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Balancing LEADERship on FEAR

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Presented at the induction of officers of all student organizations of Foundation University, held 5 July 2011 at the Sofia Soler Sinco Hall.

Presented at the induction of officers of all student organizations of Foundation University, held 5 July 2011 at the Sofia Soler Sinco Hall.

Published in: Education, Business

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Transcript

  • 1. Balancing LEADERship on FEAR
    By: Mark Raygan E. Garcia
    Director, Office of Information & Publications
    Silliman University
  • 2. Are you a leader?
  • 3. Do you have dreams in life?
    Do you know what it takes to realize your dreams?
    Do you know when you can say that you have been successful?
  • 4. If your answers are the following:
    Yes to No. 1
    Yes to No. 2
    Yes to No 3
    You are a LEADER to the extent that you are able to manage yourself.
  • 5. Think of your organization…
    Do you know what your organization’s goals are?
    Do you know what it takes for your organization to achieve those goals?
    Do you know when your organization can say that it has been successful?
  • 6. If your answers are the following:
    Yes to No. 1
    Yes to No. 2
    Yes to No 3
    You are a LEADER most likely to the extent that you have a personal view of how far the organization can bring itself.
  • 7. Leadership Perspective
    Not a “me”, but an “us”
    Not “personal”, but “collective”
    Not all the time about “me”; oftentimes it’s about “when it is about them, then it is also about me”; not “it is about me, so it is also about them”
  • 8. Organization Defined
    Simulation of the bigger world out there.
    Place where professional development is facilitated.
    Laboratory to test out ideas and possibilities.
    Pressure cooker to tenderize your maturity.
    Nest where you nurture relationships.
  • 9. Leadership Defined (1-2)
    Leadership involves influence, requires working with people, and is concerned with effective goal accomplishment.
    Credits: Leadership: Theory and Practice
  • 10. Leadership Defined (2-2)
    (Bennis & Nanus)
    Manage Accomplish activities and master routines
    Lead Influence others and create visions for change
    “Managers are people who do things right and leaders are people who do the right thing.”
    Credits: Leadership: Theory and Practice
  • 11. LEADER Explained (1-2)
    L oad
    E ffect
    A ims
    D irection
    E ngaging
    Resilient
    PROCESS
    PERSON
  • 12. LEADER Explained (2-2)
    Load A recognition of responsibility.
    Effect A recognition of a needed impact.
    Aims A recognition of a purpose.
    Direction A recognition of unity.
    Engaging Ability to facilitate exchange, understanding, and teamwork.
    Resilient Ability to appreciate and draw strength from differences/trials.
  • 13. 3 ‘Organs’ of Leadership
    Brain Knowledge about the organization; familiarity with policies
    Heart Care for people; openness to new ideas
    Soul Commitment; “going concern”
  • 14. Are you afraid to become a LEADER?
  • 15. Developing FEAR (1-3)
    “To err is human; to forgive divine”
    Alexander Pope
    To fear is human.
  • 16. Developing FEAR (2-3)
    Fear is a survival mechanism. It’s recognition of a threat.
    Fear ceases to be a survival mechanism when you recognize a threat but refuses to do something about it.
    Fear can bring success or failure.
  • 17. Developing FEAR (3-3)
    F aith
    E ngaged
    A midst
    R etreat
    Fear is about “faith” in what you can do under difficult circumstances. It is about engaging your conviction in life vis-à-vis your commitment to a common goal.
    Fear thrives on retreat or surrender, but aims for the best.
  • 18. FEAR & Leadership
    Brain
    Soul
    Heart
    Leadership is about:
    Decisions
    People
    Results
    Future
    FEAR is the fulcrum of leadership, measuring balance among the ‘3 Organs’ in becoming a LEADER.
    LEADER
    FEAR
  • 19. Threats to Leadership
    Self
    Pride (failure to accept mistakes)
    Self-centeredness (resistance to new ideas)
    Others
    Crab mentality (pleasure in seeing others fail)
    Lack of trust (addiction to “self”)
  • 20. Capitalizing on ‘Threats’
    Convert ‘threats’ to challenges and opportunities
    CHALLENGES
    • To know yourself better.
    • 21. To appreciate others for who they are.
    • 22. To afford yourself patience.
    • 23. To explore creative ways of working around varied ideas.
    • 24. To test your focus on the what and the who ought to matter most.
    OPPORTUNITIES
    • Work in a tougher environment.
    • 25. Take on more responsibilities.
    • 26. Face more difficult people.
    • 27. Handle and manage more pressure.
    >>> Higher employability.
    >>> Faster promotion.
    >>> Stronger sense of self.
  • 28. Let’s connect:
    Facebook:
    www.facebook.com/markraygan
    Twitter:
    www.twitter.com/smark_ideas