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PCL Leadership Qualities
1.
2. Program Director of Training and Human Development at AADP
Founder & Leader of SAFIR team for Training and Human Development
Diploma of Psychology, Alison, 2012
Sales Management & Marketing Diploma, Cambridge International College, 2011
B. Sc. Pharmacy, Alexandria University, 2006
Neuro Linguistic Programming “NLP” Diploma, American Board of NLP
Neuro Conditioning Dynamics “NCD” Diploma, Canadian Training Center
Certified Trainer, Ministry of Education, Saudi Arabia
Certified Professional Trainer in Thinking skills, Ibdaa’a Center, Saudi Arabia
Certified International Trainer “CORT 1-6” Thinking Program, Edward Debono
Certified Trainer, TRIZ “Theory of Inventive Problem solving”, XAAB, Saudi Arabia
Member at “TRIZ Association of Asia”
Member at The “Altshuller Institute for TRIZ Studies”
Ideal Student Award, Alexandria, 1998
Hobbies: Reading - Ping Pong - Travelling- Internet
3. What is Leadership ?
What are the qualities of a great leader ?
Most Common Leadership Styles.
Situational Leadership.
Principle Centered Leadership ( Stephen R.Covey)
4. Leadership is "organizing a group of people to achieve a common goal".
The leader may or may not have any formal authority.
Leadership has been described as “a process of social influence in which
one person can enlist the aid and support of others in the accomplishment
of a common task”
Social influence is triggered by two psychological needs that lead humans
to conform to the expectations of others:
Our need to be right (informational social influence)
Our need to be liked (normative social influence).
5. According to Forbes magazine in December, 2012 the top 10 qualities that
make a great leader are :
Honesty
Ability to Delegate
High Communication Skills
Sense of Humor
Confidence
Commitment
Positive Attitude
Creativity
Intuition (Based on Experience)
Ability To Inspire
7. Autocratic leaders have a lot of power on their people.
Staff and team members have little opportunity to make suggestions.
The benefit of autocratic leadership is that it's incredibly efficient.
Decisions are made quickly, and work gets done efficiently.
Effective for some routine and unskilled jobs.
The downside is that most people resent being treated this way.
lead to high levels of absenteeism and high staff turnover.
The military often uses an autocratic leadership style; top commanders
are responsible for quickly making complex decisions, which allows troops
to focus their attention and energy on performing their allotted tasks and
missions.
8. Bureaucratic leaders work "by the book." They follow rules rigorously, and
ensure that their people follow procedures precisely.
It’s appropriate for :
doing routine tasks (such as manufacturing)
work involving serious safety risks (such as working with machinery, with
toxic substances, or at dangerous heights).
The downside of this leadership style is that
It's ineffective in teams and organizations that rely on flexibility, creativity, or
innovation.
Bureaucratic leaders achieve their position because of their ability to
conform to and uphold rules, not because of their qualifications or expertise.
9. Leaders inspire enthusiasm in their teams and they
are energetic in motivating others to move forward.
This ability to create excitement and commitment
is an enormous benefit.
The downside to charismatic leaders is that they can believe more in
themselves than in their teams.
This can create the risk that a project or even an entire organization might
collapse if the leader leaves.
They might believe that they can do no wrong, even when others are warning
them about the path they’re on; and this feeling of invincibility can ruin a team or
an organization.
In the followers' eyes, success is directly connected to the presence of the
charismatic leader. As such, charismatic leadership carries great responsibility,
and it needs a long-term commitment from the leader.
10. Democratic leaders make the final decisions,
but they include team members in the
decision-making process.
There are many benefits of democratic leadership.
They encourage creativity, and team members are often highly engaged in
projects and decisions, also help develop people's skills.
Team members tend to have high job satisfaction and are productive because
they're more involved in decisions.
Team members feel in control of their destiny, so they're motivated to work
hard by more than just a financial reward.
The downside of democratic leadership is that:
It can often hinder situations where speed or efficiency is essential.
The approach can be most suitable and essential when working as a team,
and when quality is more important than efficiency or productivity.
11. This French phrase means "leave it be," and it
describes leaders who allow their people to
work on their own.
Laissez-faire leaders may give their teams complete freedom to do their
work and set their own deadlines. They provide team support with resources
and advice, if needed, but otherwise don't get involved.
It’s effective if the leader monitors performance and gives feedback to
team members regularly and when individual team members are
experienced, skilled, self-starters.
The main benefit this style is that giving team members so much
autonomy can lead to high job satisfaction and increased productivity.
The downside is that it can be damaging if team members don't manage
their time well or if they don't have the knowledge, skills, or motivation to do
their work effectively.
12. Leaders are totally focused on organizing, supporting,
and developing the people on their teams. This is a
participatory style and tends to encourage good
teamwork and creative collaboration.
They're friendly and approachable, they pay attention to the welfare of
everyone in the group, and they make themselves available whenever team
members need help or advice and they treat everyone equally.
The benefit of this leadership style is that people-oriented leaders create
teams that everyone wants to be part of. Team members are often more
productive and willing to take risks, because they know that the leader will
provide support if they need it.
some leaders can take this approach too far; they may put the
development of their team above tasks or project directives.
13. This term, created by Robert Greenleaf in the 1970s,
describes a leader often not formally recognized as such.
When someone at any level within an organization
leads by meeting the needs of the team, he or she can
be described as a "servant leader.”
They have high integrity and lead by example and with generosity.
Servant leaders often "lead from behind," preferring to stay out of the
limelight and letting their team accept recognition for their hard work.
It help to create a positive corporate culture and can lead to high morale
among team members. It's often most practical in politics.
The downside is that
people who practice servant leadership can find themselves left behind by
leaders using other leadership styles.
It takes time to apply correctly: it's ill-suited in situations where you have to
make quick decisions or meet tight deadlines.
14. Task-oriented leaders focus only on getting
the job done and can be autocratic.
They actively define the work and the roles
required, put structures in place, and plan,
organize, and monitor work.
The benefit of task-oriented leadership is that it ensures that deadlines
are met, and it's especially useful for team members who don't manage their
time well.
The downside is that task-oriented leaders don't tend to think much
about their team's well-being, so this approach can suffer many of the flaws
of autocratic leadership, including causing motivation and retention
problems.
In practice, most leaders use both task-oriented and people-oriented
styles of leadership together
15. Transactional leaders focus on increasing the efficiency
of established routines and procedures and are more
concerned with following existing rules than with making
changes to the structure of the organization.
the leader promotes compliance of his followers through
both rewards and punishments
Although this might sound controlling and paternalistic, transactional
leadership offers some benefits:
It clarifies everyone's roles and responsibilities.
It judges team members on performance, so people who are ambitious
or who are motivated by external rewards often thrive.
The downside of this leadership style is that :
Team members can do little to improve their job satisfaction. It can feel
stifling, and it can lead to high staff turnover.
It is really a type of management, not a true leadership style, because the
focus is on short-term tasks. It has serious limitations for knowledge-based or
creative work.
16. Transformational leaders are inspiring and they
enhance the motivation, morale, and
performance of followers because they expect
the best from everyone on their team as well as
themselves.
This leads to high productivity and engagement from everyone in their team.
The downside of transformational leadership is that while the leader's
enthusiasm is passed onto the team, he or she can need to be supported by "detail
people.”
That's why, in many organizations, both transactional and transformational
leadership styles are useful.
Transactional leaders (or managers) ensure that routine work is done reliably,
while transformational leaders look after initiatives that add new value.
17. Principle-centered leadership is created when the values of the follower
and leader overlap.
Control is apparent, but it is not external; it is self-control.
PCL Power is based on trust, respect and honor, not fear or coercion.
Integrity, maturity and an abundance mentality are character traits
essential to greatness.
PCL style takes time but it really worth to go through its four-step
process:
Trustworthiness at the Personal Level
Trust at the Interpersonal Level
Empowerment at the Managerial Level
Alignment at the Organizational Level
21. The Big Idea
Part One: Placing Principles at Your Center
Part Two: The Four-Step Process
1-Trustworthiness
at the Personal
Level
2-Trust at the
Interpersonal
Level
3-Empowerment
at the Managerial
Level
4-Alignment at
the Organizational
Level
22. When things go wrong
- whether in your personal or professional life -
chances are you resort to quick-fix plans, strategies and techniques
for altering and improving your environment. Often, the problem is
caused by a Misalignment of your actions and decisions with the
correct principles. To solve it, you need to alter not the external
circumstances but your perspective.
23. Imbalance or Misalignment
Principles vs. Values
The Benefits of the Principle-Centered Approach
The Four Dimensions
A Principle-Centered Organization
24. Do most of the following apply to your organization?
Interdepartmental rivalries
Subgroups polarized around key issues
Back-talking and bad-mouthing
Cosmetic niceties on the surface exchanges
Unionized; with people working on two cylinders
Deep, entrenched interests between departments
Special contests and promotions constantly going on to make sales quotas
These are signs of imbalance or misalignment. They indicate that you are using
the wrong paradigm in your organization, that you are centered not on solid
principles but on distorted values and beliefs!
25. An example of a value is:
The more profit we get, the better our organization will be and the
better the lives of our members.
An example of a correct principle would be:
Profit should come second to ethical considerations.
26. Values Principles
Values are subjective, temporary
maps that show us where to go or
what to do given a particular
situation.
Values can become obsolete
when the situation changes.
Values represent our cultural
influences, personal discoveries
and family scripts.
Principles are like compasses that
point us to our true direction.
They are objective, unchanging
natural laws that are correct and
relevant regardless of the external
circumstances.
They are timeless, universal
behavioral standards that have
governed the social values of all the
great human societies and
civilizations.
27. Values Principles
They vary from person to person,
or, more accurately, from role to
role.
A single individual can carry with
him several sets of values for each
of his different roles and these
values can contradict each other,
and change over time depending
on the person's newly acquired
experiences and insights.
They apply to all people and all
roles at whatever time and place
and in whatever situation.
Examples are fairness, equality,
justice, integrity, honesty and trust.
28. Having several sets of conflicting values can make you lose
direction.
When a wave of change suddenly hits, you could easily be
swept off your feet.
You need a center that will keep you steady and consistent
through whatever crisis comes your way.
By basing your actions on principles rather than values you
will be able to navigate through turbulent change, all the
while maintaining your perspective and judgment.
30. When your life is guided not by principles but by alternative centers (such as
work, pleasure, friends, enemies, spouse, family, self, church, possessions, and
money) you have no real power.
Your strength is based on other people and on external circumstances, which
are never reliable.
When you center your life on correct
principles:
You become your own master.
You chart your own course and remain
steadfast and rooted whatever happens.
You take control of all aspects of your life,
including your possessions and relationships.
You are not threatened by change, or by
other people's opinions.
31. When your organization is guided not by principles but by alternative
centers (such as profit, supplier, employee, owner, customer, program,
policy, competition, image and technology)
The organization will have no real power.
You will tend to control and exploit in order to gain what you want, and this
can make you dependent on other people and external circumstances.
When you center your organization on correct principles
It is not easily threatened by external circumstances.
Even competition becomes a healthy learning source.
32. Personal: your relationship with yourself.
Key Principle: Trustworthiness
Interpersonal: your relationships & interactions
with others.
Key Principle: Trust
Managerial: your responsibility to get your job
done with others.
Key Principle: Empowerment
Organizational: your need to organize people (to
recruit, train, compensate, build teams, solve
problems, and create aligned structure, strategy,
and systems).
Key Principle: Alignment
33. Step One: Trustworthiness at the Personal Level
Characteristics of Principle-Centered Leaders
Developing Primary Greatness
Obeying Your Conscience
Following the Law of the Farm
Three Great Forces and How to Overcome Them
Moral Compassing: Aligning to True North
34. They are continuously learning!
They are service-oriented!
They radiate positive energy!
They believe in other people!
They lead balanced lives!
They see life as an adventure!
They are synergistic!
They exercise for self-renewal!
35. Your ability to keep meaningful
commitments and promises.
You have to be emotionally mature to be
able to develop and draw from your internal
strength rather than from your position
power.
You can share what you have including
recognition, profits, and responsibility with
others because you know there is plenty for
everybody and you don't have to hoard
anything.
36. Another key to achieving primary greatness - to developing character - is
training and following your conscience.
This means you hold yourself accountable for your:
Most importantly, this means treating others well and not taking
advantage of them to serve your own selfish purposes.
Possessions
Relationships
Family
Body
Life
Time
Talents
Money
37. The process of becoming principle-centered takes
time. There are no short cuts.
In fact, people who are principle-centered do not
rely on quick fixes in order to save time; rather, they
follow the law of the farm, which states that
You cannot speed up the natural rhythm of nature in order to
suit your own purposes.
You have to learn to wait patiently, just as farmers wait for seeds to grow
and for plants to bear fruit.
Part of being an effective and mature person is learning to respect natural
processes.
This means taking things for what level they are in and waiting for them
to evolve or develop naturally.
38. Exercise self-discipline and self-denial
Don't let your passions and appetites rule you.
Take control.
Work on character and competence.
Be your own person, even when outside pressures
force you to be otherwise.
Dedicate your talents and resources to noble
purposes and provide service to others.
This will prevent you from becoming too self
absorbed and self-serving, and focusing too much on
your own ambition and gain.
39. Values are like maps that point us to where you want to go to
achieve a particular short-term goal.
Principles are like a compass that points you to “true north,” to a
consistent direction that will lead you to long-term
effectiveness and success.
You should thus strive to always be principle-centered,
not merely value-driven.
40. Trust on the interpersonal level is based on the trustworthiness of the
people involved. But it is also dependent on your ability to
meaningfully relate with everyone you encounter,
whether at home or at work.
41. Convincing others with genuine respect to their opinionsPersuasion
Over followers' shortcomings & the achievement of goalsPatience
Towards the feelings and vulnerabilities of your followersGentleness
Being open to learn new things from your followersTeachableness
Instead of judging your followers' mistakes or imperfectionsAcceptance
Being sensitive, caring and thoughtfulKindness
Being open to possibilitiesOpenness
Making corrections with warmth and
concern.
Compassionate
Confrontation
Sticking to a solid set of values & principlesConsistency
Don’t take advantage of other peopleIntegrity
*Power is based on trust, respect and honor, not fear or coercion
42. This will motivate you to keep hanging in there during
tough times.
Retain a long-term
perspective
Do some reprogramming for your family members for
the meaning of life and relationships
Re-script your marriage
and family life
Take on your current role as a parent or spouseReconsider your roles
Focus on your family’s positive emotional life (Bank)Reset your goals
Realign family systems
Refine three vital skills
Stay independent of other people and circumstancesRegain internal security
This can provide a stable and secure foundation
based on principles , values & long-term goals
Develop a family
mission statement
1- Goals & Plans 2- Stewardships and a discipline program
3- Teaching & Training 4- Communicating & Problem solving
Time management, Communicating & Problem solving
43. The real role of the manager is not to control and to impose his own
decisions on his people, but rather, to empower them.
A manager must encourage his staff and push them to be the best
that they can be to bring out their full potential.
As a result, employees willingly work for the manager
for the good of the organization.
Such empowerment can only be achieved by showing trust and faith
in the skills and judgment of employees.
44. A paradigm is the frame of reference through which you look at the
world and describe nature.
As a manager, it is not enough that you change your attitude in order
to make dramatic change.
You need to change how you see the organization.
You need to change how you think about others.
45. 1-The Scientific
Management
Paradigm.
2-The Human
Relations Paradigm.
3-The Human
Resource Paradigm.
4-The Principle-
Centered
Leadership (PCL)
Paradigm.
The first three paradigms are flawed.
It is only the (PCL) Paradigm that can lead to true
personal and organizational effectiveness.
46. Assumes that man is an economic being primarily motivated by his quest
for economic security.
If you use this paradigm you are an authoritarian who reward your people
when they do your bidding and punish them for failing to do so.
Your operating principle here is fairness
47. Assumes that man is a socioeconomic being,
with both economic and social needs.
If you use this paradigm, you treat your
people not only with fairness, but also with
kindness and decency.
However, you are still an authoritarian because you still believe you know what's
best for them and that they should do what you tell them to do.
Your operating principle here is kindness.
48. Assumes that man is s also a thinking being - a psychological being who
want to make meaningful contributions.
If you use this paradigm you delegate tasks to people because you want
to use their skills and creativity for the good of the organization.
Your operating principle here is efficiency.
49. Sees people in their entirety - as economic,
social, psychological and spiritual beings who
need meaning in their lives and who want to
make a meaningful difference.
If you use this paradigm you provide your people with lofty causes and
noble purposes.
You shift the center of power from you and spread it throughout the
organization in order to empower your people.
Your operating principle here is meaning.
50. People
(Best Asset)
Self
(Role model )
Style of
Empowerment
Skills
(Training & Education)
Shared vision and
principles
(Mission statement)
Structure
Aligned with
(Mission statement)
Systems
Aligned with
(Mission statement)
Strategy
Aligned with mission,
resources & market
conditions
Streams
(The environment in
which you operate)
MIS
HR
Training
Communication
51. It's holistic.
It is an open system that includes everything in the stream, including the organizational
environment, the industry, and the wider society.
It also treats the organization as one indivisible whole and as a complete system
It's ecological.
Because it's holistic, it is like an ecosystem wherein everything is related with
everything else.
It is organic, and thus an initiative in one part affects the entire system.
It's developmental.
Everything is done step by step; everything follows a process.
It's based on proactive people, not inanimate things, plants and animals.
The human resource is not expendable because it is viewed as essential to the
organization.
The people are not treated as inanimate assets that must be used.
52. Skills
(what they can do)
Character
(integrity, maturity
and an abundance
mentality)
win-win agreement
(Fulfill Personal &
organizational need)
Self-supervision
(Based on the
agreement)
helpful organizational
structure and
systems
Accountability
(Self-evaluation based
on the agreement)
53. 1- Specify
desired results
2- Set some
guidelines
3- Identify
available
resources
4- Define
accountability
5- Determine
the
consequences
54. Once you properly manage your people by motivating them and
building an atmosphere of trust, the next step is to ensure that
their actions and decisions are aligned with the organization's
vision and mission.
55. Always ask people about their viewsExpand perspective
Draft and write the constitution, then to it to the members
of the organization for approval & refining
Clarify values
Ask yourself:
“Is this in harmony with my values?
Does it inspire and motivate me?
Does it capture the heart and soul of the company?
Does it represent the best within the organization?”
Test it against
yourself
Try applying the constitution by applying it to your policies,
programs, strategies, structure and systems. See if these
could function in harmony with the constitution.
You should keep amending your constitution based on your
findings during this testing phase.
Test yourself
against it
56. As your perspective and values change, so too should your constitution.
To make sure your constitution is always up-to-date, ask yourself the
following questions at regular intervals:
Is my mission statement based on proven principles that I currently
believe in?
Do I feel this represents the best within me?
Do I feel direction, purpose, challenge, and motivation when I review
this statement?
Am I aware of the strategies and skills that will help me accomplish
what I have written?
What do I need to do now to be where I want to be tomorrow?
57. The universal mission statement is intended to serve leaders
of organizations as an expression of their vision and sense of
stewardship. It attempts to encompass, in one brief sentence,
the core values of the organization.
It creates a context that gives meaning, direction, and
coherence to everything else.
Your mission statement should be short and simple but
comprehensive, so that it encompasses the organization's
vision yet it is simple enough for people to remember and
memorize.
It should not replace your goals, but rather should direct
those goals.
58. The universal mission statement can apply to all
organizations, and you can use it while you are developing
your own mission statement. It is comprised of twelve words:
To Improve the Economic Well-Being and Quality of Life
of All Stakeholders.
59. The universal mission statement addresses the economic well-being of
the stakeholders because this is really the goal of most business
organizations - to serve economic purposes and to create a means of
livelihood for its members.
The statement also addresses quality of life of because the organization
should not only provide a mere source of livelihood. Rather, the
corporation should also be concerned with the overall quality of life of
stakeholders.
Of course, it should be stressed that an organization's primary
responsibility is to enhance the quality of work life.
To Improve the Economic Well-Being and Quality of Life
of All Stakeholders.
60. After all, there are other institutions (e.g. schools, family, churches, etc.)
that are better equipped to deal with the private life.
It is also important to remember that the quality of life has five
dimensions:
acceptance and love
challenge and growth
purpose and meaning
fairness and opportunity
life balance.
To Improve the Economic Well-Being and Quality of Life
of All Stakeholders.
61. Lastly, the universal mission statement includes all stakeholders, which
includes everyone who will suffer if the enterprise fails.
This includes the owners, shareholders, employees, suppliers, consumers,
distributors, dealers and other people in the community.
Writing an effective constitution and mission statement, and ensuring
that they remain current and relevant to all members of the organization,
ensures that your system and structures are aligned with your core
principles and values - an essential ingredient to effective principle-
centered leadership.
To Improve the Economic Well-Being and Quality of Life
of All Stakeholders.
62. Principle-centered power is created when the values of the follower and leader
overlap. Control is apparent, but it is not external; it is self-control.
The place to begin building is inside yourself.
Security comes from within instead of without. It should lie in your initiative,
resourcefulness, creativity, willpower, courage, stamina and native intelligence.
Integrity, maturity and an abundance mentality are character traits essential to
greatness.
A moral compass is a leadership and empowering tool.
Sharpening the saw includes your physical, mental, emotional and spiritual
potential.
There are three types of power: coercive power (the big stick approach), utility
power (in exchange for some benefit t), and principle-centered power.
With principle-centered power, people follow you because of who you are.
Lead a balanced life. Do not make everything all or nothing. Learn to take praise
without ego-tripping and accept blame without overreacting.
See life as a mission, not as a career.
63.
64. Principle- Centered Leadership , Stephen R.Covey
Situational Leadership, Kenneth Blanchard
Servant Leadership, Robert Greenleaf
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