1. A Member of The Linde Group
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Manager To Leader Tool Box Kit

2. “It is not the strongest that survives,
nor the most intelligent.
It is the one that is the most
adaptable to change.”
Charles Darwin

3. A Member of The Linde Group
It’s your choice, shift your mindset and take responsibility
“I / we /us”
So what do I / We need to do about it?
Personal Power
Creative
Personal Responsibility
BLAME
JUSTIFY
DENY
DEFEND
‘STAY above the line’
“You / They”Emotional
VictimPast Problem
Past Focused
Reactive

4. A Member of The Linde Group
Changing mindsets shifts behaviour and determines the outcome
GROUP OUTCOMES
MY BEHAVIOUR
LEVEL OF
AWARENESS
Who I am
STATE OF MIND
How I feel
Decisions made Use of time Interactions with others
MINDSET
My values and beliefs
about what is important
PERSONAL CONTRIBUTIONS
HAVE
DO
BE

5. A Member of The Linde Group
BEHAVIOUR
THOUGHTS/FEELINGS
ATTITUDES/MINDSETS
VALUES/BELIEFS
NEEDS
Focusing on behaviour alone won’t affect change. Understand what you don’t see

6. A Member of The Linde Group
Effective feedback incorporates a description of SBIBI
SBI FEEDBACK MODEL
S
B
I
B
I
SITUATION
What was the situation or task where you noticed
the behaviour?
BEHAVIOUR
What did you actually see or hear?
What was said and done?
IMPACT
What was the result or effect of this behaviour,
on you or others?
Alternative BEHAVIOUR
What could the person have done differently?
Alternative IMPACT
What enhanced result would that alternative
behaviour have produced?

7. A Member of The Linde Group
Beware of climbing up the ladder of influence:
question the noble truth
THE
NOBLE
“TRUTH”
ADOPT
BELIEFS
DRAW
CONCLUSIONS
MAKE
ASSUMPTIONS
ADD
MEANING
SELECT DATA
OBSERVABLE
DATA

8. A Member of The Linde Group
Every time you deligate describe SPORT
S ITUATION
P URPOSE
O UTCOME
R ESOURCES
T IME

9. A Member of The Linde Group
Work through the four steps of GROW to coach for results
G
R
O
W
GOAL
Agree to topic
Agree on longer-term goal
REALITY
Invite self assessment
Provide specific feedback - SBI/BI model
Check or avoid assumptions
Move the person forward
OPTIONS
Where relevant, review the goal
Collaboratively explore the full range of
options - both obvious and outrageous ones!
Offer suggestions sparingly
WILL/WRAP-UP
Commit to action
Determine the next steps
Identify potential obstacles

10. A Member of The Linde Group
Define commander’s intent for your message to be compelling
COMMANDER’S INTENT
If we do nothing else, we must...

11. A Member of The Linde Group
Six tips to make your messages stick
S imple
U nexpected
C oncrete
C redible
E motion
S tories

12. A Member of The Linde Group
Adapt your leadership style to match the task specific competence and
commitment levels of your people
Situational Leadership Model
Supporting
SupportiveBehaviour
Directive Behaviour
D1D4
D2D3
(High)
(High)(Low)
Delegating
Coaching
Directing
Development
Level
D4 D3 D2 D1
Competence High High Some Low
Commitment High Variable Low(er) High