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Leading Change and Others

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Leading Change and Others

  1. 1. OTHERSLeading COACH . EMPOWER . RESOLVE
  2. 2. 87%disengaged @ work
  3. 3. 3 13%engaged @ work Adopted from: Gallup (2014)
  4. 4. CLARITY CONSIDERATION FREEDOM Tracy, B (2013). The Three Qualities of the Best Bosses
  5. 5. LOW CLARITY HIGH CONSIDERATION LOW CLARITY LOW CONSIDERATION Consideration vs Clarity HIGH CLARITY LOW CONSIDERATION Adopted from: Tracy, B. (2013) consideration clarity HIGH CLARITY HIGH CONSIDERATION
  6. 6. Competence vs likability likability Competent Jerk Lovable Star Lovable FoolIncompetent Jerk HBR, June 2005 competence
  7. 7. COACH
  8. 8. Ask EMPOWERING Questions Focus & stretch Deep reflection Courage & strength Solutions Better understanding Positive & powerful action FEEDBACKS Leading with Questions Leading With Questions (Michael J. Marquardt)
  9. 9. How do you feel about the project thus far? What key things need to happen to achieve the objective? What kind of support do you need to ensure success? Whose fault it is? Why are you facing so many problems in this project? Don’t you know better than this? Empowering Disempowering Leading with Questions
  10. 10. 1. What can we do to make your job easier? 2. What changes would you recommend to serve our guests better? 85% employee turn over rate> $100,000 cost savings
  11. 11. Situation Giving Effective Feedback – SBI Model Behaviour Impact Adopted from: CCL (2014)
  12. 12. S B I Giving Effective Feedback – SBI Model Situation Behaviour Impact Specific event or circumstance Observable actions Verbal comments Nonverbal behaviours and signals Mannerisms What I (or others) think, feel, or do as a result I saw … I heard … I felt … I thought … Not an interpretation or judgment on motivation or intent
  13. 13. in question form judges individuals too vague speaks for others sandwiched exaggerated with generalities psychoanalysis motives behind behavior too long implied threat inappropriate humor Giving Effective Feedback – SBI Model
  14. 14. EMPOWER
  15. 15. Delegate to Empower
  16. 16. StressTime Management Trust Professional Knowledge Skill Development Sense of Achievement Employee Engagement Teamwork Productivity Efficiency “Passenger” Why Delegate? Wastage
  17. 17. Effective Delegation Match the person to job Delegate gradually Delegate the whole task Delegate the specific results Encourage participation & feedback Delegate authority & responsibility Leave the person alone
  18. 18. RESOLVE
  19. 19. $359,000,000,000,000in paid hours 385,000,000working days Workplace Conflict And How Businesses Can Harness It To Thrive (2008)
  20. 20. Complete the LEADERSHIP SELF-ASSESSMENT QUESTIONNAIRE
  21. 21. Leadership is a choice you make, not a place you sit levels of leadership John C. Maxwell (2011)
  22. 22. Relationships People follow because they want to Rights People follow because they have to Results People follow because of what you have done for the organization. Reproduction People who follow because of what you have done for them. Respect People follow because of who you are 4. People Development 3. Production 2. Permission 1. Position 5. Pinnacle Leadership brand Be with your people Profiling Build trust Consideration, Clarity & Freedom Care vs. Candor Mutual growth Vision Credibility Momentum Visibility Coaching Feedbacks Conflict management Positioning Big-hearted Empower Core focus Humble & teachable Succession 5 Levels of Leadership
  23. 23. Relationships People follow because they want to Rights People follow because they have to Results People follow because of what you have done for the organization. Reproduction People who follow because of what you have done for them. Respect People follow because of who you are 4. People Development 3. Production 2. Permission 1. Position 5. Pinnacle Leadership brand Be with your people Profiling Build trust Consideration, Clarity & Freedom Care vs. Candor Mutual growth Vision Credibility Momentum Visibility Coaching Feedbacks Conflict management Positioning Big-hearted Empower Core focus Humble & teachable Succession 5 Levels of Leadership
  24. 24. Leading Others |RECAP

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