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Demystification of leadership
Great leadership is one of the most valued of all human activities. Within every part of our lives from work to family to friends to be known as a great leader is a great accolade. It signifies the talent of bringing people together and getting them to effectively work towards a common goal, to co-operate with each other, to rely upon each other, to trust each other. It evokes the warm and gratifying prospect of being part of a successful team or organization. Everyone LOVES winners, they LOVE the leader who led them to winning even more! But great leadership is also seen as one of the most mysterious things to achieve. In this highly interactive workshop we will demystify what it takes to be a great leader. You will leave a clear and distinct understanding of what leadership within your work and life is.

Plus these Leadership skills;

Create an Organization and Team that attracts trust and talent.
A formula that can be used to match the right person to the right work. Ensuring that the task is completed on time and within quality standards.
Knowing your Managerial-Leadership Strengths.
How to determine strengths and constraints in other leaders and what to do about it.
Improve the problem solving and decision making of yourself and others

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Demystification of leadership

  1. 1. The Demystification of LeadershipMike - Michael Cardus
  2. 2. Quick fixes to organizational problems:•“New Age…the hierarchy will topple with this new e-generation”•Everyone acts “autonomously” doing what is right andeveryone cooperates, without being clear of who is accountableor for what.•Matrix Based Organizations•The walk about and everything will work out•Be like the Japanese•Be excellent; go from good to great; all in under a minute;while looking for your cheese; on your iceberg.•“We need more leaders and less managers”We can all agree that it is good to be innovative, creative, and successful.The question is how to create the conditions to make it possible to be so. - Michael Cardus
  3. 3. The application of overly simplified solutionsadds cost in 2 ways:•First, it leads to continual reorganizations andchanges.•Second, the repeated changes attack themorale of your people and increases theirchange resistance. - Michael Cardus
  4. 4. - Michael Cardus
  5. 5. Manager: A person in a role in which he or she is heldaccountable not only for his/her personal effectiveness but alsofor the output of others; and is accountable for building andsustaining an effective team of subordinates capable ofproducing those outputs, and for exercising effective leadership.(Jaques 1998)Leadership: That process in which one person sets the purposeor direction for one or more other persons, and gets them tomove along together with him or her in that direction withcompetence and full commitment. (Jaques 1994)Leadership is not a free-standing activity: it is one function, among many thatoccurs is some but not all roles. - Michael Cardus
  6. 6. ManagerialPastoralFamiliar LeadershipSports TeamClubVolunteer - Michael Cardus
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  9. 9. The importance of having a “Big Enough” Manager’ - Michael Cardus
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  13. 13. How big is your bucket (how complex is the role)?What is the time-span of the longest goal to be completed?Who is BEST to fill the bucket (who has the requisite CAC)?How do you know? Success will only move as high as the ability to handle complexity of the individual managing the work / staff. - Michael Cardus
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  15. 15. Complexity Based Upon Time-Span Management2 to 5 Years1 to 2 Years3 Months to 1 Year1 day to 3 Months - Michael Cardus
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  17. 17. It is an almost universal disease ofbureaucratic systems that have too manylevels of organization. - Elliott JaquesWhat is hell is a‘Deputy-Associate Vice President’? - Michael Cardus
  18. 18. - Michael Cardus
  19. 19.  Employees skipping the chain-of-command. By-passing their assigned direct manager because of excessively long lines of management. Uncertainty as too where your manager actually sits on the org chart. Do you really report to your direct manager, or the one above them? Or even the one above them? Managers uncertainty as too where their subordinates actually sit on the org chart? Are you accountable for the output of the staff directly below you, or the ones below them as well? Excessive paper / email / voice mail passing up and down too many levels – red tape worms. Tight Coupling of Manager to employee Feeling that subordinates and management are too close in authority, accountability and work; as shown on the org chart. Feeling of organizational clutter; Managers “looking over the shoulders / breathing down the necks” of subordinates; Too many levels involved in any problem and process; Too much interference in just getting work done; Not being allowed to do the work at hand - Michael Cardus
  20. 20. - Michael Cardus
  21. 21. When we have someone who is competent in their role and has theproper organizational system to allow them to work to theircapacity and be supported in their work two things happen.1.People are happy to follow along together2. From the feeling that they actually want to follow arises anotherfeeling; that the person is endowed with certain great personalleadership qualities.In other words…with the right organizational circumstances wherea person who is competent in their role with leadershipaccountability, people progress together; the progression togethertouches the deep-seated value for social cohesion. We becomesuffused by warm feelings that we tend to associate, incorrectly,with behavioral traits in leaders rather than with effectivecompetence. - Michael Cardus
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  23. 23. Images in order of appearance:Elliot Jaques: Executive Leadership - Michael Cardus