Leadership Development Jamaica Inn Nov2018A

Leadership Development
Jamaica Inn, Ocho Rios
Nov 14-15, 2018
Dr. Sandra Palmer
&
Dr. Leahcim Semaj

Who We Are
11/16/2018 www.AboveorBeyondJM.com 2

What We Do

SCOPE
OF
ASSIGNMENT
11/16/2018 WWW.ABOVEORBEYONDJM.COM 4
The Sessions will
November 14 and 15:
The Mgt Team N =
40+.
2 Half Day sessions for
each cohort during
the period.

How Do You Rate Yourself?
YOUR MANAGEMENT TEAM?

How Do You Rate Yourself & Your Management Team?
Teambuilding Coaching Integrity
Communication Gen-Flexing Professionalism
Emotional Intelligence Decision Making Confidentiality
Leadership Conflict Resolution Honesty
Leading by Example Critical Thinking Transparency
Supervisory Mgt Inclusiveness Maintaining Standards

Understanding Your Roles
& Responsibilities
as a Middle Manager:
MIDDLE MANAGEMENT IN BUSINESS IS LIKE
THE FOOTBALL MIDFIELDER

The Football Midfielder
Most managers assign at least one midfielder to disrupt the
opposing team's attacks, while others may be tasked with creating
goals, or have equal responsibilities between attack and defence.
Midfielders are the players who typically travel the greatest distance
during a match.
Because midfielders arguably have the most possession
during a game they are among the fittest players on the
pitch.

Advanced Playmaker
This specialist midfielder's main role is to create good shooting and goal-
scoring opportunities using
◦superior vision, control, and technical skill,
◦by making crosses, through balls, and headed knockdowns to teammates.
They may try to set up shooting opportunities for themselves
by dribbling or performing a give-and-go with a teammate.
Attacking midfielders may also make runs into the opponents' penalty
area in order to shoot from another teammate's pass.

Advanced Playmaker
Where a creative attacking midfielder, i.e. a advanced playmaker, is regularly
utilized,
◦ he is commonly the team's star player, and often wears the number 10 shirt.
A team is often allows their attacking midfielder to roam free and
create as the situation demands.
Known as
◦ the "fantasista" or "trequartista" in Italy,
◦ in Brazil, the offensive playmaker is known as the "meia atacante,“
◦ in Argentina and Uruguay, it is known as the "enganche."

Cristiano Ronaldo
Ronaldo's favored position is in wide
midfield, although he can also function
behind the striker or as a center forward.
One of the most eye-catching players in the
world game, Ronaldo's array of skills make
him worth the admission fee alone.
His step over is world renowned, and he
scores an abnormally high number of goals
for someone who does not regularly play as
an out-and-out striker.

Middle
Management in
business is like
The Football
Midfielder
YAYA TOURE
(IVORY COAST & MANCHESTER CITY)
Watching the Manchester City
star slip through the gears as he
carries the ball through
midfield. The 2011, 2012 and
2013 African Footballer of the
Year has deceptive pace, is
tigerish in the tackle and scores
his fair share of goals.

Kante

Podga

The Pyramid

Middle Managers

We will examine the main roles and
responsibilities of your ATTACKING
MIDFIELDER and ADVANCED
PLAYMAKER and how to keep them sharp.
11/16/2018www.AboveorBeyondJM.com19
Middle Management in business is like The Football
Midfielder, The Advanced Playmaker of The
Business Team.

Developing Middle Managers,
What Matters Now?
ROB MCKINNEY, OCTOBER 16, 2013
HTTP://WWW.HARVARDBUSINESS.ORG/BLOG/DEVELOPING-MIDDLE-
MANAGERS-WHAT-MATTERS-NOW

Organizations Have Flattened
And Now Run Lean,
Middle Managers
◦ play an increasingly important role.
They are charged with seeing that an
organization’s vision and strategy are executed.
And they’re doing so with far fewer resources
than they were once able to tap.

Middle Managers
being increasingly asked to make critical
decisions that would in the past have been
made higher up in the organization or later
in a manager’s career.
This has led to an accelerated need to
develop the leadership skills of middle
managers.

Organizations Are Responding
They’re no longer directing all of their attention to
their most senior executives, or to those stepping
into management ranks for the first time.
They’re now recognizing the pivotal role that middle
managers play and the importance of developing
this key group as leaders.

Manage/Lead

Spreading From The Middle!
Ideas/ suggestions from frontlineStrategy from the top

Functions & Capabilities
Encouraging Listening
Disseminating
Facilitating
TranslatingSupporting
FUNCTIONS
&
CAPABILITIES

The Real Issue
Middle Managers got where they are through drive
and change.
Rather than let them manage the status quo.
Middle Managers need to be encouraged to keep
driving and changing.

MONITORING THE COMPANY CULTURE:
Middle managers are responsible to
build company spirit and teamwork so
that all are working to provide a product
or service wanted by the public.

Culture and Strategy

Culture

What is Culture?
Culture describes “the way
things work around here.”
it includes the values, beliefs, behaviors,
artifacts, and reward systems that
influence people’s behavior on a day-to-
day basis.
It is driven by top leadership and becomes
deeply embedded in the company through
a myriad of processes, reward systems, and
behaviors.

What is Culture?
Culture includes all the behaviors
that may or may not improve
business performance.
Today, culture is a CEO-level issue
and something that can be
measured and improved to drive
strategy.

What is Engagement?
Engagement is “how
people feel about the way
things work around here.”
It is a way of describing
employees’ level of
commitment to the company
and to their work.

Engagement Encompasses 5 Broad Areas:
1. meaningful work and jobs,
2. management practices and behaviors,
3. the work environment,
4. opportunities for development and
5. growth, and trust in leadership.

When Engagement Is Poor,
Employees feel uneasy or
uncommitted, resulting in
1. high turnover,
2. low performance, and
3. low levels of innovation
and customer service.

Few Factors Contribute More To Business
Success Than Culture
the system of values, beliefs, and behaviors that shape
how real work gets done within an organization.
Its close connection to performance is not lost on HR
and business executives:
◦87% of survey respondents say that culture is important,
◦54% rate it as very important,
◦9 percentage points more than last year.

What Culture Does
Culture brings together the implicit and explicit reward
systems that define how an organization works in practice,
no matter what an organizational chart, business strategy,
or corporate mission statement may say.
A staggering number of companies—over 50% in this
year’s survey—are currently attempting to change their
culture in response to shifting talent markets and
increased competition.

Understand Both The Current and
The Desired Culture:
Business leaders should closely examine current
business processes step by step to identify which
practices are aligned with the desired culture
◦and which are destructive and require change
◦which begins by uncovering the values and
behaviors that allowed those practices to develop.

Culture eats Strategy

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AoB

THE RAISON D’ETRE
for MIDDLE MANAGERS:
To Advance The Culture
and Service Standard

Jamaica Inn
Since 1950, Jamaica Inn has ranked
among top luxury hotels in the
Caribbean.
Nestled in Ocho Rios on one of the
premier private beaches in
Jamaica, intimate suites and
cottages showcase enchanting
views of the Caribbean Sea.

Jamaica Inn
Marilyn Monroe and Arthur Miller
toasted their honeymoon here.
Ian Fleming, creator of James Bond,
sipped martinis at the bar. Noel
Coward, Errol Flynn, Katherine
Hepburn and many more greats
often graced the lounge and
retreated to our spacious
accommodations.

THE CRITICAL FUNCTIONS for
MIDDLE MANAGERS:
1. Strategic
Alignment of
Vision & Goals
1
2. Resource
Allocation
2
3. People
Development
3

1. STRATEGIC
ALIGNMENT OF
VISION AND
GOALS:
The job of a middle manager is
to develop division or region
objectives that align with the
company vision and goals.
Then, the mid-level manager
communicates goals, strategies,
tactics and policies with front-
line managers.

2. RESOURCE
ALLOCATION:
Middle managers direct the
resources for training and
development, materials, supplies
and technology.
They make policy decisions on
staffing business units.
They also establish what equipment,
materials and supplies are needed in
each business unit to achieve
optimum production or results.

3. PEOPLE
DEVELOPMENT:
Middle managers develop and
train employees in the organisation
for better functioning and for filling
up vacancies that may arise in
future.
Most importantly, middle managers
develop front-line managers.
They coach store or unit managers
to motivate and lead front-line
sales, service or production teams.

How Do You Rate Yourself & Your Management Team?

Chapter #3
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Leadership

Leadership
77% indicated that a leadership mindset is
important for middle managers, a finding
consistent with the growing number of
organizations redefining the term “leader”
to apply at multiple levels, not just at the
top.

Managers have
employees;
Leaders have
followers.

Leadership Competencies
to take you
ABOVE or BEYONDhttps://www.psychologytoday.com/blog/cutting-edge-leadership/201404/the-top-10-leadership-competencies

On Becoming A Leader

www.AboveorBeyondJM.com 6111/16/2018

MANAGER vs. LEADER
• ADMINISTRATE
• RELY ON CONTROL
• SHORT-TERM VIEW
• EYE THE BOTTOM LINE
• ACCEPT STATUS QUO
• FOCUS ON STRUCTURE
• COMMAND
• IMITATE
• DO THINGS RIGHT
• MANAGE PEOPLE
• INNOVATE
• INSPIRE TRUST
• LONG-RANGE PERSPECTIVE
• EYE THE HORIZON
• CHALLENGE STATUS QUO
• FOCUS ON PEOPLE
• COMMUNICATE
• ORIGINATE
• DO THE RIGHT THING
• LEAD PEOPLE
• Warren Bennis, Managing People is like Herding
Cats, 1997

www.AboveorBeyondJM.com 64
Linear Change Paradigm Shift
•Manager LEADER
• Do the next right thing Lead organization to a place it
wouldn't go by itself
• "Now" decision making "FUTURE“ DECISION-MAKING
• Best today decision How today's choices play out
in vision, mission, values
11/16/2018

WWW.ABOVEORBEYONDJM.COM 6511/16/2018

Eleanor Roosevelt
•“To handle yourself, use
your head;
•to handle others, use your
heart.” –

Steve Jobs

John Quincy Adams
•“If your actions
inspire others to
dream more, learn
more, do more and
become more, you
are a leader.”

Jim Rohn
•“Help those who are doing
poorly to do well and help
those who are doing well
to do even better.”

Leadership
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71
What Kind Of Leader Are You?
•Manley *PJ
•Seaga *Portia
•Bruce *Andrew
•Castro *Putin
•Obama *Trump
11/16/2018 71www.AboveorBeyondJM.com

72
Like everyone else,
LEADERS ARE NERVOUS
about learning new skills, behaviours, and working relationships
 Unlike everyone else,
LEADERS HAVE TO GO FIRST

73
LEADERSHIP IS THE HIGHEST
COMPONENT OF MANAGEMENT
a) Provides vision and
direction, values and
purposes
b) Inspire people to
work together with
common vision and
purpose

74
Why Leadership

Transformational Leadership
A leadership style
that that creates
valuable and
positive change in
the followers
Focuses on
"transforming"
others
to help each other,
to look out for each other,
to be encouraging and harmonious
to look out for the organization as a whole

Transformational
Leadership
In this leadership style,
the leader enhances
•the motivation,
•morale
•and performance
of his follower group

“With Good Leadership Any Problem
Can Be Solved”
•William R. "Bill" Rhodes
•Banker to the World
• Former senior international officer and senior
vice chairman of Citigroup and Citibank
• Served in various senior executive positions at
Citi from 1957 until his retirement from
Citigroup on April 30, 2010
www.AboveorBeyondJM.com

What The Political
or Business
Leaders Sow
The People Reap.
Dr. Leahci m S emaj
ABOVEorBEYONDJM.COM

7 LEADERSHIP PRINCIPLES TO LEARN FROM AN EAGLE

1. Eagles fly
Alone and
at High
Altitudes.
They don't
fly with
sparrows,
ravens, and
other small
birds.
MEANING;
Stay away from narrow-
minded people, those
that bring you down.
Eagle flies with Eagles.
Keep good company.

2. Eagles
have an
Accurate
Vision.
They have the ability to focus on
something as far as 5km away.
No matter the obstacles, the eagle
will not move his focus from the prey
until he grabs it.
MEANING;
Have a vision and remain focused no
matter what the obstacles and you
will succeed.

3. Eagles
do not
Eat Dead
things.
They Feed
only on
Fresh Prey.
MEANING;
Do not rely on your past
success, keep looking for
new frontiers to conquer.
Leave your past where it
belongs, in the past.

4. Eagles
Love the
Storm.
When clouds gather, the eagle gets
excited, uses the storms wind to lift
itself higher.
Once it finds the wind of the storm, the
eagle uses the raging storm to lift itself
above the clouds.
This gives the eagle an opportunity to
glide and rest its wings. In the
meantime, all the other birds hide in
the branches and leaves of the tree.

MEANING;
Face your challenges head on
knowing that these will make you
emerge stronger and better than
you were. We can use the storms
of life to rise to greater heights.
Achievers are not afraid to rise to
greater heights.
Achievers are not afraid of
challenges, rather they relish
them and use them profitably.

5. When a
Female
Eagle Meets
a Male
Eagle and
they want
to mate,
she flies down to earth, picks a twig and flies back into the
air with the male eagle in hot pursuit.
Once she has reached a height high enough for her, she
drops the twig and let it fall to the ground while she
watches.
The male eagle chases after the twig and catches it before
it reached the ground, then bring it back to the female
eagle.
The female eagle grabs the twig and flies to a much
higher altitude and drop the twig again for the male eagle
to chase.
This goes on for hours with the height increasing each
time until the female eagle is assured that the male eagle
has mastered the art of picking the twig which shows
commitment.
Then and only then will she allow him to mate with her.

MEANING;
Whether in private life or
business, one should test
the commitment of the
people intended for
partnership.

6. Eagles
Prepare
for
Training;
They remove the feathers and
soft grass in the nest so that the
young ones get uncomfortable in
preparation for flying and
eventually flies when it becomes
unbearable to stay in the nest.
MEANING;
Leave your Comfort Zone, there is
No Growth there.

7. When
the
Eagle
Grows
Old,
His feathers becomes weak and cannot take
him as fast and as high as it should.
This makes him weak and could make him die.
So he retires to a place far away in the
mountains.
While there, he plucks out the weak feathers
on his body and breaks its beaks and claws
against the rocks until he is completely bare; a
very bloody and painful process.
Then he stays in this hiding place until he has
grown new feathers, new beaks and claws and
then he comes out flying higher than before.

MEANING;
We occasionally need
to shed off old habit no
matter how difficult,
things that burden us or
add no value to our
lives should be let go of.

YES, NEVER GIVE UP, BE AN EAGLE,
NEVER EVER GIVE UP !!!

Leading

EXAMPLE

The Power of Leading by Example

The Power of Example

Leading by
Example

Do As I Saw,
Not As I Do?

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Issues for The “Super”- visor
Misconceptions
about the
Supervisor’s
Role

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The Crisis in Middle Management
oSupervisor
as Prefect
oSupervisor
as Headman

The Traditional Responsibilities of The
Supervisor
1. Scheduling and tracking progress
2. Teaching new skills
3. Evaluating employee performance
4. Enforcing work rules and safety policies
5. Selecting personnel
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The Supervisor is Now Responsible
for Ensuring Total Quality
oService that
exceeds
customers
expectation
o CONTINUOUS IMPROVEMENT
o EMPLOYEE INVOLVEMENT
o CUSTOMER FOCUS
o MEASUREMENT

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The Expanding Role Of The Supervisor
1. Developing teamwork
2. Encouraging continuous improvement
3. Encouraging employee involvement
4. Customer focus
5. Measurement

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Role Conflict
oTraditional
Roles
oNew Roles

Contrasting The Roles
EXPANDED
o Developing teamwork
o Encouraging continuous
improvement
o Encouraging employee
involvement
o Customer focus
o Measurement
TRADITIONAL
o Scheduling and tracking
progress
o Teaching new skills
o Evaluating employee
performance
o Enforcing work rules and
safety policies
o Selecting personnel

The New Way
Performance coaching represents a
new philosophy in developing people
Based on the hands-on experience and
on-the-job knowledge of the
immediate supervisor
You focus on the company’s
business objectives
You connect training to the job

Coach Your Workers
To a winning
season

Question
What percentage of your work
force is performing at peak levels?

If Your Employees Are Average
 Probably no more than 20 %
 These top performers often
are eager to learn because
they have high achievement
drives

Your Job
To get the
remaining 80%
to follow suit

All of Us Need Coaches
 Most people work
 Learn
 Stretch more
 If they are encouraged and
coached
 Than if they try to go it alone

Everyone Needs a Push Sometimes
Muhammad Ali
Asked to identify
the greatest lesson
he learned in life
The Sonny Liston
title fight in
January 1964

“Liston Was the Strongest Man I Ever Fought”
“Every time I hit him, it hurt
me worse than it did him
When the 6th round ended
 I was completely spent
I couldn’t even raise
my arms”

“I Couldn’t Even Stand up
to Go Back Into the Ring”
“I’m going home!
I told Angelo
Dundee
I’m not going back
in there!”

Dundee Demanded That Ali Get
Back in the Ring
Ali refused
The bell rang
Ali still didn't rise

Dundee Pushed Him and Shouted
“Get in there and
don’t come out
until you are
heavyweight
champion of the
world”

Ali Struggled to His Feet
Liston didn’t
Ali won the title

The Lesson of Coaching
 “The greatest lesson I’ve
learned is to have
someone pushing you and
making you do things you
didn’t think you can do”
The Greatest Athlete of the 20th Century

Managers Change -
From Supervisors to Coaches
Coaches help teams solve problems
Old Order bosses design and allocate work,
supervise, check, monitor and control
Teams do these things for themselves
Mentors look out for long term career
development

Middle Management Has A New Role
From guardians of the functional units to
smashers of the boundaries
 To facilitators of the teams on the
front line
From defending what use To be
To encouraging what should and
can be

Organizational Structure Changes-
From Hierarchical to Flat
The team and the
process is the
reality
Coequal people
can operate with
autonomy and
fewer managers
A manager can
typically
supervise about
7 people
He can coach
up to 30 or 40

 Traditionalists: 1922 – 1943 (over 70)
 Baby Boomers: 1944 – 1964 (51– 70)
 Generation X: 1965 – 1980 (35 – 50)
 GenerationY: 1981 – 1994 (21 – 34)
 Generation Z: 1995 - ? (Under 20)

Forget GenY
Gen Xers are the Future of Work!

Poised for great leadership
the average age of an S&P 1500 CEO is 50.
They’re already leading the majority of
growing companies:
68% of Inc. 500 CEOs are Gen Xers.

 Generation X may be the smallest portion of the
workforce, but they’re your company’s rising and
current leaders.
 With the rise of millenials (predicted to be more than
40% of the workforce by 2020), we’re obsessed with
pleasing the masses and concerned about the aging
Boomer workforce.

 As the average child-bearing age increases and
life expectancy expands,
Generation X is bearing the burden of
▪Raising young children
▪Funding tertiary education
▪Caring for aging parents

 Because Gen Xers will make up only 20% of the
workforce,
 as leadership roles are vacated by older workers,
there are fewer Gen Xers available.
 And Millenials may not have the experience and
maturity needed for such roles.
 A possible war for talent.

 experienced leaders may be impossible to recruit.
 Focusing the same attention on the generation
that isn’t demanding it could be even more
productive than helicoptering over your
Millenials.

 Then you can work on removing the roadblocks in their
way
engagement,
financial,
personal
 and develop tailored plans for those high-potentials you
want and need to be ready for the top jobs.

 that’s where data comes into play–
 not the large sweeping global trends on generations, but a
deep look inside your organization:
 Who are your Generation Xers?
 How are they performing?
 What are their specific challenges?
 How is the organization helping to address those
challenges?

 5% Mortgage?
 Assistance withTertiary Education costs?
 Inclusion of elder parents of health Insurance?

Team Building

A Team Requires
10 Functions to be Covered
A variety of functions
are required for a
operate optimally
Visionary
Pragmatist
Explorer
Challenger
Referee
Peacemaker
Beaver
Coach
Librarian
Confessor

You Must Work Through The 5 Stages Of
Team Development
Forming
Storming
TransformingNorming
Performing

Jamaica’s Greatest Team Achievement

Teams Have Less Need For Managers and
More For Coaches and Leaders
Coaches help teams solve problems
Old Order bosses design and allocate
work, supervise, check, monitor and
control
Teams do these things for
themselves

LET'S GET RID OF MANAGEMENT
People don't want to be managed,
They want to be led.
Whoever heard of a world manager?
World leader, yes
Educational leader Political leader Religious leader
Scout leader Community leader Labour leader
Business leader Gang Leader
They lead They don't manage

Communication

Communication
76% say that developing
communication skills is a priority,
which is not surprising, given the
central role that middle
managers hold, and their need to
clearly and effectively
communicate both up and down
in the organization.

Communication is
a huge umbrella that covers and affects all than goes
on between human beings

Communication is
the single most significant factor that
determines the kind of relationships we
have and what happens to us

Communication
is The Life Blood of
The Team
Timely and Accurate
• People who have learned to
support and trust one
another share what they
know freely
• Pass on the information that
members need to operate
more effectively

This talk/listen cycle helps
to keep BP evenly regulated
• When we speak our blood
pressure goes up
• When we are listening attentively
in a relaxed manner, blood
pressure usually falls
• Heart rate slows - below resting
level

In periods of great stress
• communicating with others that pull us through
• renewing inner strength
• lifting our vision
• reaffirming the meaning of life

• trustworthy
• likeable
• represent warmth
• represent comfort
• represent safety
For the message to get
through people must
believe that you are
158

This happens without words
We plug into
thousands of
preconscious cues.
15911/16/2018 www.AboveorBeyondJM.com

The Eyes Have It!!
IN JUST ONE GLANCE:
Adults make trait judgments
after viewing faces
for only 100ms.
Some of the traits we spontaneously
attribute to strangers based solely
on their face includes –
intelligence, honesty, dominance,
competence, trustworthiness, and
likability. 160

Eye Communication
oYour #1 skill
o BELIEVABILITY
• verbal - 7%
• vocal - 38%
• visual - 55%
oconnects mind to mind

The benefits of
Good Eye Communication...
oConnects First Brain to First Brain
oUse involvement in business/social
•5 to 7 seconds of eye contact

The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre

The New Brain: The cerebral cortex
Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the
first brain

168
EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have
impact
• ALL FIRST BRAIN
LIKABILITY IS THE SHORTEST
PATH
TO BELIEVABILITY AND TRUST

Good communications
means
• expressing yourself clearly
through verbal and non-
verbal language;
• listening so that you
understand what others are
saying

We spend
between 50% and
80% of our
waking hours
communicating
HOW MUCH TIME
DO YOU SPEND
COMMUNICATING?

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Dress and
Appearance
o You never get a second
chance to make a good
first impression
o The first 2 seconds
programmes the
impression
o Makes emotional contact
o Clothes as costume

The Benefits of Good Posture and Movement
o in first impressions posture tells more than clothes
o you feel taller and more powerful
o you look more confident
o eye communication is easier
o your movement gives visual variety to the eye of the
audience

Voice and Vocal Variety
oyour voice is the vehicle of
your message
oshould be naturally
authoritative
oput a smile in your voice
othe use of a tape recorder

11/16/2018www.AboveorBeyondJM.com 174
THE MIND WORKS BY SOUND
o Powerful oral
tradition
o Preacher,
Politician, DJ
o You talk to more
people than you
write to

WHEN PEOPLE CAN’T SEE YOU
o(as on the phone)
othe intonation and
resonance
oauditory delivery count for
84% of your emotional
impact and believability

THE
BENEFITS
OF GOOD
VOICE
AND
VOCAL
VARIETY
oyou are more effective on
the phone
oyou can transmit more
energy and information
oyou are attractive to the ear
oyou are first brain friendly

COMMUNICATION IN A TEAM
There can’t be collaboration an
d support without
communication among the peo
ple in a group
177www.ABOVEorBEYONDjm.com11/16/2018

COMMUNICATING IN A TEAM
The way people communicate
with one another-in both
words and nonverbal clues-
Reflects how they feel about
working with one another
Builds (or detracts from) the
team's effectiveness

Good Communication
• Gives clear messages
• conducive to people working
productively and harmoniously
• without misunderstanding and misin
terpretation

Good Communication
• As people on the team
learn to take other
members at face value
–they build trust and
credibility

The Twin Messages Are:
• 1. What you see is what is
there
• 2. What you hear is what is
meant

The Spectrum of Communication
• Aggressiveness
• Assertiveness
• Responsiveness
• Non-assertiveness

Team: Relationships
• Effective Teams
• Trusting
• Respectful
• Collaborative
• Supportive
• Ineffective Teams
• Suspicious and partisan
• Pragmatic, based on need or
liking
• Competitive
• Withholding

Team: Information
• Effective Teams
• Flows freely up, down,
sideways
• Full sharing
• Open and honest
• Flows mainly down a weak
horizontally
• Hoarded, withheld
• Used to build power
• Incomplete, mixed messages

Team: Conflict
• Effective Teams
• Regarded as natural
–even helpful
• On issues
–not persons
• Frowned on
– avoided
• Destructive
• Involves personal traits and
motives

Team: Atmosphere
• Effective Teams
• Open
• Non-threatening
• Non-competitive
• Participative
• Compartmentalised
• Intimidating
• Guarded
• Fragmented
• Closed groups

The rest of the journey
will require greater
development of
Our specie has probably gone
as far as we can based on
cognitive Intelligence alone

Emotional Intelligence (EQ)
• The ability to sense,
understand, and
effectively apply the
power and acumen of
emotions
–as a source of human
energy, information, trust,
creativity and influence

190

192

The Case For EQ

The Emotions of
oEmpathy, Compassion,
Cooperation, and
Forgiveness
oAll have the potential to
unite us as a species

Generally Speaking:
oEmotions unite us
oBeliefs divide us

Dr. Maya Angelou
11/16/2018
198
www.AboveorBeyondJM.com

Emotional Intelligence

EQ

Decision Making
• One of the core competencies for leaders is the ability
to make good decisions or lead a good decision
making process.
• There are better and worse ways to make decisions,
• and a good leader understands when to
• make a decision,
• when to consult subordinates or peers and bring
them into the decision making process,
• and when it’s time to step back and let others
decide.
www.AboveorBeyondJM.com 11/16/2018 202

The Process

TIPS FOR BETTER
DECISION MAKING

These Are The Reasons You Can
Never Make A Decision
Here’s how to avoid and overcome
these 6 decision-making obstacles.
https://www.fastcompany.com/90225056/thow-to-overcome-common-decision-making-
obstacles

Leaders & Decisions
•Deciding on key investments in your
company over the next year may
seem like a wildly different thought
process than deciding where to take
your family on vacation.
•Leaders are more likely to make
decisions that affect others’ welfare,
so their decision-making tendencies
can have a far-reaching ripple effect.

Leaders & Decisions
•Leaders face some common obstacles that get in
the way of their decision-making skills
•Understanding and overcoming them is essential
to breaking destructive decision-making patterns
and getting to better outcomes.
•Here are six common obstacles and how to deal
with them.

OBSTACLE 1: PUTTING TOO MUCH
IMPORTANCE ON YOUR “ANCHOR”
• “The biggest issue when it comes to decision making for managers is
this idea of anchors,”
• “An anchor is when we place a disproportionate amount of importance
on an initial piece of information or data.”
• Let’s say you are negotiating to buy a new house.
• For some, the anchor will be the list price that the real estate agent
shows you on a particular house.
• However, someone making strategic decisions will look to the budget
as the anchor.

OBSTACLE 2: OVERCONFIDENCE
• Overconfidence, or excessive optimism or belief in your own
judgment, is another trap
• “Overconfidence occurs because we are social animals who want
to feel good about ourselves–which is often in relation to other
people,”
• Distance from previous overconfidence-driven decisions may help
you see them more clearly.
• Think back on cases where you weren’t quite as knowledgeable or
good as you thought you were.

OBSTACLE 3: CONFIRMATION BIAS
• Confirmation bias, in which we look for and interpret
information in ways that support what we believe, can
be influenced by a decision to be “right” or wishful
thinking,
• Clues that confirmation bias may be an issue include
getting information from the same sources, avoiding
information that may hurt your psychological well-
being, or “bend” facts to make them support your
beliefs.

OBSTACLE 4: GROUP THINK
• Fear of rejection, embarrassment, or ridicule, or even a more subtle
tendency toward agreeing with one voice or approaching problems
the “way we’ve always done it,” can lead to group think,,
• Group think is when the team tends to gravitate toward one idea on a
regular basis instead of challenging norms and coming up with new
approaches.
• To combat group think, encourage people to challenge norms,
• Invite contributions repeatedly.
• ‘We want people who believe what we believe, but think differently
and bring different perspectives to the table”

OBSTACLE 5: PRESENT BIAS
• Present bias favors immediate rewards over those in the future.
• The problem with present bias is that it inhibits long-term
strategy and forgoing short-term gains for long-term benefits.
• Overspending, lack of planning, and procrastination can all be
signs of present bias.
• Get in touch with your ‘future self’ by frequently imagining your
life 10 or more years from today.
• Think about your career or business similarly when faced with big
decisions.

OBSTACLE 6: PERSONAL PATTERNS
•Reflect on your own personal patterns and
motivations in decision making.
•Look for areas where you may be particularly
strong or where decisions haven’t gone the way
you had hoped.
•Ego sometimes needs to be checked, to be able to
defer to others to bring their specialties through.

OBSTACLE 7: UNCONSCIOUS BIAS

The
Process

Knowing When To Do What
WIN/LOSE YIELD/LOSE COMPROMISE
LOSE/LEAVE WIN-WIN

The Power of Replay
16/11/2018www.LTSemaj.com218

Analyzing Conflicts
SCENARIO & CONTEXT
DRIVERS & CONTROLLERS
OUTCOME: What resulted?
REPLAY & STOP THE TAPE
What could you have done that would have
altered the course of events?
(Prevent, Contain, Resolve)
16/11/2018www.LTSemaj.com219

16/11/2018 www.LTSemaj.com 221
The Concept of Critical Thinking

Critical thinking
• A manner of study that encourages you
to ask thoughtful questions
• Using your own reasoning to determine
the value of information

Some critical thinking techniques
• Brainstorming
• Thinking outside of the box
• Deduction
• Induction
• Reasoning
• Analysis
• Applied logic

Modern critical thinking skills
• Attributed to philosophers such as
– Jean-Jacques Rousseau and John
Dewey
• the study of critical thinking was not
incorporated into public school
systems until the late 20th century

Critical Thinking Skills
•prepare persons to analyze
information
–an essential skill when faced with vast
amounts of conflicting yet reputable
information

To Analyze Thinking:
• Purpose? Question?
• Information? Conclusion(s)?
• Assumptions? Implications?
• Main concept(s)? Point of view?

To Assess Thinking:
• Check it for
– Clarity
• Accuracy
• Precision,
• Relevance
• Depth
• Breadth
• Significance
• Logic
• Fairness

The Result
• A well-cultivated critical thinker:
• vital questions and problems
• formulating them clearly and precisely
• gathers and assesses relevant information
• using abstract ideas to interpret it effectively
• comes to well-reasoned conclusions and solutions
• testing them against relevant criteria and standards

Critical Thinker
• Thinks open mindedly within alternative systems of
thought,
• Recognizing and assessing
– assumptions, implications, and practical consequences;
• Communicates effectively with others in figuring out
solutions to complex problems

The first step to becoming a proficient
critical thinker
• is developing the proper attitude
• Such an attitude embodies the following
characteristics
– Open-mindedness
– Healthy skepticism
– Intellectual humility
– Free thinking
– High motivation

The critical thinker
• must be willing to investigate
viewpoints different from his or her
own
• but at the same time recognize when
to doubt claims that do not merit
such investigation

A critical thinker
•must be
neither
dogmatic
nor gullible

This may
• require the critical thinker to ask many
questions
–which can be unsettling to those asked to
respond
• A critical thinker cannot be lazy

The Inclusive leader

Inclusion Continuum

The pillars

Where Are You Now?
What Adjustments Are Needed?
YOU?
THE ORGANIZATION?
11/16/2018 www.ABOVEorBEYONDjm.com 261

Why Don't We Always
Tell The Truth?
11/16/2018 WWW.LTSEMAJ.COM 263

The Power of
TRUTH

WHY?

6 things that leaders can do to promote
transparency in the workplace
• Why specifically transparency?
• A transparent workplace nurtures an environment free from
fear, encourages employees to be open about their
achievements and mistakes and can overall create a safer,
more positive environment.
https://www.mentimeter.com/blog/transparency-at-work/6-things-
that-leaders-can-do-to-promote-transparency-in-the-workplace

1. Make
transparency
part of
company
policy
• The first, and arguably most important
step that a leader can take in order to
be transparent is to make transparency
part of the company policy.
• If you do not have the authority to
implement transparency on a company-
wide scale, you can take steps to
implement transparency within your
team.
• Consider holding a workshop where you
and your team can talk about what
transparency is, why it is important and
how you can take steps to implement it
into daily office life.

2. Confront difficult situations
It’s up to the leader to decide on how they want to deal with these
difficult situations.
Whether you need to confront gossip or rumours about the
organization, transparency can be used to defuse these types of
situation.
It will establish that you, as a leader, are not afraid to be open and
truthful and will set a clear precedent that employees can come
directly to you if they have any questions or worries.

3. Hold an “ask me
anything” session
• Give your colleagues the chance
to ask any questions to you by
holding an “ask me anything”
session.
• This activity will give people the
opportunity to ask questions
they wouldn’t normally have the
chance to ask.

4. Provide
access to
information
• Within an organization there is often a
lot of information that is not available to
employees.
• Often this information is not made public
because it is sensitive or for some other
reason.
• However, there might be information
that can be shared with employees, but
isn’t.
• In order for you, as a leader to be
transparent, you should consider if more
information should be available to
employees, and provide access to it.

5. Always have a “why”
• When you’re making decisions be
mindful and where appropriate, let
people know why you have made
certain decisions in certain ways.
• Your team will be more understanding
of why you make certain decisions, and
will be able to question you if they do
not agree with how something was
approached.
• Remember, that you should always be
open for challenges and feedback.

6. Involve people in
decision making
11/16/2018
• What’s even better than explaining
your decision, it to involve others in
the decision making process.
• Sometimes a quick poll on a subject
can be enough to get input from
others, in other cases you might
want to hold a workshop or
brainstorming session in order to
make a collaborative decision.
• This approach to decision making
does not only make you more
transparent as a leader, but can also
help you come to better decisions
for your organization.

Honesty and Transparency

The Mark of A World Class Brand

4 Top Ways to Maintain Consistency in
Customer Service
Every business needs to understand the importance of offering consistent service.
This will make customers feel that a business is reliable and a long term relationship
can be built.
A study by McKinsey & Company has found that a consistent customer experience
across the entire customer journey will increase customer satisfaction, build trust
and boost loyalty.
Companies who have failed to deliver consistent service have always driven away
their customers.
https://www.liveadmins.com/blog/4-top-ways-to-maintain-consistency-in-customer-
service/

Know Your Customers
The first and foremost need of every business is to
identify who their customers are in order to cater to
them.
This can only be done if a business can differentiate
customers on the basis of their preferences.
To meet their expectations, research everything you
possibly can about them.
Talk to them and get their feedback every time they
come in contact with you.

Standardize Your Processes
A document should be created of the various steps and stages involved in
service delivery and this should be shared with all staff members who are
involved in the process.
Written procedures and strategies assist in reducing uncertainty and helps
ensure compliance in service delivery.
While your business continues to maintain a certain service standard, make
sure to go out of the way and surprise customers every once in a while.

Focus on Employee Training
Training employees who are frontline and interacting
directly with customers or who are involved in
With effective training, the chances of delivering a
holistic customer experience at every level increases.
Providing employees with training manuals or
handbooks will enable them to do their job more
effectively when it comes to customer support.

Unified Customer Experience across All Channels
With the evolution in technology, customers can now connect
with businesses through multiple channels.
This can be challenging if your team takes a different approach
on every channel.
Customers get frustrated when they get a different response or
treatment on different channels of the same company.
A strategy needs to be developed and offered across all
channels to ensure seamless experience.

The
good
news
The critical
importance of middle
managers is being
recognized, and
organizations are
providing more
opportunities for their
development.

Understanding Your Roles
& Responsibilities
as a Middle Manager:
MIDDLE MANAGEMENT IN BUSINESS IS LIKE
THE FOOTBALL MIDFIELDER

Cristiano Ronaldo
– (Portugal, Real Madrid)
Ronaldo's favored position is in wide
midfield, although he can also function
behind the striker or as a center forward.
One of the most eye-catching players in the
world game, Ronaldo's array of skills make
him worth the admission fee alone.
His step over is world renowned, and he
scores an abnormally high number of goals
for someone who does not regularly play as
an out-and-out striker.

Middle
Management in
business is like
The Football
Midfielder
YAYA TOURE
(IVORY COAST & MANCHESTER CITY)
Watching the Manchester City
star slip through the gears as he
carries the ball through
midfield. The 2011, 2012 and
2013 African Footballer of the
Year has deceptive pace, is
tigerish in the tackle and scores
his fair share of goals.

You Are The Star Mid-Field Generals

Who We Are

What We Do

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