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Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
Courageous Leadership Behaviour Drives Results - Always
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Courageous Leadership Behaviour Drives Results - Always

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Before you can solve the problems that prevent your company or team from achieving optimal performance, you need to fully understand the underlying behavioral issues that block sustainable …

Before you can solve the problems that prevent your company or team from achieving optimal performance, you need to fully understand the underlying behavioral issues that block sustainable organizational change, efficiency, and effectiveness.

Once you understand what triggers automatic and unproductive behaviors, you can master the methodology for transforming them into extraordinary behaviors that propel your organization into high performance.

Published in: Leadership & Management
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  • 1. http://upload.wikimedia.org/wikipedia/commons/a/a1/Lions_Family_Portrait_Masai_Mara.jpg (Labeled for Reuse) No. 1
  • 2. http://upload.wikimedia.org/wikipedia/commons/c/c0/Behaviour_Santiago_Logo.jpg (Labeled for Reuse with Modification) No. 2
  • 3. http://upload.wikimedia.org/wikipedia/commons/9/92/Sort_sol_pdfnet.jpg (Labeled for reuse with modification) BUSINESS RESULTS ARE IN DIRECT PROPORTION TO HOW PEOPLE WORK TOGETHER 1 No. 3
  • 4. http://en.wikipedia.org/wiki/Collective_animal_behavior#mediaviewer/File:School_of_Pterocaesio_chrysozona_in_Papua_New_Guinea_1.jpg (Labeled as Reuse with Modification) WHEN LEADERS ARE NOT ALIGNED AND EMPLOYEES ARE NOT ENGAGED, EVEN THE MOST BRILLIANT BUSINESS STRATEGY WILL NOT SUCCEED 2 No. 4
  • 5. http://en.wikipedia.org/wiki/Collective_animal_behavior#mediaviewer/File:Auklet_flock_Shumagins_1986.jpg (Labeled for Reuse with Modification) HOW PEOPLE BEHAVE AND RELATE TO THE ORGANIZATION, COWORKERS, AND LEADERS DETERMINES WHAT IS ACHIEVED 3 No. 5
  • 6. http://upload.wikimedia.org/wikipedia/commons/d/dd/Catch_cats_3.JPG (Labeled for Reuse with Modification) UNPRODUCTIVE BEHAVIOR TAKES UP YOUR TIME, FRUSTRATES EVERYONE IN ITS PATH, AND PREVENTS THE COMPANY FROM ACHIEVING ITS GOALS 4 No. 6
  • 7. http://upload.wikimedia.org/wikipedia/commons/a/a2/Open_dialogue_on_what_people_want_as_priorities_for_their_communities_in_Kigali,_Rwanda.JPG (Labeled as Reuse with Modification) NOTHING WORKS WHEN PEOPLE ARE NOT WORKING TOGETHER 5 No. 7
  • 8. http://upload.wikimedia.org/wikipedia/commons/9/9c/Beppe_To_2010.jpg ((Labeled for Reuse with Modification) YOU CANNOT CHANGE HOW PEOPLE BEHAVE WITH MANDATES, SLOGANS, OR PROGRAMS- OF-THE-MONTH 6 No. 8
  • 9. http://upload.wikimedia.org/wikipedia/commons/a/a7/Stockhausen_Michaelion_Kameltanz_24Aug2012(1).png (Labeled for reuse with Modification) NO AMOUNT OF CAJOLING, PERSUADING, OR THREATENING WILL ALTER WHAT PEOPLE DO 7 No. 9
  • 10. PEOPLE WILL CONTINUE TO BEHAVE IN THE SAME WAY; THEY WILL JUST TAKE IT UNDERGROUND WHERE YOU CANNOT SEE IT http://i.dailymail.co.uk/i/pix/2011/09/18/article‐2038942‐08BDC15D000005DC‐995_468x286.jpg (Labeled for Reuse with Modification) 8 No. 10
  • 11. THE GRAPEVINE IS THE STRONGEST COMMUNICATION NETWORK  IN COMPANIES THAT DO NOT HAVE AN OPEN  AND SAFE ENVIRONMENT http://upload.wikimedia.org/wikipedia/commons/2/21/Benzodiazepine3.png (Labeled for Reuse with Modification) 9 No. 11
  • 12. A CULTURE OF ACCOUNTABILITY IS THE  HALLMARK OF WORLD‐CLASS ORGANIZATIONS http://upload.wikimedia.org/wikipedia/commons/4/42/U.S._Marines_with_Delta_Company,_Infantry_Training_Battalion,_School_of_Infantry‐East,_take_a_knee_for_accountability_before_embarking_on_a_10K_hike_at_Camp_Geiger,_N.C.,_Oct._4,_2013_131004‐M‐PS305‐036.jpg (Labeled for Reuse  with Modification) 10 No. 12
  • 13. NOW THE QUESTION IS ‐‐‐‐‐‐‐ “WHAT IS HOLDING LEADERS AND  ORGANIZATIONS BACK?” http://upload.wikimedia.org/wikipedia/commons/6/68/Reporter_raising_hand_at_US_Army_press_conference.jpg (Labeled for Reuse with Modification) No. 13
  • 14. TRANSFORMATION BEGINS WHEN LEADERS  CHOOSE TO CHANGE THEIR BEHAVIOURS…….  THEIR “BEHAVIOURIAL BLIND SPOTS” http://upload.wikimedia.org/wikipedia/commons/thumb/5/55/CONDUCTOR_AND_AMTRAK_EMPLOYEE_(IN_RED_BLAZER_AT_RIGHT)_ANSWER_QUESTIONS_BY_PASSENGERS_CONCERNING_SCHEDULES._AMTRAK..._‐_NARA_‐_555966.jpg/1280px‐ ONDUCTOR_AND_AMTRAK_EMPLOYEE_(IN_RED_BLAZER_AT_RIGHT)_ANSWER_QUESTIONS_BY_PASSENGERS_CONCERNING_SCHEDULES._AMTRAK..._‐_NARA_‐_555966.jpg (Labeled for Reuse) No. 14
  • 15. BLIND SPOTS ARE AUTOMATIC, MECHANICAL,  AND UNCONSCIOUS BEHAVIOURS http://upload.wikimedia.org/wikipedia/commons/2/27/Automobile_A‐pillar_bar_blind_spots.PNG (Labeled for Reuse) No. 15
  • 16. THEY OCCUR SPONTANEOUSLY AND HABITUALLY,  AND THEY GET WORSE IN TIMES OF STRESS AND  ANXIETY OR EMBRASSMENT!! http://upload.wikimedia.org/wikipedia/commons/3/38/Vincent_Willem_van_Gogh_002.jpg (Labeled for Reuse) http://upload.wikimedia.org/wikipedia/commons/b/bc/Embarrassed_woman.jpg (Labeled for Reuse) No. 16
  • 17. http://upload.wikimedia.org/wikipedia/commons/7/70/M9_Pistol_combat_in_woods.jpg (Labeled for Reuse) TO COMBAT THESE UNPRODUCTIVE BEHAVIOURS,  ANSWER THESE 15 QUESTIONS  No. 17
  • 18. http://upload.wikimedia.org/wikipedia/commons/3/31/Left_side_of_modern_US‐International_keyboard.JPG (Labeled for Reuse) 1 DO YOU FEEL THERE ARE UNRESOLVED ISSUES  AND PROBLEMS THAT SURFACE AGAIN AND  AGAIN? No. 18
  • 19. 2 ARE THERE UNRESOLVED CONFLICTS BETWEEN INDIVIDUALS ON YOUR TEAM? No. 19
  • 20. 3 ARE THERE UNRESOLVED CONFLICTS BETWEEN  YOUR TEAM AND OTHER GROUPS IN THE  ORGANIZATION? No. 20
  • 21. 4 IS THE WORK ENVIRONMENT DISEMPOWERING (UNCONSTRUCTIVE, UNINSPIRING, PESSIMISTIC, OR NEGATIVE)? No. 21
  • 22. 5 DO YOU ALIGN IN MEETINGS BUT CONSPIRE AGAINST OTHERS OUTSIDE OF MEETINGS? No. 22
  • 23. 6 DO YOU TOLERATE UNPRODUCTIVE BEHAVIOR IN MEETINGS? No. 23
  • 24. 7 DOES YOUR ORGANIZATION IGNORE  UNPRODUCTIVE BEHAVIOR OR ADDRESS IT  INCONSISTENTLY? No. 24
  • 25. 8 DO YOU TALK BEHIND EACH OTHER’S BACK  INSTEAD OF TALKING DIRECTLY TO EACH OTHER? No. 25
  • 26. 9 DO YOU TRUST THE SENIOR LEADERS? No. 26
  • 27. 10 DO YOU TRUST THE TEAM LEADER AND/OR  OTHER IMMEDIATE LEADERS? No. 27
  • 28. 11 DO YOU TRUST THE TEAM MEMBERS, AND DO  THEY TRUST YOU? No. 28
  • 29. 12 DO YOU HOLD OTHERS ACCOUNTABLE FOR  DELIVERING ON COMMITMENTS? No. 29
  • 30. 13 DO YOU BLAME, POINT THE FINGER AT, OR  COMPLAIN ABOUT OTHERS OR CIRCUMSTANCES? No. 30
  • 31. 14 DO YOU PROTECT AND DEFEND YOUR AREA  (SILO) TO THE EXCLUSION OF DOING WHAT IS  BEST FOR THE ENTERPRISE AS A WHOLE? No. 31
  • 32. 15 DO YOU HAVE AN UNSPOKEN TRUCE WITH  OTHERS TO NOT HOLD EACH OTHER  ACCOUNTABLE (THAT IS, NOT TO CALL EACH  OTHER OUT)? No. 32
  • 33. IT TAKES COURAGE TO ANSWERS THE 15 QUESTIONS ………… AND MORE COURAGE TO IMPLEMENT THE ANSWERS……….. AND THOSE WHO DO THESE ARE CALLED…… No. 33
  • 34. COURAGEOUS LEADERS…… THEY ALWAYS REACH FOR THE STARS…… THEY NEVER LOOK BACK…. No. 34 Compiled & Adapted from Fearless Leadership ‐ © The McGraw‐Hill Companies, Inc. ‐ ISBN: 978‐0‐07‐162755‐9 Used for Non – Commercial Purpose. Personal Use
  • 35. I m a g i n e Yo u r O r g a n i s a t i o n W i t h S u c h L e a d e r s … … … No. 35
  • 36. W o u l d n ’ t T h a t M a k e A D i f f e r e n c e To Yo u r Te a m A n d O r g a n i z a t i o n a l R e s u l t s ? No. 36
  • 37. Email: sadashiv.avinash@gmail.com No. 37

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