Positive Leadership Presentation for Healthy Working Lives

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Positive Leadership Presentation for Healthy Working Lives

  1. 1. Positive Leadership Event Hugh Sweeney Healthy Working Lives (HWL) Corporate Lead
  2. 2. HWL Overall Goal Healthy Well Managed Engaged OrganisationsWorkforces •High Performing Resilient Workforce •Enhances Productivity Contributing to: •A Well Functioning Society •Better Economic Performance
  3. 3. HWL Business Case• Enhanced reputation for organisation and higher level of client satisfaction• Reduction in sickness absence/ improved attendance and staff turnover• More motivated and productive workforce• Increased sales and/ or production• Reduction in number of accidents at work
  4. 4. Aims of Event• Consider the lessons of research on the impact of leader behaviour on employee health• Introduce delegates to the Values of Positive Leadership™• Review the impact of a selection of the Values of Positive Leadership™ on leader behaviour• Illustrate how the Positive Leadership approach can help you build a high performing workplace where employee motivation and job satisfaction is also high
  5. 5. THE LINK BETWEENPOSITIVE LEADERSHIP AND HEALTHY WORKING LIVES
  6. 6. Gavin Hastings OBE • 61 Caps for Scotland – Captain on 20 Occasions • Captain of The British & Irish Lions 1993• Inducted into the International Rugby Hall of Fame 2003 • Director of Positive Leadership Limited
  7. 7. WARNINGYOUR BOSS MAY BE HAZARDOUS TO YOUR HEALTH!
  8. 8. The costs of badbosses are HUGE • To employees• To the business
  9. 9. The Effect of Bad Bosses Employees with ‘abusive’ bosses are more likely than others to: Slow down or make errors on purpose (30% v 6%) Hide from their bosses (27% v 4%) Not put in maximum effort (33% v 9%) Take sick time when they are not sick (29% v 4%) Abused employees are three times LESS likely to makesuggestions or go out of their way to fix workplace problems University of Florida research
  10. 10. 1/6 of Scotland‟s workforce experience a mental health problemCost to Scotland‟s employers = £2m per day Cost of sickness absence in UK Civil Service c£890 per staff member per yearStress costs (health care, missed work) more than $300 billion pa in USA
  11. 11. RESEARCH CONCLUSIONSBAD LEADERSHIP• INCREASES HEART DISEASE• PROMOTES MUSCULOSKELETAL PAIN• FOSTERS SICK LEAVE• INCREASES ANXIETY AND DEPRESSION• LEADS TO STRESS OR EVEN BURNOUT
  12. 12. BUT……….Worksite Health Promotion and Worker HealthIncentive Programmes are 2 key Fitness Trends in 2011 per ACSM
  13. 13. Happy staff aremore productiveGreat workplaces make more money
  14. 14. IN THE USA BETWEEN 1998 AND 2010, THE AVERAGE ANNUAL RETURN ON THE S&P 500 WAS 3.83%.THE AVERAGE ANNUAL RETURN ON THE „GREAT WORKPLACE‟ COMPANIES WAS 10.06%.
  15. 15. IN THE TOP 5% OF BUSINESS UNITS FOR EMPLOYEE ENGAGEMENT, 71% HAVE ABOVE AVERAGE PERFORMANCE COMPARED TO JUST 29% FOR THOSE WITH EMPLOYEE ENGAGEMENT IN THE BOTTOM 5%.
  16. 16. GOOD LEADERSHIP IS ASSOCIATED WITH A 27%REDUCTION IN SICK LEAVE AND A 46% REDUCTION IN DISABILITY PENSIONS. EMPLOYEES WITH GOOD LEADERSHIP ARE 40% MORE LIKELY TO BE IN THE HIGHESTCATEGORY OF PSYCHOLOGICAL WELL-BEING.
  17. 17. RESEARCH CONCLUSIONS POSITIVE LEADERSHIP (BEHAVIOURS NOT STYLE)• REDUCES SICK LEAVE• INCREASES ATTENDANCE• REDUCES ANXIETY, DEPRESSION, STRESS AND BURNOUT
  18. 18. THERE IS A CLEAR RELATIONSHIP BETWEEN LEADER BEHAVIOURS AND EMPLOYEE HEALTH, WHICH IS A PRE-REQUISITE FOR GOOD PERFORMANCE.
  19. 19. A LEADER‟SBEHAVIOUR HAS THE GREATEST IMPACT ON PERFORMANCE WHEN IT IS UPBEAT. GOLEMAN, BOYATZIS, MCKEE
  20. 20. THE TOP 10 LEADERSHIP BEHAVIOURS ESSENTIAL TO ALL (ACCORDING TO THEHEALTH FOUNDATION) ARE:
  21. 21. 1. IDENTIFIES AND NURTURES TALENT2. CAPITALISES ON AVAILABLE TALENT3. MATCHES DEEDS TO WORDS4. INSPIRES FOLLOWERSHIP5. COMMITTED TO INNOVATION6. UNITES STAFF AROUND THE VISION7. PERSPECTIVE8. FACILITATES ACCOUNTABILITY9. CELEBRATES SUCCESS10.COMMUNICATES WELL
  22. 22. The UK’s 100 ‘most trusted’ organisationsenjoy a 40% difference in their financial returns over their nearest competitors. Best Workplaces UK 2011
  23. 23. Exerting Leadership is thesurest route to joy (other than going fishing)
  24. 24. THE TOP WAYS TO FIND JOY AT WORK• IDENTIFY LONG TERM PERSONAL PURPOSE• BE AN ENTREPRENEUR FROM ANYWHERE• DISCUSS THE IDEA INFORMALLY TO FIND OTHERS FEELING THE SAME WAY• GET A „BIG NAME‟ TO ENDORSE GIVING IT A TRY• NEGOTIATE OUT OF DEMANDS THAT DON‟T CONTRIBUTE TO THE GOAL• FIND EVERY SUPPORTER A TASK, NO MATTER HOW SMALL• WIDEN THE CIRCLE OF THE INFORMED• REMAIN POSITIVE• KEEP COMMUNICATING AND COORDINATING• SHARE THE JOY OF SUCCESS TO MULTIPLY THE BENEFITS
  25. 25. The greatest danger for most of usis not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo
  26. 26. THE FUTUREBELONGS TO LEADERSWHO WANT TO WIN, WITHOUT EVER LOSING TRACK OF THEIR OWN VALUES.
  27. 27. THE DIFFERENCE BETWEENWINNING AND LOSING ........
  28. 28. LEADERSHIP ISABOUT ACTIVITY, NOT ABOUT POSITION
  29. 29. VALUES x STRATEGY= OPTIMUM RESULTS
  30. 30. Being aware of yourself and howyou affect everyonearound you is what distinguishes a superior leader.
  31. 31. “Groups become great only when everyone in them, leaders andmembers alike, is free to do his or her absolute best.”“The best thing a leader can do for a Great Group is to allow its members to discover their greatness.” Organising Genius / Warren Bennis and Patricia Ward Biederman
  32. 32. DO YOU REALLY ‘POP’?
  33. 33. “Be the best. It’s the onlymarket that’snot crowded.” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin
  34. 34. VALUES* x STRATEGY= OPTIMUM RESULTS(*Leadership Values are contextualised by Corporate Values and Individual Values)
  35. 35. Positive Leaders are leaders of Value and Values.
  36. 36. ‘IF YOU DON’T KNOW YOUR PURPOSE ANDVALUES YOU CAN SWIM IN MORAL CHAOS.’ Professor Bill George, Harvard
  37. 37. BELIEVE IN YOUR VALUES
  38. 38. VALUES x STRATEGY= OPTIMUM RESULTS
  39. 39. RESEARCH CONCLUSIONS POSITIVE LEADERSHIP (BEHAVIOURS NOT STYLE)• REDUCES SICK LEAVE• INCREASES ATTENDANCE• REDUCES ANXIETY, DEPRESSION, STRESS AND BURNOUT
  40. 40. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  41. 41. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  42. 42. How to Be a Genius (or Merely Great)………. PRACTICE PRACTICE PRACTICE
  43. 43. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  44. 44. ‘Ability may get you to the top, but it takes CHARACTER to keep you there.’ Coach John Wooden
  45. 45. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  46. 46. ‘Success requires POISE & CONFIDENCE . They come with proper preparation.’ Coach John Wooden
  47. 47. BLAME NOBODY.EXPECT NOTHING.DO SOMETHING.Source: Locker room sign posted by NFL coach Bill Parcells
  48. 48. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  49. 49. I’VE GOT TO LIVEWITH THIS GUY 24/7
  50. 50. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  51. 51. EXCELLENCE UNDER PRESSURE
  52. 52. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  53. 53. Leadership Effectiveness RELATIONSHIPS RESULTSPOSITION PERSONHave to follow RANGE Want to follow VALUES
  54. 54. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  55. 55. THE VALUES OF POSITIVE LEADERSHIP™ :• CAN BE LEARNED• CAN STAND ALONE• CARRY CONSEQUENCES• ARE THE FOUNDATION OF LEADERSHIP (ONCE LEARNED, PRACTICE AND APPLY)
  56. 56. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  57. 57. VISION• VISION BEGINS WITH ONE PERSON BUT IS ACCOMPLISHED BY MANY• TODAY‟S ACTIONS BUILD TOMORROW‟S ORGANISATIONS• IF PEOPLE DISAGREE WITH THE VISION, IT IS OFTEN BECAUSE THEY HAVE A PROBLEM WITH THE PERSON WHO CAST IT!
  58. 58. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  59. 59. OPENNESS & COMMUNICATION• SEEK FIRST TO UNDERSTAND AND THEN TO BE UNDERSTOOD• LISTENING BEATS TALKING• THIS IS THE CENTRAL PROCESS AND TOOL FOR TRANSACTING THE RESPONSIBILITIES OF LEADERSHIP
  60. 60. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  61. 61. INFLUENCE & RESPECT • PEOPLE FOLLOW A LEADER BECAUSE THEY WANT TO• IF YOU ARE NOT GETTING WHAT YOU WANT, YOU ARE NOT GIVING WHAT YOU SHOULD
  62. 62. VALUES INTO ACTION 2 PART EXERCISE•TABLE WORK•REPORT BACK
  63. 63. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  64. 64. „PEOPLE DOWHAT PEOPLE SEE‟
  65. 65. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  66. 66. „GIVE UP THE PAST TO OPERATE INTHE FUTURE‟
  67. 67. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  68. 68. „THE QUICKWIN VS THE ENDURING CHANGE‟
  69. 69. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  70. 70. „PULL THE PLUG‟
  71. 71. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  72. 72. „THE TRUTH HURTS‟
  73. 73. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT TALENT MASTER AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION DETERMINATION HARD INTEGRITY AND ACCOUNTABILITY AND CHARACTER WORK ATTITUDE ENERGY© Positive Leadership Limited 2010
  74. 74. ARE YOU A LEADER OF VALUE? OR VALUES? OR BOTH?WORK TO BECOME A PERSON WORTH FOLLOWING
  75. 75. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT ACCOUNTABILITY AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION HONESTY DETERMINATION HARD INTEGRITY AND AND AND CHARACTER WORK ATTITUDE RESPONSIBILITY ENERGY© Positive Leadership Limited 2010
  76. 76. VALUES x STRATEGY= OPTIMUM RESULTS
  77. 77. ‘THE FUTURE BELONGS THE VALUES OF TO LEADERS WHO WANT POSITIVE LEADERSHIP ™ EXCELLENCE TO WIN, WITHOUT EVER UNDER PRESSURE LOSING TRACK OF THEIR OWN VALUES.’ CONFIDENCE JEFF IMMELT, CEO, MENTAL AND GENERAL ELECTRIC TOUGHNESS POISE RESILIENCE OPENNESS SELF- AND AND DISCIPLINE COURAGE COMMUNICATION FRIENDSHIP INFLUENCE AND TEAM SPIRIT ACCOUNTABILITY AND COMPASSION RESPECT INITIATIVE COMPETENCE VISION PURPOSE AND JUDGEMENT CURIOSITY PASSION HONESTY DETERMINATION HARD INTEGRITY AND AND AND CHARACTER WORK ATTITUDE RESPONSIBILITY ENERGY© Positive Leadership Limited 2010
  78. 78. DEBRIEFING•What was the intent?•What actually happened?•What was learned?•What do we do now? THROUGHOUT THEPERFORMANCE CYCLE!
  79. 79. PERFORMING AT YOURBEST UNDER PRESSURE1.Dream.2.Be prepared to overcome the odds.3.Transform desire into will.
  80. 80. PERFORMING AT YOURBEST UNDER PRESSURE4. Trust your brain, keep it simple and stay positive.5. Stay in the now and be in the process.6. Manage your emotions and thoughts.
  81. 81. PERFORMING AT YOURBEST UNDER PRESSURE7. Keep Your Motivation Pure.8. Let acceptance and faith conquer fear.9. Build confidence and win.10. Perform under pressure.
  82. 82. Five Or Less Words To The Wise
  83. 83. EXCELLENCE/Five Or LessWords To The Wise4 most important words: “How can Ihelp?”2 most important words: “Thank you!”2 most important words: “I‟m sorry.”5 most important words: “Did you tellthe customer?”
  84. 84. EXCELLENCE/Five Or Less Words To The Wise2 most important words: “Good try!”3 most important words: “At your service.”4 most important words: “How are we doing?”4 most important words: “How was Mary‟srecital?”2 most important words: “Let‟s party!”
  85. 85. EXCELLENCE/Five Or Less Words To The Wise1 most important word: “Yes.”4 most important words: “Thank Jim inaccounting.”2 most important words: “Great smile!”1 most important word: “Wow!” 1 most important word: “EXCELLENT!”
  86. 86. DO ONE THING!
  87. 87. For more information on our consulting services, please contact:graham.watson@positiveleadership.co.ukwww.positiveleadership.co.uk
  88. 88. www.positiveleadership.co.uk © 2011 Positive Leadership Limited Presentation by Lady Vol RW

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