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leadership fundamentals.pptx

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Leadership Management Planning Leading Problem Solving

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LEADERSHIP
FUNDAMENTALS
_______________________________________
3rd Floor, Conference Room, MAB
PRAYER
OPENING MESSAGE
OBJECTIVES
Assess leadership readiness
Improve one’s leadership skills
Recognize leadership responsibilities
VIDEO CLIP TO THINK ABOUT
CHARACTERISTICS OF A LEADER

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leadership fundamentals.pptx

  • 4. OBJECTIVES Assess leadership readiness Improve one’s leadership skills Recognize leadership responsibilities
  • 5. VIDEO CLIP TO THINK ABOUT
  • 7. ACTIVITY: CHARACTERISTICS OF LEADER I LIKE I DISLIKE
  • 9. WHO IS A LEADER? A leader is a person who guides others toward a common goal, showing the way by example, and creating an environment in which other team members feel actively involved in the entire process. A leader is not the boss of the team but, instead, the person that is committed to carrying out the mission of the Venture.
  • 10. QUALITIES OF A LEADER
  • 11. QUALITIES OF A LEADER • Good Listener • Focused • Organized • Available • Include others • Decisive • Confident
  • 12. QUALITIES OF A LEADER • Good Listener Your teammates may have a great way to improve your idea. By keeping your mind open to other ideas, you can come up with new ways to accomplish your goals. It is your job to make sure that everyone in the group is being heard. Listen to their ideas and accept their constructive criticisms.
  • 13. QUALITIES OF A LEADER • Focused If you stay on track and keep others on track, the team will stay motivated and be more productive. As leader of the group, it is important that you schedule time to meet with your unit to establish and check about the goals you hope to achieve
  • 14. QUALITIES OF A LEADER • Organized A leader can set the tone for the team. A leader who is organized helps motivate team members to be organized as well
  • 15. QUALITIES OF A LEADER • Available As a leader, you’re responsible for a lot and you’re probably going to be very busy at times. However, you still need to find time to talk with your team. A good way to do this is to set frequent group meetings, so that no question or concern goes too long without attention
  • 16. QUALITIES OF A LEADER • Include others A leader should not do all the work. Doing everything yourself is a poor use of time and prevents your Venture from growing. Instead, a leader should work with his/her teammates and learn how to delegate responsibility while being mindful of everyone’s interests, goals, and strengths
  • 17. QUALITIES OF A LEADER • Decisive Although an important part of being a leader involves listening to the people around you, remember that you are not always going to be able to reach a compromise. When this happens, don’t be afraid to make the final decision, even if some team members disagree with you
  • 18. QUALITIES OF A LEADER • Confident This could be the most important characteristic of a leader. If you don’t believe in yourself and the success of your unit, no one else will. Show others that you are dedicated, intelligent, and proud of what you are doing
  • 20. WHAT IS LEADERSHIP? It is the ability to create an environment where individuals willingly apply their unique abilities to a common mission. Leadership is about the relationship between leaders and their team!
  • 23. FACTORS OF LEADERSHIP • Leader You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.
  • 24. FACTORS OF LEADERSHIP • Followers Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation.
  • 25. FACTORS OF LEADERSHIP • Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you “set the example,” that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees
  • 26. FACTORS OF LEADERSHIP • Situation All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective..
  • 29. Steps in Problem Solving • Analyze the Problem • Define the Problem • Identify the Causes • Generate Solutions • Make Decision
  • 30. Analyze the Problem • Key Issues • Ideal Outcomes • Avoid Judgments
  • 31. Defining the Problem • Why it is Problem? • What type of problem is it ? • How urgent is the problem? • What are the consequences ?
  • 32. Causes of the Problem • Mindset • Need • Environment • Inability • Lack of Experience
  • 33. Generating Solutions • Optimal Solution • Maximum Gain / Minimum Loss • Predictions (Trial and Error)
  • 34. Making Decisions • Choose alternative which best meets the criteria.
  • 38. Decision-Making • A choice whereby a person performs a conclusion about a situation. • It is the point at which plans, policies and objectives are translated into concrete actions.
  • 39. Thank you! Define the problem Find alternative solutions Analyze and compare Select the plan to be followed Execute as planned The Process of Decision Making
  • 41. Accountability The act of holding yourself accountable to others. To be an effective leader, you must be able to hold yourself accountable for your actions and decisions, as well as the actions and decisions of those who report to you.
  • 42. Challenges of Accountability in Leadership 1. Balancing accountability with empathy The most effective leaders are those who figure out how to embrace accountability and empathy and foster a working environment of high performance and trust.
  • 43. Challenges of Accountability in Leadership 2. Taking on too much responsibility Leaders take on too much responsibility, including performing tasks that should be delegated. The negative consequences include micromanaging, burnout, and failing to develop their team members’ confidence and abilities.
  • 44. Challenges of Accountability in Leadership 3. Failing to set clear goals for their teams One cause of this is a lack of clear team and individual goals. Employees don’t know what they’re responsible for and become frustrated when they’re then judged on a confusing, shifting set of goals.
  • 45. Traits of an accountable leader Knows how to communicate Knows how to delegate Knows how to listen Has Ownership
  • 47. How to Deal with Team Member Personalities?
  • 48. How to Deal with Team Member Personalities It only takes one difficult personality on a team to make the team unproductive and the team environment unpleasant for everyone else. There are ways to deal with these team members and hopefully get them back to being a constructive member of the team.
  • 49. How to Deal with Team Member Personalities • The Overly Talkative Team Member How to Deal With Them At times humor can be used to discourage people from dominating a discussion. Be sure when the person stops talking you direct the conversation to another person. If the person’s behavior can’t be changed subtly, one member of the group should speak to the person privately and explain that while his/her enthusiasm is appreciated, it’s only fair to the whole group that every person gets an equal amount of air time.
  • 50. How to Deal with Team Member Personalities • The Quiet Team Member This person my just be shy, bored, tired or unsure of themselves. Whatever the reason you may have someone who can contribute, but is not How to Deal With Them Make a special effort to draw this person out: ask for their opinion on something; ask them something about themselves; tell the person you appreciate their participation. Slowly drawing them out into the open like this can unleash their potential contributions.
  • 51. How to Deal with Team Member Personalities • The Arguing Team Member This is a person who is critical of ideas, the team and other team members. Disrupt the positive flow by arguing points. A know-it-all who only thinks their way is the right way. They may feel under appreciated so they put down everyone else. How to Deal With Them Use that response to test the work the team is doing to see if this person is actually providing good feedback. Be explicit about the fact that their behavior is harmful to the overall goals of the team.
  • 52. How to Deal with Team Member Personalities • The Complaining Team Member This type of team member seems to have a pet peeve about everything. They may even complain just for the sake of complaining. Whatever deeply seated the roots of their behavior it is disruptive and leads to an unproductive team. How to Deal With Them Listen to the person’s complaint and if it is legitimate, set aside time to solve the problem. Point out that part of their work is to learn how to solve problems and that complaining does not offer constructive comment towards solving the problem. Ask the person to join with you to improve whatever is disturbing them. .
  • 53. How to Deal with Team Member Personalities • Dealing with any of these four types is often as simple as sitting down and talking with them. They may not be aware that their behavior is an issue. You need to address these people right away before it create a larger issue. Follow-up with coaching to be sure they stay on track.