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Leading with Impact
Objectives
Objectives
Identify critical drivers of a heightened
sense of commitment - “Ownership” - in
organizations

Apply an expand...
Ownership
 the state in which employees feel fully
engaged in and responsible for their work
   and its impact on the orga...
Ownership Drivers

 Rewards     Company


       Trust
Workplace   Development
 &Place
trust
     Is at the heart of ownership


  trust is both a requirement and outcome of
                  ownership

Employ...
The RADAR Framework
R ecognize               the threats & Opportunities



A ddress             the individual directly

...
Coaching

A relationship between two or more people,
   formed for the purpose of learning to
     enhance or expand indiv...
The Ladder of Inference
                  I take Action
                   based on my
                      belief
      ...
The Ladder of Inference
                                              I take Action
                                      ...
The Ladder of Inference
                                              I take Action
                                      ...
Balancing Inquiry & Advocacy


      High
              Explaining         Mutual Learning
                   imposing

Ad...
The Talk Model

T    Tell the person what you are thinking
        (data/assumptions) from the start



A        Ask the p...
Adaptability

Being able to adapt to changing
circumstances and sustain high
         performance.
adaptability
                           “Core Dimensions”
       Definition                            Result              ...
Leading With Impact
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Leading With Impact

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I created this slide after I did some leadership training.

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Leading With Impact

  1. 1. Leading with Impact
  2. 2. Objectives
  3. 3. Objectives Identify critical drivers of a heightened sense of commitment - “Ownership” - in organizations Apply an expanded range of coaching skills Increase responsiveness and performance under conditions of change.
  4. 4. Ownership the state in which employees feel fully engaged in and responsible for their work and its impact on the organization’s success.
  5. 5. Ownership Drivers Rewards Company Trust Workplace Development &Place
  6. 6. trust Is at the heart of ownership trust is both a requirement and outcome of ownership Employees must think the manager “will do the right thing”
  7. 7. The RADAR Framework R ecognize the threats & Opportunities A ddress the individual directly D evelop a plan for each individual A ct on plans R eview progress
  8. 8. Coaching A relationship between two or more people, formed for the purpose of learning to enhance or expand individual and organizational capabilities.
  9. 9. The Ladder of Inference I take Action based on my belief I adopt beliefs about the world. I draw conclusion. Inquiry I make Advocacy assumptions and attach feelings I add Meaning. (cultural and personal) I select Data from what I observe Observable Data and Experiences
  10. 10. The Ladder of Inference I take Action based on my belief I adopt beliefs about the world. I draw conclusion. Inquiry Effective Advocacy: I make Advocacy Making or thinking process assumptions visible, or ‘walking others up and attach our ladder’ feelings I add Meaning. (cultural and personal) I select Data from what I observe Observable Data and Experiences
  11. 11. The Ladder of Inference I take Action based on my belief I adopt beliefs about the world. I draw conclusion. Effective Inquiry: Inquiry Effective Advocacy: I make Advocacy Asking questions of Making or thinking process assumptions others to make their visible, or ‘walking others up and attach thinking process visible, our ladder’ feelings or ‘walking others down the their ladders’ I add Meaning. (cultural and personal) I select Data from what I observe Observable Data and Experiences
  12. 12. Balancing Inquiry & Advocacy High Explaining Mutual Learning imposing Advocacy Observing Interviewing Withdrawing Interrogating Low Low High Inquiry
  13. 13. The Talk Model T Tell the person what you are thinking (data/assumptions) from the start A Ask the person to explain the perspective (data/assumptions) L Listen to the response K Keep open to the other’s view
  14. 14. Adaptability Being able to adapt to changing circumstances and sustain high performance.
  15. 15. adaptability “Core Dimensions” Definition Result Practices 1.Anticipate the future Anticipate, adjust to, and handle 2.Accept uncertainty Ambiguity ambiguity & feelings of 3.Apply flexibility How well you deal with ambiguity uncertainty & change more 4.Be tenacious and uncertainty effectively 5.Exercise curiosity Internal 1. focus on what you can control Decrease the impact of negative 2. Take ownership monologue events 3. Examine the scope How well you deal with ambiguity 4. manage the time span and uncertainty 1. create meaning Energy Supply Access a continual supply of 2. be healthy ability to readily access high high quality physical, mental, 3. renew recover and emotional energy levels of Energy

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