Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Leadership Skills
The	Journey…
Only Three Things Happen Naturally
in an Organization!!!
Everything Else…requires Leadership! 												
														
...
3	
²  Infighting, trust issues, and blame games between
internal functions/departments!
²  Communication barriers between ...
Course Objectives
•  The Leader and the Followera	
•  Human Natureb	
•  Leader, Manager & Bossc	
•  Leadership Theories & ...
Leaders : have an honest understanding of yourself,
accept criticism, lead by the doing, appreciate the first
follower so ...
“The challenge of leadership
is to be strong, but not rude;
be kind, but not weak;
be bold, but not a bully;
be thoughtful...
Abraham Maslow’s
hierarchy of needs as a
means to motivation,
thought process or
decision making.
Human Nature : People’s ...
Level Needs Motivation & Behavior
Level 5 – Self
Actualization
Fulfillment of Goals & Dreams
Self fulfillment, realizing inn...
Ladder of Inference: the thinking process that we go
through, from a fact to a decision or action (most times
subconscious...
Managing PeopleLeading People
Is Managing the same as Leading?
•  Counting Value
•  Explain Vision
•  Mobilize
resources
•...
The Leader and the Boss…
Boss Leader
Drives Others Coaches Others
Instills Fear Generates Enthusiasm
Blames Others for bre...
Leadership Theories
•  Assumed that Leaders are born & not made…
•  Was helpful in identifying traits and qualities like i...
Leadership Styles
Response
Leader’s Modus
Operandi (Approach)
Demands Immediate
obedience/compliance
In a Single Phrase “D...
Leadership Styles
Response
Leader’s Modus Operandi
(Approach)
Forges consensus through
participation but leader
makes final...
Leadership Styles
Response
Leader’s Modus
Operandi (Approach)
Mobilizes people towards a
Vision or Goal
In a Single Phrase...
Leadership Styles
Response
Leader’s Modus
Operandi (Approach)
Creates harmony and builds
emotional bonds
In a Single Phras...
Leadership Styles
Pace-setting Leadership
Credit	:	Goleman,	Harvard	Business	Review	
Response
Leader’s Modus
Operandi (App...
Leadership Styles
Coaching Leadership
Credit	:	Goleman,	Harvard	Business	Review	
Response
Leader’s Modus Operandi
(Approac...
Patience is not the ability
to wait, but the ability to
keep a calm attitude
while Waiting!
Leadership Levels
Credit	:	John	Maxwell,	Maxwell	group
Leadership Levels
Credit	:	John	Maxwell,	Maxwell	group	
1.  Position : Simply a Job Title or position which gives you the
...
Leadership Levels
Credit	:	John	Maxwell,	Maxwell	group	
2.  Permission : you have created a likeable trust-bond through
yo...
Leadership Levels
Credit	:	John	Maxwell,	Maxwell	group	
4.  People Development : Coaching people to emulate what you
have ...
Leadership Levels
Credit	:	John	Maxwell,	Maxwell	group	
5.  The Pinnacle (Personhood): You have developed and
coached many...
Leadership : Food for Thought
Personal reflection…
	WEAKNESSES	
•  What’s	keeping	YOU	
behind?	
OPPORTUNITIES
	
•  New	reasons	for	YOU	to	
grow	!	
THREA...
Leadership : Techniques to Increase
Power - Position at Work
1.  Be Authentic : Stay true to your Ethics and Values
2.  Re...
Leadership : Techniques to Increase
Power - Position at Work
6.  Be Goal Oriented : Focus on personal and professional goa...
Leadership : Outside In or Inside Out
v  If you are unhappy with a situation, try to change it by altering
the externals (...
Leadership : Skills Development
a)  Strategic Thinking : In a business sense, strategy means the
long-term vision for the ...
Leadership : Skills Development
b)  Effective Organization Skills
Organizing skills are really a
combination of ;
Time Man...
Leadership : Skills Development
c)  Risk Management : is thinking about what could possibly
go wrong, deciding how likely ...
Leadership : Skills Development
d)  Problem Solving :
something hard to
understand, deal with but
requiring a solution. A
...
Leadership : Skills Development
Emotions: mental state that arises spontaneously rather than through
conscious effort ofte...
Leadership : Skills Development
e)  Emotional Intelligence: the measure of an individual’s abilities
to recognize and mana...
Leadership : Skills Development
Emotional Intelligence : Cont’d
Where do we go from Here?...
Personal Skills or Competence...
Leadership : Skills Development
f)  Negotiation : is constructive dialogue between two or more
people or entities with the...
Negotiation : Food for Thought
v Negotiation has more to do with persuasion rather than the use
of crude power (bullying o...
v Does the other party always seem to know more about you and
your needs than you do about them?
v Why is it that the othe...
Problem
Introduction
Resistance
Hard
Bargaining
Strategy
Reform
Decision
making
Action Plan
Progress
Review
Negotiation : ...
a)  Preparation
b)  Discussion (problem solving skills, negotiation tact)
c)  Agreement and Implementation (procedure, tim...
g)  Questioning skills:
o  Encouraging participation : one way is to redirect a
question already on the table to get anoth...
h)  Listening : ability to accurately receive and interpret
messages in the communication process.
o  Good listening skill...
Improvement starts with…
Accepting the Challenge to Change!
Leadership : Skills Development
Reference Literature
1.  The 5 Levels of Leadership : John C. Maxwell, 1998
2.  The 7 Habi...
46
Upcoming SlideShare
Loading in …5
×

Leadership skills

2,238 views

Published on

Leadership is a journey but not a point

Published in: Leadership & Management

Leadership skills

  1. 1. Leadership Skills The Journey…
  2. 2. Only Three Things Happen Naturally in an Organization!!! Everything Else…requires Leadership! 1 Friction 2 Confusion 3 Under Performance Peter Drucker
  3. 3. 3 ²  Infighting, trust issues, and blame games between internal functions/departments! ²  Communication barriers between stakeholders (this information is for me…alone!) ²  I’m on my Lunch Break, let them wait! ²  Let’s do that tomorrow, it’s almost time to clock-out! ²  I already sent him an email… Does this sound familiar?
  4. 4. Course Objectives •  The Leader and the Followera •  Human Natureb •  Leader, Manager & Bossc •  Leadership Theories & Styles e •  Leadership Levels f •  Where are We?d •  The Journey to Skills Developmentg
  5. 5. Leaders : have an honest understanding of yourself, accept criticism, lead by the doing, appreciate the first follower so others can emulate them. Followers : People by nature will join you once they have witnessed your leadership traits in play. The Leader and the Follower Really “It is better to lead from behind and to put others in front, especially when you celebrate victory over challenges. Take the front line when there is danger. Then your followers will appreciate your leadership” Nelson Mandela
  6. 6. “The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but not folly”. Why would People Follow You? Jim Roth
  7. 7. Abraham Maslow’s hierarchy of needs as a means to motivation, thought process or decision making. Human Nature : People’s Needs
  8. 8. Level Needs Motivation & Behavior Level 5 – Self Actualization Fulfillment of Goals & Dreams Self fulfillment, realizing inner potential and putting experience to purpose Creativity & Spontaneity Self starter, dedicated, enjoying challenges & acceptance of facts Level 4 – Self Esteem Self Respect & Acceptance Need for Reputation, prestige, significance and recognition in society Intellect & Achievement Display talents & Skills, Self confidence, appreciate attention Level 3 – Love & Belonging Communication & Response Need to belong and to love as well as to be loved. Desire for affection and gratitude Acknowledgement Join and to be active in clubs, socialization Level 2 – Safety & Security Health & Security Security of Body, Employment, Resources, Morality & Family Survival Skills Work, improve skills and talents, be responsible Level 1 – Physiological Needs Physical Safety Breathing, Water, Food, Sleep, Sex, Excretion (Biological need to survive) Basic Survival Skills Keep yourself healthy, hunger free, clothed and sheltered Human Nature : Levels of Need
  9. 9. Ladder of Inference: the thinking process that we go through, from a fact to a decision or action (most times subconsciously). From a data piece to an observation, then to a deduction and then conclusion or action Human Nature: The Thought Process
  10. 10. Managing PeopleLeading People Is Managing the same as Leading? •  Counting Value •  Explain Vision •  Mobilize resources •  Motivate Others •  Accomplish Goals •  Vision & Strategy •  Influence & Inspire •  Have Followers •  People Focused •  Charismatic Style •  Proactive •  Sets Direction •  Raising Expectations •  Creating Value •  Policy & Procedure •  Power & Control •  Have Subordinates •  Work Focused •  Authoritarian Style •  Reactive •  Plans detail •  Maintain status quo
  11. 11. The Leader and the Boss… Boss Leader Drives Others Coaches Others Instills Fear Generates Enthusiasm Blames Others for breakdowns Helps Fix the Source of the Problem Depends on Authority Thrives on Goodwill Says “I will” Says “We will” Takes Credit Gives Credit Demands Results Plays part in getting Results Image Credit:Wi<yfee
  12. 12. Leadership Theories •  Assumed that Leaders are born & not made… •  Was helpful in identifying traits and qualities like integrity, empathy, assertiveness, decision-making skills, likability, etc. Trait Theory •  Focus on what the leaders do and interaction styles •  Autocratic, democratic & Laissez-faire Leaders as defined by Kurt Lewin in the 1930s Behavioral Theory •  Focused on situational influence to arrive at the relevant leadership style •  Workers’ character evaluation on whether they are boring or interesting, hostile or supportive, trustworthy or not, quarrelsome or not, etc. Contingency Theories •  Effective & Accurate theory based on wide range of approaches, abilities like intelligence, team building, motivational, management strategy… Transformational Theory
  13. 13. Leadership Styles Response Leader’s Modus Operandi (Approach) Demands Immediate obedience/compliance In a Single Phrase “Do what I tell you!” Underlying emotional Intelligence Leader shows self- control, initiative & drive to succeed Where does this work In a crisis to boost a turnaround (battlefield) Work Environment Impact One man decision machine affects morale Autocratic (Commanding) Leadership Credit : Goleman, Harvard Business Review
  14. 14. Leadership Styles Response Leader’s Modus Operandi (Approach) Forges consensus through participation but leader makes final decision In a Single Phrase “What Do you Think?” Underlying emotional Intelligence Collaboration, Team leadership & Communication Where does this work works well in developing ownership for a project/ build team momentum Work Environment Impact •  Slow progress towards goals has negative feel for senior managers. •  Positive for the frontline workers because of sense of contribution. Democratic (Consensus) Leadership Credit : Goleman, Harvard Business Review
  15. 15. Leadership Styles Response Leader’s Modus Operandi (Approach) Mobilizes people towards a Vision or Goal In a Single Phrase “Come with me?” Underlying emotional Intelligence Self Confidence, empathy, change catalyst Where does this work When Change requires a new vision, engaging people with the future… Vision Leadership Credit : Goleman, Harvard Business Review
  16. 16. Leadership Styles Response Leader’s Modus Operandi (Approach) Creates harmony and builds emotional bonds In a Single Phrase “People Come First?” Underlying emotional Intelligence Empathy, and strong communication skills, relationship building, conflict resolution… Where does this work Heal rifts or develop motivation when a team has been through a difficult experience Affiliate Leadership Credit : Goleman, Harvard Business Review
  17. 17. Leadership Styles Pace-setting Leadership Credit : Goleman, Harvard Business Review Response Leader’s Modus Operandi (Approach) Sets high standards for team performances (he/she is the benchmark) In a Single Phrase “Do as I Do Now?” Underlying emotional Intelligence Drive to succeed and initiative, but instead of self-control, these are coupled with conscientiousness (thorough, careful, or vigilant, efficient and organized ) . Where does this work For quick results from a highly competent and motivated team
  18. 18. Leadership Styles Coaching Leadership Credit : Goleman, Harvard Business Review Response Leader’s Modus Operandi (Approach) Develops People for the future In a Single Phrase “Try this!” Underlying emotional Intelligence Skills advancement, empathy, self awareness… Where does this work •  Where performance or results need improvement & develop long term strengths •  Most effective when followers are more responsible, experienced, and agreeable.
  19. 19. Patience is not the ability to wait, but the ability to keep a calm attitude while Waiting!
  20. 20. Leadership Levels Credit : John Maxwell, Maxwell group
  21. 21. Leadership Levels Credit : John Maxwell, Maxwell group 1.  Position : Simply a Job Title or position which gives you the “Power” or “rights” to make decisions affecting the “Subordinates”. They will follow because they have no option, put in only as much as effort as that which can allow you to keep them around. Nothing more, Nothing less…and so is the influence as well as relationship with them. Robin Sharma
  22. 22. Leadership Levels Credit : John Maxwell, Maxwell group 2.  Permission : you have created a likeable trust-bond through your working relationships (listens, observes & Learns) with the people who “follow” you because they believe and want to! “Relationships with people are the foundation of Leadership because Leadership is influence, which you can not achieve with no relationship” 3.  Production : you have achieved a reputation of excellent performance results in the organization and people like you as well as the work you do. Managers try to solve problems while leaders create the drive of frontline error proofing. “Too many leaders are like travel agents, they send people where they have never been themselves” “We attract who we are and not who we want”
  23. 23. Leadership Levels Credit : John Maxwell, Maxwell group 4.  People Development : Coaching people to emulate what you have done helps their professional growth and a sustainable trend of overall leadership development in the organization. “You can grow a organization by committing to developing the people of that organization but…this, this is only possible after understanding that the most appreciable assets of that organization are it’s people” “Successful people are those that have discovered what they are good at, successful leaders discover what other people are good at”
  24. 24. Leadership Levels Credit : John Maxwell, Maxwell group 5.  The Pinnacle (Personhood): You have developed and coached many people as well as grown many companies for a long time by a code of values, dedication and achievements that respect just follows you around.
  25. 25. Leadership : Food for Thought
  26. 26. Personal reflection… WEAKNESSES •  What’s keeping YOU behind? OPPORTUNITIES •  New reasons for YOU to grow ! THREATS •  External factors that put YOU at risk STRENGTHS •  What Puts YOU ahead of the CompeIIon? WhereamI? WheredoIwanttobe inthenearfuture? HowdoIgetthere?
  27. 27. Leadership : Techniques to Increase Power - Position at Work 1.  Be Authentic : Stay true to your Ethics and Values 2.  Refuse to be antagonized : make an effort to get along with others and resolve conflicts 3.  Develop Self Esteem & Confidence : have the courage to take on difficult tasks, help others & contribute. 4.  Be a Team Player : getting along with and helping others portrays leadership, respect and good citizenship 5.  Develop communication Skills : work on your written , oral and non verbal language abilities as well as reading and clearly understanding others’ body language
  28. 28. Leadership : Techniques to Increase Power - Position at Work 6.  Be Goal Oriented : Focus on personal and professional goal setting within realist milestones. 7.  Be Seen in the Work place : Don’t ever take Credit for other’s work but do take it for your own. Take on high profile projects to improve your presence. 8.  Positive Psychological Capital: hope, optimism (positive outlook shared across the board) , self-efficacy (belief in self) and resilience (stay put through difficult situations) 9.  Stop Complaining : If you have time to complain about something, then you definitely have time to do something about it.
  29. 29. Leadership : Outside In or Inside Out v  If you are unhappy with a situation, try to change it by altering the externals (outside-in), or change the way that you see it, and you behave within it (inside-out). Inside-out requires you to start with yourself, and particularly your character, beliefs and values. o  If you want to be trusted, show that you are trustworthy. o  If you want more responsibility, show that you are capable of and can be trusted to accept it. o  If you can’t be Positive, then at least be quiet.
  30. 30. Leadership : Skills Development a)  Strategic Thinking : In a business sense, strategy means the long-term vision for the future, and how you plan to get there, with tactics being what you do on a day-to-day basis that supports your strategy, and particularly how you deal with problems or roadblocks to getting there. Where do we go from Here?... Vision Current State Future State Gap Plan Execute
  31. 31. Leadership : Skills Development b)  Effective Organization Skills Organizing skills are really a combination of ; Time Management (knowing when to do what on specific deadlines) and Self - Motivation (what pushes us to achieve our goals, feel more fulfilled and improve quality of life – Personal drive, Commitment, Initiative & Optimism) Where do we go from Here?... Be Clear about Task (detailed) at Hand Specify Deadline (Time) Prioritize (Difficult/ Urgent) Break down & Delegate Tasks Review the progress
  32. 32. Leadership : Skills Development c)  Risk Management : is thinking about what could possibly go wrong, deciding how likely and/or catastrophic that would be, and taking action to avoid either the problem or its consequences. Where do we go from Here?... “Risk comes from Not knowing how, when, where about what you are doing” Quantify your Risks (likelihood & Impact) Assign a Date by Which the Risk Will Have Occurred… What Could Possibly Go Wrong?
  33. 33. Leadership : Skills Development d)  Problem Solving : something hard to understand, deal with but requiring a solution. A barrier hindering us from achieving a specified goal. Where do we go from Here?... Problem Identification Structuring the Problem Looking for Possible Solutions Making a Decision Implementation Monitoring/Seeking Feedback “The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year”
  34. 34. Leadership : Skills Development Emotions: mental state that arises spontaneously rather than through conscious effort often accompanied by physiological changes Where do we go from Here?...
  35. 35. Leadership : Skills Development e)  Emotional Intelligence: the measure of an individual’s abilities to recognize and manage their emotions, discriminate between different feelings and label them appropriately, and to use that particular interpretation of the emotional information to guide thinking and behavior, both individually and in groups. Where do we go from Here?... •  Benefits of higher EI or EQ o  Find it easier to form and maintain interpersonal relationships and to ‘fit in’ to group situations. o  are also better at understanding their own psychological state, which can include managing stress effectively and being less likely to suffer from depression EI is the one part of the human psyche that we can develop and improve by learning and practicing new skills.
  36. 36. Leadership : Skills Development Emotional Intelligence : Cont’d Where do we go from Here?... Personal Skills or Competences Social Skills or Competence Self-awareness •  Emotional awareness •  Accurate self-assessment •  Self-confidence Self-regulation •  Self-control •  Trustworthiness •  Conscientiousness •  Adaptability •  Innovation Motivation •  Achievement drive •  Commitment •  Initiative •  Optimism Empathy •  Understanding others •  Developing others •  Service orientation •  Leveraging diversity •  Political awareness Social Skills •  Influence •  Communication •  Conflict management •  Leadership •  Change catalyst •  Building bonds •  Collaboration and cooperation •  Team capabilities
  37. 37. Leadership : Skills Development f)  Negotiation : is constructive dialogue between two or more people or entities with the sole aim of reaching mutually acceptable comprise and steering clear of continued disagreement or dispute or barriers to future communication. Where do we go from Here?... In the process of negotiation, not only are different opinions taken into account, but influential factors like individual needs, objectives, interests as well as respect for differences in background and culture.
  38. 38. Negotiation : Food for Thought v Negotiation has more to do with persuasion rather than the use of crude power (bullying or Win - Lose) and having both parties feeling good about the achieved outcome (Win – Win). v It involves a collection of behavior : communication skills, sales, marketing, constructive research, psychology, sociology, assertiveness, attention to detail and conflict resolution. v  Seller will always try to increase their negotiating power through the buyer’s desire to buy while the buyer tries to increase theirs through the seller’s desire to distribute. Leadership : Skills Development
  39. 39. v Does the other party always seem to know more about you and your needs than you do about them? v Why is it that the other party does not seem to be under the same kind of pressure of time constraints and deadlines? v Does the other party seem to have more power, sense of the preparedness, set outcome and authority than you feel you have? The most important step taken in a Negotiation is… Understanding what the other party wants and Knowing what you can live without ! Negotiation : Food for Thought Leadership : Skills Development
  40. 40. Problem Introduction Resistance Hard Bargaining Strategy Reform Decision making Action Plan Progress Review Negotiation : Stages Leadership : Skills Development
  41. 41. a)  Preparation b)  Discussion (problem solving skills, negotiation tact) c)  Agreement and Implementation (procedure, timeline, constraints, options, expectations, strategic thinking and action plans) Negotiation : The Process Leadership : Skills Development
  42. 42. g)  Questioning skills: o  Encouraging participation : one way is to redirect a question already on the table to get another perspective as a request to apply the respondent’s professional experience towards a view on problem solving. o  Using Silence : a pause of at least 3 seconds just before raising the question can help emphasize the importance of what is to be asked o  The 5 Whys of LEAN : to get to the bottom of the problem other than trying to fix the symptom Leadership : Skills Development Where do we go from Here?...
  43. 43. h)  Listening : ability to accurately receive and interpret messages in the communication process. o  Good listening skills can lead to; §  better customer satisfaction §  greater productivity with fewer mistakes §  increased sharing of information that in turn can lead to more creative and innovative work. §  Better relationships which lead to influence which turns into followers Leadership : Skills Development Where do we go from Here?... Persuasion
  44. 44. Improvement starts with… Accepting the Challenge to Change!
  45. 45. Leadership : Skills Development Reference Literature 1.  The 5 Levels of Leadership : John C. Maxwell, 1998 2.  The 7 Habits of Highly Effective People : Stephen Covey, 1989 3.  Winning : Jack and Suzan Welch, 2005 4.  Emotional Intelligence 2.0 : Travis Bradberry, 2009 5.  Getting Together; Building relationships as we Negotiate : Roger Fisher, 1988
  46. 46. 46

×