit themselves to the leader and his vision. As a result, transformational leadership is built on follower commitment. In gaining follower commitment, the transformational leader focuses on long-term goals, inspires followers to share his vision, enacts change and empowers followers.
    • LEADERSHIP “…is ultimately about mobilizing others to want to get extraordinary things done in the organization.” Leadership The Challenge, Jossey-Bass, 3rd Edition.
    • LEADERSHIP : CORE VIRTUES Honest LEADER Inspiring Forward-looking Competent
    • 1 MODEL THE WAY
    • Find your voice by clarifying your personal values. “You can’t follow someone who isn’t credible, who doesn’t truly believe in what they’re doing-and how they’re doing it.” Leadership The Challenge, Jossey-Bass, 3rd Edition. A leader is chosen because whoever put him there trusts his judgment, character and intelligence-not his poll-taking skills. BE YOUR OWN MAN OR WOMAN!! Rudy Giuliani, LEADERSHIP, Miramax Books …meaning that you should never feel that you have to sacrifice your principles.
    • What are my values? DWYSYWD: Do What You Say You Will Do
    • SUPERMAN OR MOTHER THERESA? EVERY LEADER HAS AN INSPIRING SOURCE WHAT’S YOURS??
    • Exercise Grab a sheet of paper and answer for yourself the following questions: 1. What are you discontent about? Why? 2. What brings you suffering? Why? 3. What makes you weep? Why? 4. What makes you jump for joy? Why? 5. What are you passionate about? Why? 6. What keeps you awake at night? Why? 7. What do you want for your life? Why? 8. Just What is it you really care about? Why?
    • Set the example by aligning actions with shared values. “The actions of men are the best interpreters of their thoughts.” John Locke (1632 - 1704) Build Shared Values Set clearly the expectations (communicate) Actions aligned with those values and expectations TEAMBUILDING
    • 2 INSPIRE A SHARED VISION
    • Envision the future by imagining exciting and ennobling possibilities. Leaders want to do something significant, something meaningful. That has to come from within. Before you can inspire others, you have to be inspired yourself. Being Forward-Looking differentiates leaders. You are cruising alone in a sunny road, top down, wind in your hair and not a care in the world. Without warning, ahead there is a blanket of fog as thick as you ever seen it. What do you do?
    • SHARED VALUES DRIVES A SHARED VISION A leader must engage their constituents in a dialogue about values. A common understanding of values comes through that dialogue; it emerges from a process, not a pronouncement. This dialogue takes part of the effort but EXAMPLE by ACTION takes the rest. “FIRST THINGS FIRST” “Always sweat the small stuff”
    • Story Telling – The best communicating tool for leaders. Nothing serves a leader better than a knack for narrative. Stories anoint role models, impart values, and show how to execute indescribably complex tasks. Stories stay with you because they involve people and how they deal with real problems and issues.
    • ENLISTING OTHERS – An honest search for people Listen deeply to others. Discover and appeal to a common purpose. Give life to a vision by communicating expressively, so that people can see themselves in it.
    • 3 CHALLENGE THE PROCESS
    • SEARCH FOR OPPORTUNITIES BY SEEKING INNOVATIVE WAYS TO CHANGE, GROW AND IMPROVE. “They always say time changes things, but you actually have to change them yourself.” Andy Warhol (1928 – 1987) Leadership and challenge are inextricably linked. Leadership and principles are inextricably linked. The implication is very clear. The leaders people admire are the ones who have the courage of their convictions. Creating reasons for those people who work for you to establish their own culture of challenge and preparedness is part of being a good leader.
    • START SMALL WITH SUCCESS With every new challenge ahead, it is wise to have a clear and decisive small victory. Better if the solution is small enough, so it can be easily understood. This will let constituents and critics know that action and positive change were more than just rhetoric. “Success isn't permanent, and failure isn't fatal.” Mike Ditka
    • UNDERPROMISE AND OVERDELIVER “The superior man is modest in his speech, but exceeds in his actions.” Confucius(551 BC - 479 BC) A leader’s job is to set the correct expectations for its constituents. Manage expectations means to let your results exceed the promises made. In the long run, grand rhetorical promises undermine a leader’s authority.
    • 4 ENABLE OTHERS TO ACT
    • FOSTER COLLABORATION BY PROMOTING COOPERATIVE GOALS AND BUILDING TRUST “First it is necessary to stand on your own two feet. But the minute a man finds himself in that position, the next thing he should do is reach out his arms.” Kristin Hunter, O Magazine, 2003 Collaboration is the critical competency for achieving and sustaining high performance. • Create a climate of trust. • Facilitate positive interdependence. • Support face to face interactions. • Generate a “WE” language.
    • “We don’t get our power from our stars and our bars. We get our power from the people we led.” Major General John Stanford. • Leaders accept and act on the paradox of power: we become most powerful when we give own power away. • To strengthen others, leaders place their constituents not themselves, at the center of solving critical problems and contributing to key goals. • Leaders coach and are mentors. The people who make a difference in our lives are not the ones with the most credentials, the most money or the most awards...They are the ones who care. Leadership The Chanllenge, Jossey-Bass, 3rd Edition.
    • “The best measure of a man's honesty isn't his income tax return. It's the zero adjust on his bathroom scale.” Arthur C. Clarke, science fiction author ACCOUNTABILITY ACROSS THE TABLE, ALL THE TIME The contract among leader and constituents is a two way street. Focus on the problem, not the person. Leave out the “THEY” excuse. I’m RESPONSIBLE !!!
    • 5 ENCOURAGE THE HEART
    • RECOGNIZE CONTRIBUTIONS BY SHOWING APPRECIATION FOR INDIVIDUAL EXCELLENCE A one size-fits-all approach to recognition feels false, forced and heartless. Increases cynicism and actually damage credibility. Make loyalty your cornerstone.
    • CELEBRATE THE VALUES AND VICTORIES BY CREATING A SPIRIT OF COMMUNITY “If you can create a community that supports itself, you can really achieve wonderful things.” Keith Sonberg, ROCHE Bioscience Schedule celebrations. Create a commemorative award honoring exemplary actions. Demonstrate caring by walking-around. Show passion and compassion. Be a cheerleader – your way. Have fun.
    • In RECAP… MODEL THE WAY ENCOURAGE THE INSPIRE A SHARED HEART VISION LEADERSHIP ENABLE OTHERS TO ACT CHALLENGE THE PROCESS
    • Who is going to tell me what is IT IS YOUR CHOICE !!! next? Where lies my next challenge?
    • “You must be the change you want to see in the world.” Mahatma Gandhi, (1869 - 1948) “Leadership is a dialogue, not a monologue.” Leadership The Challenge.