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Mmi leadership 10


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Mmi leadership 10

  1. 1. Managing Oneself Chapter X Improving leadership style requires accepting the need to change and learn. The first step in doing so is understanding and managing oneself…
  2. 2. <ul><ul><li>Managing oneself </li></ul></ul>What are my strengths? How do I perform? What are my values? Where do I belong? Chapter X What should I contribute? Responsibility for relationships
  3. 3. Managing oneself key steps <ul><li>What are your most valuable strengths and most dangerous weaknesses? </li></ul><ul><li>How do you learn and work with others? </li></ul><ul><li>What are your most deeply held values? </li></ul><ul><li>In what type of work environment can you make the greatest contribution? </li></ul><ul><li>… Only when you operate from a combination of your strengths and self-knowledge, can you achieve true and lasting – excellence. </li></ul>
  4. 4. What are my strengths? <ul><li>The only way to discover your strengths is through feedback analysis </li></ul><ul><ul><li>Write down your expectations whenever you make a key decisions/actions </li></ul></ul><ul><ul><li>9-12 months later compare the actual result with your expectations </li></ul></ul><ul><li>In return, you are shown: </li></ul><ul><ul><li>Where your strengths lie </li></ul></ul><ul><ul><li>Where you are not particularly competent </li></ul></ul><ul><ul><li>Where you have no strengths and cannot perform </li></ul></ul>
  5. 5. How do I perform? <ul><li>Am I a reader or a listener? </li></ul><ul><li>How do I learn? </li></ul><ul><li>Do I work well with people? In what relationships? </li></ul><ul><li>Do I produce results as a decision maker or as an adviser? </li></ul><ul><li>Do I perform well under stress, or do I need a highly structured and predictable environment? </li></ul><ul><li>Do I work best in a big organization or a small one? </li></ul><ul><li>… It takes more energy to improve from incompetence to mediocrity than to improve from first-rate performance to excellence. </li></ul><ul><li>… Do not try to change yourself - you are unlikely to succeed. Work to improve the way you perform. </li></ul>
  6. 6. What are my values? <ul><li>The mirror test: What kind of person do I want to see in the mirror in the morning? </li></ul><ul><ul><li>The answer will give you the clear image of your value system both as a person and an organization employee </li></ul></ul><ul><ul><li>To be effective in an organization, a person’s values must be compatible with the organization’s values. Otherwise, the person will not only be frustrated but also will not produce result. </li></ul></ul><ul><li>… what one does well – even very well and successfully – may not fit with one’s value system </li></ul><ul><li>… VALUES are and should be the ultimate test </li></ul>
  7. 7. Where do I belong? <ul><li>What are my strengths? </li></ul><ul><li>How I perform? </li></ul><ul><li>What are my values? </li></ul>“ Yes, I will do that. But this is the way I should do it. This is the way it should be structured. This is the way the relationship should be. This are the kind of results you should expect from me, and in this time frame, because this is who I am.” Answer to the three questions Find out where you belong Your answer to any opportunity, assignment or job
  8. 8. What should I contribute? <ul><li>What does the situation require? </li></ul><ul><li>Given my strengths, my way of performing, and my values, how can I make the greatest contributions to what needs to be done? </li></ul><ul><li>What results have to be achieved to make a difference? </li></ul><ul><li>What and how can I achieve results that will make a difference within next year and a half? </li></ul><ul><ul><li>Imagine a plan that offers results in no more than 18 months and a set of results that are: </li></ul></ul>Hard to achieve Achievable Meaningful Visible Measurable Make a difference
  9. 9. Responsibility for relationships <ul><li>Accept the fact that other people are as much individuals as you are (they also have their ways of getting things done, their strengths and values) </li></ul><ul><ul><li>To be effective, you have to know the strengths, the performance models and the values of your coworkers </li></ul></ul><ul><li>Taking responsibility for communication </li></ul><ul><ul><li>Make sure your coworkers understand your goals, values, way of performance </li></ul></ul><ul><ul><li>Conversely, ask and try to know each of your coworkers activity </li></ul></ul><ul><ul><li>… Organizations are no longer built on force but on trust. Taking responsibility for relations is nowadays a duty. </li></ul></ul>