Finding the right leaders


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Reference for Cooperative Leaders

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Finding the right leaders

  1. 1. Finding The Right Leader Prepared by: Jo B. Bitonio Presenter/Discussant Choosing Officers & Staff
  2. 2. <ul><li>Finding true leaders in business is rare. By true leader, the type of person that is not only incredibly intelligent/wise, but also honest, personable and confident. What you see on the surface is exactly what you see if you peeled away the clothes. </li></ul>Choosing Officers & Staff
  3. 3. <ul><li>One was an amazing networker but completely untrustworthy. </li></ul><ul><li>Another was scarily intelligent but couldn’t relate to human beings. </li></ul><ul><li>A more recent one was amicable, a political animal and brilliant but you couldn’t always believe his level of commitment to you. He was made of teflon, making commitments and promises but nothing stuck. </li></ul>There was always a flaw that undermined everything. Choosing Officers & Staff
  4. 4. <ul><li>It is important to get the right leaders on your cooperative to ensure that the organization is functioning efficiently and effectively </li></ul>Choosing Officers & Staff
  5. 5. <ul><li>What kind of leaders do you need? What do you want them to do? </li></ul>Choosing Officers & Staff
  6. 6. <ul><li>Organizations are looking a their leadership needs with the wrong mindset. The are trying to find the ideal leaders rather then the right kind of leaders, The kind that that fit their needs </li></ul>Choosing Officers & Staff
  7. 7. <ul><li>Leadership is INFLUENCE </li></ul><ul><li>Leadership is developed, not discovered. The truly “born leader” will always emerge; but to stay at the top, natural leadership characteristics must be developed. </li></ul>Leadership Choosing Officers & Staff
  8. 8. FOUR CATEGORIES OF LEADERSHIP <ul><li>1. The Leading Leader </li></ul><ul><li>2. The Learned Leader </li></ul><ul><li>3. The Latent Leader </li></ul><ul><li>4. The Limited Leader </li></ul>Choosing Officers & Staff
  9. 9. <ul><li>Has little or no exposure to leaders. </li></ul><ul><li>Has little or no exposure to leadership training. </li></ul><ul><li>Has desire to become a leader. </li></ul><ul><li>NOTE: All 3 can be acquired </li></ul>The Limited Leader Choosing Officers & Staff
  10. 10. <ul><li>Has recently seen leadership modeled. </li></ul><ul><li>Is learning to be a leader through training. </li></ul><ul><li>Has self-discipline to become a good leader. </li></ul><ul><li>NOTE: All three qualities are acquired </li></ul>The Latent Leader Choosing Officers & Staff
  11. 11. <ul><li>Has seen leadership modeled most of life. </li></ul><ul><li>Has learned leadership through training. </li></ul><ul><li>Has self-discipline to be a great leader. </li></ul><ul><li>NOTE: All 3 qualities are acquired. </li></ul>The Learned Leader Choosing Officers & Staff
  12. 12. <ul><li>Is born with leadership qualities. </li></ul><ul><li>Has seen leadership modeled throughout life. </li></ul><ul><li>Has learned added leadership through training. </li></ul><ul><li>Has self-discipline to become a great leader </li></ul><ul><li>NOTE: 3 out of 4 of these qualities are acquired. </li></ul>The Leading Leader Choosing Officers & Staff
  13. 13. Positive: Positive leaders uses rewards, such as education, independence, etc. to motivate employees. Negative leaders Act domineering and superior with people. They believe the only way to get things done is through penalties, days off without pay, reprimand in front of others, etc. They believe their authority is increased by frightening everyone into higher lever of productivity Positive and Negative Leaders Choosing Officers & Staff
  14. 14. <ul><li>Also note that a leader is not strictly one or another, but is somewhere on a continuum ranging from extremely positive to extremely negative. </li></ul><ul><li>Leaders who continuously work out of the negative are bosses while those who primarily work out of the positive are real leaders. </li></ul>Negative Positive Boss Leader Choosing Officers & Staff
  15. 15. <ul><li>Consideration (employee orientation) - Leaders are concerned about the human needs of their employees. They build teamwork, help employees with their problems, and provide psychological support. </li></ul>Leader Use of Consideration and Structure Structure (task orientation) - Leaders believe that they get results by consistently keeping people busy and urging them to produce. Choosing Officers & Staff
  16. 16. There is evidence that considerate leadership style are higher performers and employees are more satisfied with their job. Also notice that consideration and structure are independent of each other so they should not be viewed on opposite ends of the continuum. For example, a leader, who becomes more considerate, does not necessarily become less structured. Choosing Officers & Staff
  17. 17. Self-worth vs. Net worth Choosing Officers & Staff
  18. 18. <ul><li>Place a higher premium on relationship and character </li></ul><ul><li>Character development always involves a choice </li></ul>Choosing Officers & Staff
  19. 19. <ul><li>KNOWLEDGE – professional knowledge, knowledge of the job and understanding of characteristics of members </li></ul><ul><li>BEARING – Signified appearance and behavior </li></ul><ul><li>COURAGE – Physical and moral ability to act in spite of danger and hardship </li></ul>Qualities/Traits of a Leader Choosing Officers & Staff
  20. 20. DECISIVENESS – Ability to decide promptly and correctly at the proper time and to announce his decision clearly and briefly with authority DEPENDABILITY – performance of duty with or without supervision ENDURANCE – Physical and mental strength to continue or complete a task Choosing Officers & Staff
  21. 21. <ul><li>ENTHUSIASM – Interest in work </li></ul><ul><li>FORCE – Ability to compel obedience </li></ul><ul><li>HUMILITY – State of being reasonably proud but not arrogant and boastful </li></ul><ul><li>HUMOR – Ability to appreciate and narrate amusing incidents of everyday life. </li></ul>Choosing Officers & Staff
  22. 22. <ul><li>INITIATIVE – Ability to start or originate an idea or work even when others are absent </li></ul><ul><li>INTEGRITY – Good moral character </li></ul><ul><li>JUDGMENT – Power of the mind to weigh factors affecting a problem and to decide properly </li></ul><ul><li>JUSTICE - Impartiality in giving credits, punishment in dealing with others. Giving credit when and where due. </li></ul><ul><li>LOYALTY – Sincerity and faithfulness to superiors and members </li></ul>Choosing Officers & Staff
  23. 23. <ul><li>SYMPATHY – Feeling for others </li></ul><ul><li>TACT – Ability to deal with others without hurting their feelings </li></ul><ul><li>SPIRIT OF VOLUNTERISM – Doing things without counting the cost. </li></ul>Choosing Officers & Staff
  24. 24. <ul><ul><li>Know your job – A leader should be professionally and culturally prepared to handle the r duties and responsibilities and the problems of his/her subordinates </li></ul></ul><ul><ul><li>Know your member and look after their welfare – should positively act on their problems because if one neglects their welfare, loyalty and interest will decline </li></ul></ul>Basic Prerequisites: Choosing Officers & Staff
  25. 25. <ul><ul><li>Know yourself and seek self improvement – Self analysis to determine good qualities and recognize weaknesses. He/she must strive to learn and correct deficiencies. </li></ul></ul>Choosing Officers & Staff
  26. 26. Train member to work as a team – Individual knowledge and action must be employed for the success of the group Choosing Officers & Staff
  27. 27. <ul><li>Set as example – Members instinctively look up to their leader as a model to follow. Be it in a dress, action or speech. The members follows the example he/she shows them. </li></ul><ul><li>The leader should therefore strive to improve and maintain his/her personal and official standard so as to set an example worthy to be emulated by members </li></ul>Choosing Officers & Staff
  28. 28. <ul><ul><li>Develop responsibility among staff – The leader should train staff to act in the absence of information when the situation so demand. He/She should develop the responsibility among staff by proper delegation of his/her authority and holding them responsible for the accomplishment of their tasks. </li></ul></ul>Choosing Officers & Staff
  29. 29. <ul><ul><li>Employ command in accordance with your capabilities – The Leader should have a thorough knowledge on the capabilities and limitations of his/her command. He/She must assign objectives that are possible of attaining. However, when the situation demands it, the members must be free to question. </li></ul></ul>Choosing Officers & Staff
  30. 30. In Directing Functions <ul><li>CLIMATE SETTER – Sets a warm, friendly climate, accepting and supporting a permissive atmosphere, seeking to reduce inhibitions, facilitating interactions, Be responsive to their needs; praising others and their ideas and supporting contributions of others. </li></ul><ul><li>ENCOURAGES – helps keep communications channel open, helps others to speak out, express ideas and participate, notices if someone is not talking and encourages the person to speak. </li></ul>Group Maintenance Choosing Officers & Staff
  31. 31. HARMONIZER – reduces conflicts or misunderstanding or negative feelings, remind group when it is tense, of the bigger purpose, serves as a mediator between persons who are hostile or competing, helps create a situation where everybody “wins” FEELING EXPRESSOR – Senses the group’s feeling or mood about an issue and expresses it, shares own feelings, describes perceived reaction of the group to ideas or solutions, empathizes, seeks group reactions as a positive contribution Choosing Officers & Staff
  32. 32. <ul><li>COMPROMISER – offers to compromise own ideas, admits error, discipline self to maintain group togetherness </li></ul><ul><li>NORM SETTER – Suggest norms for group to use and reminds group when norms are violated </li></ul><ul><li>EVALUATOR – checks group decisions or accomplishments against group’s original goals and standards </li></ul>Choosing Officers & Staff
  33. 33. <ul><li>FOLLOWING – acts more as a spectator </li></ul><ul><li>AGGRESSING – Attempts to reduce the status of others, belittles, ridicules </li></ul><ul><li>BLOCKING – tend to negativistic and stubbornly resistant </li></ul><ul><li>DOMINATING – tends to magnify and dwell on insignificant details </li></ul>AVOID Self Oriented Functions Choosing Officers & Staff
  34. 34. NITPICKING – tends to magnify details at the expense of the more significant aspect of the problem. RECOGNITION SEEKING – work in various ways to call attention by boasting, relating personal exploits and achievement and others. MONOPOLIZING – uses the audience opportunity provided by their group seeking to express their feelings, hostilities, complaints, resentments, bitterness, etc Choosing Officers & Staff
  35. 35. <ul><li>SYMPATHY SEEKING – relating hardships, personal sacrifices, problems, etc. </li></ul><ul><li>WITHDRAWING – avoiding involvement, makes a display of his lack of ability or interest and involvement in the group </li></ul>Choosing Officers & Staff
  36. 36. Choosing the Board
  37. 37. <ul><li>who are attracted to public works in general and who expects to lead in everything </li></ul><ul><li>BOD are almost invariably unpaid and are prepared to make some sacrifice of time and energy to serve the coop </li></ul>The GA elects a Board to which they delegate the power to direct the affairs of the coop. Experience shows that that Coop Board members tend to be persons: Choosing Officers & Staff
  38. 38. <ul><li>a provision to include representation of the different sector of membership – farmers, fishermen, self-employed, women, youth and agriculturists, livestock breeder in agri- cooperatives; </li></ul>Choosing Officers & Staff
  39. 39. Personal qualification pleasant personality, honest, fair, just, courageous, integrity Observation of behavior – Interview can supplement and test data PERSONAL PROFESSIONAL QUALIFICATION Pass psychological exam – personality testing Educationally qualified Work experience Trainings Choosing Officers & Staff
  40. 40. QUALIFICATION 1. By LAWS – Time & willingness to serve 2. Others: A- availability W- Willingness I - Integrity T - Trustworthiness <ul><li>S- Sincerity </li></ul><ul><li>M- Moments </li></ul><ul><li>I - Integrity </li></ul><ul><li>L – Leadership </li></ul><ul><li>E - Education </li></ul>Choosing Officers & Staff
  41. 41. <ul><li>Qualification of the SCC BOD under the provision of MORR </li></ul><ul><li>At least twenty one (21) years of age at the time of election or appointment </li></ul><ul><li>At least college level or have at least three (3) years experience in business </li></ul><ul><li>Must be a member in good standing for at least two (2) consecutive years prior to election except in the case of newly registered SCC </li></ul>Choosing Officers & Staff
  42. 42. <ul><li>At least 21 years of age </li></ul><ul><li>At least a college graduate </li></ul><ul><li>Have at least three years of experience in operations or related activities or in field related to the position and responsibilities </li></ul><ul><li>Have undergone training in SCC/Banking operations acceptable to BSP/CDA or will undergo said training within 6 month upon assumptions of office </li></ul><ul><li>The foregoing qualifications for officers shall be in addition to those required under existing laws and the SCCs By Laws </li></ul>Qualification of the SCC Key Management Officer GM/CEO, Treasurer & Accountant under the provision of MORR Choosing Officers & Staff
  43. 43. <ul><li>To attract right type of objective leaders it is much better if the posts of chairman and other board members and management staff are compensated through monthly/annual wages and their retirement ages fixed. </li></ul><ul><li>Such leaders will then know how much they can get from their coops rather than their enjoying the perks and resources on an open-ended scale. </li></ul>Choosing Officers & Staff
  44. 44. During the first year of existence of the SCC, reckoned from the date of its registration as a cooperative, the Board of Directors/committee members shall not receive any form of compensation other than reasonable per diem as set by the General Assembly: Provided , That payment of per diem shall not exceed two (2) meetings in a month. In succeeding years, additional compensation may be granted to directors/committee members: Provided, That such additional compensation shall be approved by a majority of the members with voting rights at a regular or special general assembly ARTICLE 4. GOVERNANCE Section 4.1. Compensation of Directors, Officers and Committee Members Reference MORR page 18 Choosing Officers & Staff