SlideShare a Scribd company logo
10 TOOLS
TO HELP YOU HONE
YOUR LEADERSHIP
SKILLS
1
LEADERSHIP
STYLES
THE NEED TO ADAPT STYLES
Every manager tends to have a preferred leadership
style, but for real effectiveness it is necessary for
leaders to shift leadership styles according to
circumstances.
Hersey & Blanchard's Situational
Leadership Model sets up :
●
a contingency approach to
leadership
●
that matches leadership style to
situation
●
and the readiness of the followers.
Sources : Business Development UK
& Insights On Leadership
Influence Behaviors
LEADERSHIP STYLES
No leadership style is right or wrong,
but only contingent to the situation.
Effective leaders are
versatile, i.e. they
are able to move
around the matrix in
accordance with the
situation.
Influence Behaviors
CONTINGENCY MADE SIMPLE
Appropriate leadership behavior is dependent on the
situation (contingency).
Leaders should take into consideration several
factors before choosing a specific leadership style
appropriate for the group, including :
1) The type of task. 2) How well group
members work
together.
3) How well group
members work
with the leader.
4) The maturity
level or readiness
of the followers.
2
LEADERSHIP
POWERS
THE NEED FOR DIFFERENT POWERS
When leading your team or organization, the secret to
getting superior results lies in the ability to “marshal
different sources of influence” (Joseph Grenny), or
sources of power.
Leading by using only
Position Power
Leading by mobilizing
several sources of power
5 BASES OF POWER
French & Raven
5 BASES OF POWER
French & Raven
Coercive Power :
comes from the belief that a
person can punish others for
noncompliance.
Referent Power :
is the result of a person's
perceived attractiveness,
worthiness, and right to
respect from others.
Expert Power :
is based on a person's
superior skill and knowledge.
Legitimate Power :
comes from the belief that
a person has the formal
right to make demands, and
to expect compliance and
obedience from others.
Reward Power :
results from one
person's ability to
compensate another
for compliance.
3
LEADERSHIP
CHARISMA
WHAT IS CHARISMA ?
“to affect and influence others at a deep
emotional level, to communicate effectively
with them, and to make strong interpersonal
connections.”
Ronald Riggio, The Charisma Quotient.
CHARISMA is a set of social
skills enabling an individual
(the leader)
THE NEED FOR CHARISMA
Charisma is an individual competency of the leader,
a form of influential power, and interpersonal
attraction that inspires support and acceptance.
CHARISMA
●
Trustworthiness
●
Influence
●
Natural authority
●
Presence
●
Warmth
●
Power
LEAD
INPUT OUTPUT
3 ELEMENTS OF CHARISMA
PRESENCE
●
Focus (100% present)
●
Active listening
●
Assertiveness
WARMTH
POWER
●
Show respect
●
Show you care
●
Positivity
●
Enthusiasm
●
Your special
skills as a
source of
power
●
Master your
body language
●
Make eye
contact
●
Vocal
intonation
Adapted from Dan Schawbel
6 BUILDING BLOCKS OF CHARISMA
Adapted from Ronald Riggio,
The Charisma Quotient
EMOTIONAL
EXPRESSIVENESS EMOTIONAL
SENSITIVITY
EMOTIONAL
CONTROL
SOCIAL
EXPRESSIVENESS
SOCIAL
SENSITIVITY
SOCIAL
CONTROL
6 BUILDING BLOCKS IN DETAIL
Adapted from Ronald Riggio, The Charisma Quotient
EMOTIONAL
EXPRESSIVENESS EMOTIONAL
SENSITIVITY
EMOTIONAL
CONTROL
SOCIAL
EXPRESSIVENESS
SOCIAL
SENSITIVITY
SOCIAL
CONTROL
Expressing your feelings spontaneously
and genuinely will allow you to affect the
moods and emotions of others.
The ability to fit in with all
sorts of people.
Skill in reading and interpreting social
situations, being able to listen to others,
and be "in tune" with them.
Verbal communication skill and the
ability to engage others in social
interaction.
The ability to control and regulate
your emotional displays.
The ability to read others' emotions,
and make an emotional connection by
responding to their feelings.
4
LEADING
CHANGE
BUILDING SUCCESSFUL CHANGE
1
Create a sense
of urgency
8
Institute
Change
2
Build a guiding
coalition
3
Form a
strategic vision
and initiatives
4
Enlist
a volunteer
army
5
Enable
action by
removing
barriers
6
Generate
Short-term
Wins
7
Sustain
Acceleration KOTTER'S
8-STEP
CHANGE
PROCESS
Source : Kotter International
MANAGING COMPLEX CHANGE
Adapted from Knoster, Villa, & Thousand (2000), A Framework for Thinking About Systems Change.
PERSONAL CHANGE
Source : Businessballs
Fisher’s Personal Transition Curve , 2012
5
LEADING
TEAMS
TEAM BUILDING PROCESS
Tuckman's Team & Group Development Model
- Little agreement
- Unclear purpose
- Guidance and
Direction from
the Leader
Forming
- Conflict
- Increased clarity
of purpose
- Power struggles
- Coaching
Storming
- Agreement and
consensus
- Clear roles and
Responsibility
- Facilitation
Norming
- Clear vision and
purpose
- Focus on goal
achievement
- Delegation
Performing
- Task completion
- Good feeling about
achievements
- Recognition
Adjourning
TEAM LEADERSHIP STYLES
Source :
Australian Leadership Foundation
LEADERSHIP COMMUNICATION
VISION
PLAN
DELEGATE
COACH
MOTIVATE
Visualizing and verbalizing the
message.
Describing the steps the organization
needs to take to fulfill the vision.
Defining individual roles and team
responsibilities.
Advising, counseling, and listening.
Recognizing the contributions of
others.





Leadership Process Communication Action
5 DYSFUNCTIONS OF A TEAM
THE ROLE OF THE LEADER
Patrick Lencioni's Model
Build trust
6
BEING A
MOTIVATIONAL
LEADER
THE MOTIVATIONAL LEADER
INSPIRING
(Vision and Sensemaking)
●
Communicating thoroughly on
vision and strategy.
●
Helping people see how their
work fits.
●
Providing team with sense of
purpose.
●
Being a sound advisor &
building credibility through in-
depth knowledge.
●
Being a problem-solver and
creating solutions.
MANAGING MOTIVATION TRIGGERS
●
Deep understanding of motivation at work.
●
Enthusiasm, a positive mindset, and self-motivation.
●
Motivating others to high performance.
●
Energizing others to go the extra mile.
LEADING BY EXAMPLE
(Role Modeling)
●
Modeling core values.
●
Building trust.
●
Displaying high integrity and
honesty.
●
Acting consistently and
following through on
promises.
●
Promoting cooperation in the
work group.
MOTIVATION TRIGGERS
Managing effectively these factors will create motivation.
Sources of
MOTIVATION
Autonomy
Suitable Delegation
Influence on
Decision-Making
Quality of workplace
relationships
Career opportunities
Salary, Coms & Bens
Working conditions
& well-being
Communicating on Strategy
SMART goals
Cooperation and
Social Support
Hierarchical
Support
Trust in the
workplace
Skills development
Organizational
Justice & Equity
Recognition
7
LEADING
NEGOTIATIONS
NEGOTIATION SKILLS
Negotiation is part of (organizational) life.
Leading a team, a department or an organization
requires to develop astute negociation skills, to deal
with difficult people or situations.
“In business as in life, you don't get what you
deserve, you get what you negotiate.”
Chester L. Karrass
NEGOTIATION PROCESS
PREPARE
DISCUSS
PROPOSEBARGAIN
AGREE
AGREEMENT :
● Finalizing the deal
● Formulating an agreement
● Securing implementation
PREPARATION :
● Fact finding, exploration
● Preparation and planning
DISCUSSION :
● Information sharing
● Definition of ground rules
● Building understanding
PROPOSITION :
● Negotiation strategies
● Clarification and justification
BARGAINING :
● Getting and making
concessions
● Problem solving
● Overcoming resistance
● Moving towards an agreement
NEGOTIATION PROCESS
● Know the actors - Assess objectives, yours and theirs.
● Decide on areas of possible flexibility.
● Plan approach and sequence of events.
PREPARE
DISCUSS
PROPOSE
AGREE
BARGAIN
● Exchange positions and issues.
● Create a constructive working climate.
● Listen carefully, and question thoroughly.
● Specify what you want.
● Seek compromise – Get a win/win if possible.
● Remember optimum and fallback positions.
● Solve problems and overcome resistance.
● Don't concede without exchanging.
● Reiterate the value of your solution.
● Formulate an agreement.
● Secure implementation.
● Review your negotiating experience.
NEGOTIATION STYLES
IMPORTANCE OF RELATIONSHIP
IMPORTANCE OF OUTCOME
Split the difference
Selecting a strategy depends on 2 basic concerns
8
BUILDING A
SUCCESSFUL
LEADERSHIP
MINDSET
MINDSET PERFORMANCE LOOP
Source : Shane Cradock, How To Change Your Mindset.
8 MINDSETS FOR SUCCESS
GROWTH
MINDSET
ABUNDANCE
MENTALITY
POSITIVE
THINKING
SOLUTION
ORIENTED
PROACTIVE
MINDSET
OPTIMAL
THINKING
AGILE
THINKING
REGRET
MINIMIZA
TION
Source : Upgrade your mindset to the
superhuman version, Blaz Kos.
8 MINDSETS FOR SUCCESS
1/2
Source : Upgrade Your Mindset To The Superhuman Version, Blaz Kos.
8 MINDSETS FOR SUCCESS
Source : Upgrade Your Mindset To The Superhuman Version, Blaz Kos.
2/2
GUIDING BEHAVIOR CHANGE
Sources : Grindley & Prochaska
Create awareness
Change values &
beliefs
Persuade and
motivate
Educate
Facilitate action
Reinforce changes
9
POWERFUL
LEADERSHIP
COMMUNICATION
6 PRINCIPLES OF PERSUASION
RECIPROCITY SCARCITY AUTHORITY
CONSISTENCY LIKING CONSENSUS
Adapted from Robert Cialdini, Influence At Work
The key to using the principle
of reciprocation is to be the
first to give and to ensure that
what you give is personalized
and unexpected.
Point out what is unique about
your proposition and what they
stand to lose if they fail to
consider your proposal.
People follow the lead of
credible knowledgeable experts
People like to be consistent with
the things they have previously
said or done. Consistency is
activated by looking for and
asking for small initial
commitments that can be made.
According to pursuasion
science we like people who are
similar to us, we like people
who pay us compliments and
we like people who cooperate
with us towards mutual goals.
When uncertain, people will look
to the actions and behaviors of
others to determine their own.
Just point to what many others
are already doing or thinking
especially many similar others.
MONROE'S MOTIVATED SEQUENCE
Source : Understanding Persuasion, Tools4Management.
HOOK NEED SOLUTION VISUALIZATION ACTION
Engage attention Narrate problems
Offer the easiest
way out
Create a startling
picture of the
situation
Repeat the steps
and motivate
to act
The Attention Step:
State clearly your
purpose and let the
audience know what
to expect from the
speech.
The Need Step:
You need to
show that the
problem exists in
the lives of your
audience.
The Solution Step:
involves deriving a
reasonable plan that
can actually solve
problem.
The Visualization
Step:
requires creation
of a visual image
of audience acting
towards a specific
response.
The Action Step:
repeat the need,
visualization
steps,
satisfaction, and
thereby directing
them to act.
Call to action.
How to gain engagement
Employee Engagement Pyramid, Melcrum (2006)
MELCRUM'S ENGAGEMENT MODEL
I AM
COMMITTED
TO ACT
I BELIEVE
I UNDERSTAND
THE MESSAGE
I AM AWARE OF THE MESSAGE
Employees are familiar with the
strategy and how it helps the
company meet its objectives.
Employees learn the reasons behind
the company's objectives and begin
to understand their role in making
the company successful.
Employees subscribe to the values
and objectives of the company in
the project being developed.
Employees believe the company meets
their needs. They buy in and are willing
to help the company meet its objectives.
Communicate
thoroughly at
every stage
Explain
Adapte arguments to
different audiences
Convince
Provide powerful data
Communicate on short-
term wins
Trigger action
Call to action and lean on a
volunteer coalition
LEADERSHIP ACTIONSEMPLOYEES' BEHAVIORS
10
LEADERSHIP
RESOURCES
SUSTAINABLE LEADERSHIP
Leadership is not a sprint, it is a marathon.
Sustainable leadership requires to renew ressources as
important inputs are regularly thrown into the process.
Effective
Leadership
Process
Leadership
Outputs
INPUTS
TO BE
RENEWED
Desired
Outcomes
ALL A MATTER OF INPUTS
Diamond of Leadership Resources
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES
No input, no output.
Renewing quality inputs
and revitalizing resources
enables to prevent :
●
Burnout ;
●
Obsolescence ;
●
Performance fails ;
●
Deficient outcomes.
LIFELONG LEARNING
●
Growth Mindset (vs fixed mindset).
●
Learning to learn.
●
Seizing every opportunity lo learn
(formal or informal learning).
●
Taking advantage of online
education (Moocs, webinars,
podcasts, elearning nuggets ...)
●
Joining a community of learners...
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES
“Continuous learning is the minimum
requirement for success in any field.”
Brian Tracy.
CONTINUOUS IMPROVEMENT
●
Applying the 4 stages of PDCA to
improve every domain, comprising
self-management.
●
Importance of goal-setting and
action plans (+ evaluation).
●
Seeking challenges and actualizing
one's potential by getting out of the
comfort zone.
●
Capitalizing and thriving on feedback.
“Be relentless in the quest for improvement
and continuous self-renewal.”
Stephen R. Covey.
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES
PERSONAL RESOURCES
●
Developing self-awareness and
emotional intelligence.
●
Managing motivation.
●
Managing stress.
●
Managing time and priorities.
●
Managing energy (opportunities to
resource oneself, performance
rituals, healthy life habits).
●
Developing coping and resilience
skills.
“All leadership begins with self-leadership.”
Jim Cathcart.
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES
A RESOURCEFUL NETWORK
●
Developing social intelligence &
social skills.
●
Developing other leaders you can
count on and delegate to.
●
Making connections and joining
networks (afterworks, professional
club, community of practice …)
●
Solliciting external ressources :
experts & counselors, different
partnerships, mentors & helpers,
schools ...
“No man is an island.” John Donne.
“IF YOUR ACTIONS
INSPIRE OTHERS
TO DREAM MORE,
LEARN MORE,
DO MORE AND
BECOME MORE,
YOU ARE A LEADER.”
●
Tools 4 Management (link).
●
Mind Tools (link).
●
Bookboon (link).
●
Leadership Illustrated (link).
●
Charisma Made Simple (link).
●
Getting Results (link).

More Related Content

What's hot

Leadership skill session 1
Leadership skill session 1Leadership skill session 1
Leadership skill session 1
Imtiyaz Shaikh
 
Leadership
Leadership Leadership
Leadership
Dr Kiran Kakade
 
Self Leadership and Strategy
Self Leadership and StrategySelf Leadership and Strategy
Self Leadership and Strategy
Takashi Uchida
 
Leadership Development Program Powerpoint Presentation Slides
Leadership Development Program Powerpoint Presentation SlidesLeadership Development Program Powerpoint Presentation Slides
Leadership Development Program Powerpoint Presentation Slides
SlideTeam
 
Fundamental principles of leadership
Fundamental principles of leadershipFundamental principles of leadership
Fundamental principles of leadership
Michael Charles
 
Ppt on leadership
Ppt on leadershipPpt on leadership
Ppt on leadership
Manpreet Kaur
 
Effective Leadership
Effective LeadershipEffective Leadership
Effective Leadership
Dr Yvonne Sum, CSP
 
Leadership in Organizations
Leadership in OrganizationsLeadership in Organizations
Leadership in Organizations
hutchison_susie
 
Developing Leaders Through a Structured Leadership Development Program
Developing Leaders Through a Structured Leadership Development ProgramDeveloping Leaders Through a Structured Leadership Development Program
Developing Leaders Through a Structured Leadership Development Program
Wong Yew Yip
 
Leadership workshop
Leadership workshopLeadership workshop
Leadership workshop
CCL Pharmaceuticals
 
Authentic leadership
Authentic leadershipAuthentic leadership
Authentic leadership
KhairuddinAbdRahman
 
Leadership Training
Leadership TrainingLeadership Training
Leadership Training
James Chung
 
Leadership and management
Leadership and managementLeadership and management
Leadership and management
Kamala Imanova
 
Developing Leadership Skills
Developing Leadership SkillsDeveloping Leadership Skills
Developing Leadership Skills
Dr. John Persico
 
Leadership
LeadershipLeadership
Leadership
LeadershipLeadership
Leadership
Iqra Ahsan
 
Coaching skills for_managers
Coaching skills for_managersCoaching skills for_managers
Coaching skills for_managers
Dr Aashiesh Tavkarr
 
Developing leadership skills
Developing leadership skillsDeveloping leadership skills
Developing leadership skills
Yodhia Antariksa
 
Leadership
LeadershipLeadership
Leadership slideshow
Leadership slideshowLeadership slideshow
Leadership slideshow
acornorganic
 

What's hot (20)

Leadership skill session 1
Leadership skill session 1Leadership skill session 1
Leadership skill session 1
 
Leadership
Leadership Leadership
Leadership
 
Self Leadership and Strategy
Self Leadership and StrategySelf Leadership and Strategy
Self Leadership and Strategy
 
Leadership Development Program Powerpoint Presentation Slides
Leadership Development Program Powerpoint Presentation SlidesLeadership Development Program Powerpoint Presentation Slides
Leadership Development Program Powerpoint Presentation Slides
 
Fundamental principles of leadership
Fundamental principles of leadershipFundamental principles of leadership
Fundamental principles of leadership
 
Ppt on leadership
Ppt on leadershipPpt on leadership
Ppt on leadership
 
Effective Leadership
Effective LeadershipEffective Leadership
Effective Leadership
 
Leadership in Organizations
Leadership in OrganizationsLeadership in Organizations
Leadership in Organizations
 
Developing Leaders Through a Structured Leadership Development Program
Developing Leaders Through a Structured Leadership Development ProgramDeveloping Leaders Through a Structured Leadership Development Program
Developing Leaders Through a Structured Leadership Development Program
 
Leadership workshop
Leadership workshopLeadership workshop
Leadership workshop
 
Authentic leadership
Authentic leadershipAuthentic leadership
Authentic leadership
 
Leadership Training
Leadership TrainingLeadership Training
Leadership Training
 
Leadership and management
Leadership and managementLeadership and management
Leadership and management
 
Developing Leadership Skills
Developing Leadership SkillsDeveloping Leadership Skills
Developing Leadership Skills
 
Leadership
LeadershipLeadership
Leadership
 
Leadership
LeadershipLeadership
Leadership
 
Coaching skills for_managers
Coaching skills for_managersCoaching skills for_managers
Coaching skills for_managers
 
Developing leadership skills
Developing leadership skillsDeveloping leadership skills
Developing leadership skills
 
Leadership
LeadershipLeadership
Leadership
 
Leadership slideshow
Leadership slideshowLeadership slideshow
Leadership slideshow
 

Similar to 10 Leadership Tools

Transformative leadership
Transformative leadershipTransformative leadership
Transformative leadership
drgurudutta
 
People: Three questions followers want their leaders to answer
People: Three questions followers want their leaders to answer People: Three questions followers want their leaders to answer
People: Three questions followers want their leaders to answer
Contact Centre Management Group
 
15h00 three questions followers want their leaders to answer ccmg 28 august 2014
15h00 three questions followers want their leaders to answer ccmg 28 august 201415h00 three questions followers want their leaders to answer ccmg 28 august 2014
15h00 three questions followers want their leaders to answer ccmg 28 august 2014
Contact Centre Management Group
 
Leadertypes 99
Leadertypes 99Leadertypes 99
Leadertypes 99
Yogi Soni
 
Leadership-Presentation.ppt
Leadership-Presentation.pptLeadership-Presentation.ppt
Leadership-Presentation.ppt
MohamadAliSagandinga
 
Leadership
LeadershipLeadership
Leadership
Aylin Sahin, PhD
 
Rooks Approach to Leadership
Rooks Approach to LeadershipRooks Approach to Leadership
Rooks Approach to Leadership
Pete Rooks
 
Emotional intelligence presentation
Emotional intelligence   presentationEmotional intelligence   presentation
Emotional intelligence presentation
Jyothsna Aavla
 
3. Leadership 101 and PACE Business Acumen_SCHRIEBER.pdf3. Leadership 101 and...
3. Leadership 101 and PACE Business Acumen_SCHRIEBER.pdf3. Leadership 101 and...3. Leadership 101 and PACE Business Acumen_SCHRIEBER.pdf3. Leadership 101 and...
3. Leadership 101 and PACE Business Acumen_SCHRIEBER.pdf3. Leadership 101 and...
Ermiyas33
 
Leading With Kindness
Leading With KindnessLeading With Kindness
Leading With Kindness
Ben Hazzard
 
Jackie st germain leadership2
Jackie st germain leadership2Jackie st germain leadership2
Jackie st germain leadership2
Michelle Zadrozny, LMSW
 
Building The High Road To Greatness
Building The High Road To GreatnessBuilding The High Road To Greatness
Building The High Road To Greatness
Michael Hecker
 
Transformational leadership
Transformational leadershipTransformational leadership
Transformational leadership
Dr.Arivalan Ramaiyah
 
Leadership and team management presentation 18-10-18
Leadership and team management presentation 18-10-18Leadership and team management presentation 18-10-18
Leadership and team management presentation 18-10-18
Joe Erskine BEng (Hons) CEng MIET PMP
 
Vision For Self & Project Leadership Effectiveness
Vision For Self & Project Leadership EffectivenessVision For Self & Project Leadership Effectiveness
Vision For Self & Project Leadership Effectiveness
Sanjay Patnaik
 
Leadership in Construction Industry for Building Elecronics
Leadership in Construction Industry for Building ElecronicsLeadership in Construction Industry for Building Elecronics
Leadership in Construction Industry for Building Elecronics
Jed Concepcion
 
Leader ship laws
Leader ship lawsLeader ship laws
Leader ship laws
Muralidharan M
 
(2) leadership workshop
(2) leadership workshop(2) leadership workshop
(2) leadership workshop
Dreamcatcher1980
 
An introduction to agile leadership
An introduction to agile leadershipAn introduction to agile leadership
An introduction to agile leadership
Jose E. Rodriguez Huerta
 
Leadership and followership
Leadership and followershipLeadership and followership
Leadership and followership
maximo perez
 

Similar to 10 Leadership Tools (20)

Transformative leadership
Transformative leadershipTransformative leadership
Transformative leadership
 
People: Three questions followers want their leaders to answer
People: Three questions followers want their leaders to answer People: Three questions followers want their leaders to answer
People: Three questions followers want their leaders to answer
 
15h00 three questions followers want their leaders to answer ccmg 28 august 2014
15h00 three questions followers want their leaders to answer ccmg 28 august 201415h00 three questions followers want their leaders to answer ccmg 28 august 2014
15h00 three questions followers want their leaders to answer ccmg 28 august 2014
 
Leadertypes 99
Leadertypes 99Leadertypes 99
Leadertypes 99
 
Leadership-Presentation.ppt
Leadership-Presentation.pptLeadership-Presentation.ppt
Leadership-Presentation.ppt
 
Leadership
LeadershipLeadership
Leadership
 
Rooks Approach to Leadership
Rooks Approach to LeadershipRooks Approach to Leadership
Rooks Approach to Leadership
 
Emotional intelligence presentation
Emotional intelligence   presentationEmotional intelligence   presentation
Emotional intelligence presentation
 
3. Leadership 101 and PACE Business Acumen_SCHRIEBER.pdf3. Leadership 101 and...
3. Leadership 101 and PACE Business Acumen_SCHRIEBER.pdf3. Leadership 101 and...3. Leadership 101 and PACE Business Acumen_SCHRIEBER.pdf3. Leadership 101 and...
3. Leadership 101 and PACE Business Acumen_SCHRIEBER.pdf3. Leadership 101 and...
 
Leading With Kindness
Leading With KindnessLeading With Kindness
Leading With Kindness
 
Jackie st germain leadership2
Jackie st germain leadership2Jackie st germain leadership2
Jackie st germain leadership2
 
Building The High Road To Greatness
Building The High Road To GreatnessBuilding The High Road To Greatness
Building The High Road To Greatness
 
Transformational leadership
Transformational leadershipTransformational leadership
Transformational leadership
 
Leadership and team management presentation 18-10-18
Leadership and team management presentation 18-10-18Leadership and team management presentation 18-10-18
Leadership and team management presentation 18-10-18
 
Vision For Self & Project Leadership Effectiveness
Vision For Self & Project Leadership EffectivenessVision For Self & Project Leadership Effectiveness
Vision For Self & Project Leadership Effectiveness
 
Leadership in Construction Industry for Building Elecronics
Leadership in Construction Industry for Building ElecronicsLeadership in Construction Industry for Building Elecronics
Leadership in Construction Industry for Building Elecronics
 
Leader ship laws
Leader ship lawsLeader ship laws
Leader ship laws
 
(2) leadership workshop
(2) leadership workshop(2) leadership workshop
(2) leadership workshop
 
An introduction to agile leadership
An introduction to agile leadershipAn introduction to agile leadership
An introduction to agile leadership
 
Leadership and followership
Leadership and followershipLeadership and followership
Leadership and followership
 

More from LITTLE FISH

Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
LITTLE FISH
 
Communication interne : Prévenir et gérer la rumeur
Communication interne : Prévenir et gérer la rumeurCommunication interne : Prévenir et gérer la rumeur
Communication interne : Prévenir et gérer la rumeur
LITTLE FISH
 
7 Tools For a Positive Mindset
7 Tools For a Positive Mindset7 Tools For a Positive Mindset
7 Tools For a Positive Mindset
LITTLE FISH
 
Les règles qui fondent le professionnalisme et motivent la performance
Les règles qui fondent le professionnalisme et motivent la performanceLes règles qui fondent le professionnalisme et motivent la performance
Les règles qui fondent le professionnalisme et motivent la performance
LITTLE FISH
 
S'approprier l'amélioration continue et l'intégrer à ses pratiques
S'approprier l'amélioration continue et l'intégrer à ses pratiquesS'approprier l'amélioration continue et l'intégrer à ses pratiques
S'approprier l'amélioration continue et l'intégrer à ses pratiques
LITTLE FISH
 
How To Predict Performance on the Job ?
How To Predict Performance on the Job ?How To Predict Performance on the Job ?
How To Predict Performance on the Job ?
LITTLE FISH
 
Happiness as a Cultivated Activity
Happiness as a Cultivated ActivityHappiness as a Cultivated Activity
Happiness as a Cultivated Activity
LITTLE FISH
 
Les formes d'accompagnement professionnel
Les formes d'accompagnement professionnelLes formes d'accompagnement professionnel
Les formes d'accompagnement professionnel
LITTLE FISH
 
3 Dispositifs pour accompagner le développement professionnel
3 Dispositifs pour accompagner le développement professionnel3 Dispositifs pour accompagner le développement professionnel
3 Dispositifs pour accompagner le développement professionnel
LITTLE FISH
 
Amélioration de la performance : Réduire le risque d'erreur
Amélioration de la performance : Réduire le risque d'erreurAmélioration de la performance : Réduire le risque d'erreur
Amélioration de la performance : Réduire le risque d'erreur
LITTLE FISH
 
5 Choses primordiales à apprendre des experts seniors de l'entreprise
5 Choses primordiales à apprendre des experts seniors de l'entreprise5 Choses primordiales à apprendre des experts seniors de l'entreprise
5 Choses primordiales à apprendre des experts seniors de l'entreprise
LITTLE FISH
 
Building Resilience in the Workplace and the Personal Sphere
Building Resilience in the Workplace and the Personal SphereBuilding Resilience in the Workplace and the Personal Sphere
Building Resilience in the Workplace and the Personal Sphere
LITTLE FISH
 
8 Critical capabilities for a complex world
8 Critical capabilities for a complex world8 Critical capabilities for a complex world
8 Critical capabilities for a complex world
LITTLE FISH
 
Formation : 6 Leviers du Succès
Formation : 6 Leviers du SuccèsFormation : 6 Leviers du Succès
Formation : 6 Leviers du Succès
LITTLE FISH
 
Le secret d'une formation réussie
Le secret d'une formation réussieLe secret d'une formation réussie
Le secret d'une formation réussie
LITTLE FISH
 
Career Conversation Toolkit
Career Conversation ToolkitCareer Conversation Toolkit
Career Conversation Toolkit
LITTLE FISH
 
7 Solutions pour renforcer le contrat travail
7 Solutions pour renforcer le contrat travail7 Solutions pour renforcer le contrat travail
7 Solutions pour renforcer le contrat travail
LITTLE FISH
 
Le Chemin de l'Excellence en Santé Sécurité au Travail
Le Chemin de l'Excellence en Santé Sécurité au TravailLe Chemin de l'Excellence en Santé Sécurité au Travail
Le Chemin de l'Excellence en Santé Sécurité au Travail
LITTLE FISH
 
Management de la Performance Humaine : Pratiques de Fiabilisation
Management de la Performance Humaine : Pratiques de FiabilisationManagement de la Performance Humaine : Pratiques de Fiabilisation
Management de la Performance Humaine : Pratiques de Fiabilisation
LITTLE FISH
 
L'Amélioration Continue : une pratique qui profite à tous
L'Amélioration Continue : une pratique qui profite à tousL'Amélioration Continue : une pratique qui profite à tous
L'Amélioration Continue : une pratique qui profite à tous
LITTLE FISH
 

More from LITTLE FISH (20)

Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
 
Communication interne : Prévenir et gérer la rumeur
Communication interne : Prévenir et gérer la rumeurCommunication interne : Prévenir et gérer la rumeur
Communication interne : Prévenir et gérer la rumeur
 
7 Tools For a Positive Mindset
7 Tools For a Positive Mindset7 Tools For a Positive Mindset
7 Tools For a Positive Mindset
 
Les règles qui fondent le professionnalisme et motivent la performance
Les règles qui fondent le professionnalisme et motivent la performanceLes règles qui fondent le professionnalisme et motivent la performance
Les règles qui fondent le professionnalisme et motivent la performance
 
S'approprier l'amélioration continue et l'intégrer à ses pratiques
S'approprier l'amélioration continue et l'intégrer à ses pratiquesS'approprier l'amélioration continue et l'intégrer à ses pratiques
S'approprier l'amélioration continue et l'intégrer à ses pratiques
 
How To Predict Performance on the Job ?
How To Predict Performance on the Job ?How To Predict Performance on the Job ?
How To Predict Performance on the Job ?
 
Happiness as a Cultivated Activity
Happiness as a Cultivated ActivityHappiness as a Cultivated Activity
Happiness as a Cultivated Activity
 
Les formes d'accompagnement professionnel
Les formes d'accompagnement professionnelLes formes d'accompagnement professionnel
Les formes d'accompagnement professionnel
 
3 Dispositifs pour accompagner le développement professionnel
3 Dispositifs pour accompagner le développement professionnel3 Dispositifs pour accompagner le développement professionnel
3 Dispositifs pour accompagner le développement professionnel
 
Amélioration de la performance : Réduire le risque d'erreur
Amélioration de la performance : Réduire le risque d'erreurAmélioration de la performance : Réduire le risque d'erreur
Amélioration de la performance : Réduire le risque d'erreur
 
5 Choses primordiales à apprendre des experts seniors de l'entreprise
5 Choses primordiales à apprendre des experts seniors de l'entreprise5 Choses primordiales à apprendre des experts seniors de l'entreprise
5 Choses primordiales à apprendre des experts seniors de l'entreprise
 
Building Resilience in the Workplace and the Personal Sphere
Building Resilience in the Workplace and the Personal SphereBuilding Resilience in the Workplace and the Personal Sphere
Building Resilience in the Workplace and the Personal Sphere
 
8 Critical capabilities for a complex world
8 Critical capabilities for a complex world8 Critical capabilities for a complex world
8 Critical capabilities for a complex world
 
Formation : 6 Leviers du Succès
Formation : 6 Leviers du SuccèsFormation : 6 Leviers du Succès
Formation : 6 Leviers du Succès
 
Le secret d'une formation réussie
Le secret d'une formation réussieLe secret d'une formation réussie
Le secret d'une formation réussie
 
Career Conversation Toolkit
Career Conversation ToolkitCareer Conversation Toolkit
Career Conversation Toolkit
 
7 Solutions pour renforcer le contrat travail
7 Solutions pour renforcer le contrat travail7 Solutions pour renforcer le contrat travail
7 Solutions pour renforcer le contrat travail
 
Le Chemin de l'Excellence en Santé Sécurité au Travail
Le Chemin de l'Excellence en Santé Sécurité au TravailLe Chemin de l'Excellence en Santé Sécurité au Travail
Le Chemin de l'Excellence en Santé Sécurité au Travail
 
Management de la Performance Humaine : Pratiques de Fiabilisation
Management de la Performance Humaine : Pratiques de FiabilisationManagement de la Performance Humaine : Pratiques de Fiabilisation
Management de la Performance Humaine : Pratiques de Fiabilisation
 
L'Amélioration Continue : une pratique qui profite à tous
L'Amélioration Continue : une pratique qui profite à tousL'Amélioration Continue : une pratique qui profite à tous
L'Amélioration Continue : une pratique qui profite à tous
 

Recently uploaded

Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum
 
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
SOFTTECHHUB
 
9 Ways Managers Kill Morale (and What to Do Instead)
9 Ways Managers Kill Morale (and What to Do Instead)9 Ways Managers Kill Morale (and What to Do Instead)
9 Ways Managers Kill Morale (and What to Do Instead)
experienceprosarah
 
All the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/BozenAll the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/Bozen
Alberto Brandolini
 
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
LinghuaKong2
 
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Alexey Krivitsky
 
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Samirsinh Parmar
 
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
ssuserf63bd7
 
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
Rokibul Hasan
 
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptxinnovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
TulsiDhidhi1
 

Recently uploaded (10)

Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
 
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
 
9 Ways Managers Kill Morale (and What to Do Instead)
9 Ways Managers Kill Morale (and What to Do Instead)9 Ways Managers Kill Morale (and What to Do Instead)
9 Ways Managers Kill Morale (and What to Do Instead)
 
All the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/BozenAll the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/Bozen
 
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
 
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
 
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
 
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
 
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
 
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptxinnovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
 

10 Leadership Tools

  • 1. 10 TOOLS TO HELP YOU HONE YOUR LEADERSHIP SKILLS
  • 3. THE NEED TO ADAPT STYLES Every manager tends to have a preferred leadership style, but for real effectiveness it is necessary for leaders to shift leadership styles according to circumstances. Hersey & Blanchard's Situational Leadership Model sets up : ● a contingency approach to leadership ● that matches leadership style to situation ● and the readiness of the followers. Sources : Business Development UK & Insights On Leadership Influence Behaviors
  • 4. LEADERSHIP STYLES No leadership style is right or wrong, but only contingent to the situation. Effective leaders are versatile, i.e. they are able to move around the matrix in accordance with the situation. Influence Behaviors
  • 5. CONTINGENCY MADE SIMPLE Appropriate leadership behavior is dependent on the situation (contingency). Leaders should take into consideration several factors before choosing a specific leadership style appropriate for the group, including : 1) The type of task. 2) How well group members work together. 3) How well group members work with the leader. 4) The maturity level or readiness of the followers.
  • 7. THE NEED FOR DIFFERENT POWERS When leading your team or organization, the secret to getting superior results lies in the ability to “marshal different sources of influence” (Joseph Grenny), or sources of power. Leading by using only Position Power Leading by mobilizing several sources of power
  • 8. 5 BASES OF POWER French & Raven
  • 9. 5 BASES OF POWER French & Raven Coercive Power : comes from the belief that a person can punish others for noncompliance. Referent Power : is the result of a person's perceived attractiveness, worthiness, and right to respect from others. Expert Power : is based on a person's superior skill and knowledge. Legitimate Power : comes from the belief that a person has the formal right to make demands, and to expect compliance and obedience from others. Reward Power : results from one person's ability to compensate another for compliance.
  • 11. WHAT IS CHARISMA ? “to affect and influence others at a deep emotional level, to communicate effectively with them, and to make strong interpersonal connections.” Ronald Riggio, The Charisma Quotient. CHARISMA is a set of social skills enabling an individual (the leader)
  • 12. THE NEED FOR CHARISMA Charisma is an individual competency of the leader, a form of influential power, and interpersonal attraction that inspires support and acceptance. CHARISMA ● Trustworthiness ● Influence ● Natural authority ● Presence ● Warmth ● Power LEAD INPUT OUTPUT
  • 13. 3 ELEMENTS OF CHARISMA PRESENCE ● Focus (100% present) ● Active listening ● Assertiveness WARMTH POWER ● Show respect ● Show you care ● Positivity ● Enthusiasm ● Your special skills as a source of power ● Master your body language ● Make eye contact ● Vocal intonation Adapted from Dan Schawbel
  • 14. 6 BUILDING BLOCKS OF CHARISMA Adapted from Ronald Riggio, The Charisma Quotient EMOTIONAL EXPRESSIVENESS EMOTIONAL SENSITIVITY EMOTIONAL CONTROL SOCIAL EXPRESSIVENESS SOCIAL SENSITIVITY SOCIAL CONTROL
  • 15. 6 BUILDING BLOCKS IN DETAIL Adapted from Ronald Riggio, The Charisma Quotient EMOTIONAL EXPRESSIVENESS EMOTIONAL SENSITIVITY EMOTIONAL CONTROL SOCIAL EXPRESSIVENESS SOCIAL SENSITIVITY SOCIAL CONTROL Expressing your feelings spontaneously and genuinely will allow you to affect the moods and emotions of others. The ability to fit in with all sorts of people. Skill in reading and interpreting social situations, being able to listen to others, and be "in tune" with them. Verbal communication skill and the ability to engage others in social interaction. The ability to control and regulate your emotional displays. The ability to read others' emotions, and make an emotional connection by responding to their feelings.
  • 17. BUILDING SUCCESSFUL CHANGE 1 Create a sense of urgency 8 Institute Change 2 Build a guiding coalition 3 Form a strategic vision and initiatives 4 Enlist a volunteer army 5 Enable action by removing barriers 6 Generate Short-term Wins 7 Sustain Acceleration KOTTER'S 8-STEP CHANGE PROCESS Source : Kotter International
  • 18. MANAGING COMPLEX CHANGE Adapted from Knoster, Villa, & Thousand (2000), A Framework for Thinking About Systems Change.
  • 19. PERSONAL CHANGE Source : Businessballs Fisher’s Personal Transition Curve , 2012
  • 21. TEAM BUILDING PROCESS Tuckman's Team & Group Development Model - Little agreement - Unclear purpose - Guidance and Direction from the Leader Forming - Conflict - Increased clarity of purpose - Power struggles - Coaching Storming - Agreement and consensus - Clear roles and Responsibility - Facilitation Norming - Clear vision and purpose - Focus on goal achievement - Delegation Performing - Task completion - Good feeling about achievements - Recognition Adjourning
  • 23. LEADERSHIP COMMUNICATION VISION PLAN DELEGATE COACH MOTIVATE Visualizing and verbalizing the message. Describing the steps the organization needs to take to fulfill the vision. Defining individual roles and team responsibilities. Advising, counseling, and listening. Recognizing the contributions of others.      Leadership Process Communication Action
  • 24. 5 DYSFUNCTIONS OF A TEAM THE ROLE OF THE LEADER Patrick Lencioni's Model Build trust
  • 26. THE MOTIVATIONAL LEADER INSPIRING (Vision and Sensemaking) ● Communicating thoroughly on vision and strategy. ● Helping people see how their work fits. ● Providing team with sense of purpose. ● Being a sound advisor & building credibility through in- depth knowledge. ● Being a problem-solver and creating solutions. MANAGING MOTIVATION TRIGGERS ● Deep understanding of motivation at work. ● Enthusiasm, a positive mindset, and self-motivation. ● Motivating others to high performance. ● Energizing others to go the extra mile. LEADING BY EXAMPLE (Role Modeling) ● Modeling core values. ● Building trust. ● Displaying high integrity and honesty. ● Acting consistently and following through on promises. ● Promoting cooperation in the work group.
  • 27. MOTIVATION TRIGGERS Managing effectively these factors will create motivation. Sources of MOTIVATION Autonomy Suitable Delegation Influence on Decision-Making Quality of workplace relationships Career opportunities Salary, Coms & Bens Working conditions & well-being Communicating on Strategy SMART goals Cooperation and Social Support Hierarchical Support Trust in the workplace Skills development Organizational Justice & Equity Recognition
  • 29. NEGOTIATION SKILLS Negotiation is part of (organizational) life. Leading a team, a department or an organization requires to develop astute negociation skills, to deal with difficult people or situations. “In business as in life, you don't get what you deserve, you get what you negotiate.” Chester L. Karrass
  • 30. NEGOTIATION PROCESS PREPARE DISCUSS PROPOSEBARGAIN AGREE AGREEMENT : ● Finalizing the deal ● Formulating an agreement ● Securing implementation PREPARATION : ● Fact finding, exploration ● Preparation and planning DISCUSSION : ● Information sharing ● Definition of ground rules ● Building understanding PROPOSITION : ● Negotiation strategies ● Clarification and justification BARGAINING : ● Getting and making concessions ● Problem solving ● Overcoming resistance ● Moving towards an agreement
  • 31. NEGOTIATION PROCESS ● Know the actors - Assess objectives, yours and theirs. ● Decide on areas of possible flexibility. ● Plan approach and sequence of events. PREPARE DISCUSS PROPOSE AGREE BARGAIN ● Exchange positions and issues. ● Create a constructive working climate. ● Listen carefully, and question thoroughly. ● Specify what you want. ● Seek compromise – Get a win/win if possible. ● Remember optimum and fallback positions. ● Solve problems and overcome resistance. ● Don't concede without exchanging. ● Reiterate the value of your solution. ● Formulate an agreement. ● Secure implementation. ● Review your negotiating experience.
  • 32. NEGOTIATION STYLES IMPORTANCE OF RELATIONSHIP IMPORTANCE OF OUTCOME Split the difference Selecting a strategy depends on 2 basic concerns
  • 34. MINDSET PERFORMANCE LOOP Source : Shane Cradock, How To Change Your Mindset.
  • 35. 8 MINDSETS FOR SUCCESS GROWTH MINDSET ABUNDANCE MENTALITY POSITIVE THINKING SOLUTION ORIENTED PROACTIVE MINDSET OPTIMAL THINKING AGILE THINKING REGRET MINIMIZA TION Source : Upgrade your mindset to the superhuman version, Blaz Kos.
  • 36. 8 MINDSETS FOR SUCCESS 1/2 Source : Upgrade Your Mindset To The Superhuman Version, Blaz Kos.
  • 37. 8 MINDSETS FOR SUCCESS Source : Upgrade Your Mindset To The Superhuman Version, Blaz Kos. 2/2
  • 38. GUIDING BEHAVIOR CHANGE Sources : Grindley & Prochaska Create awareness Change values & beliefs Persuade and motivate Educate Facilitate action Reinforce changes
  • 40. 6 PRINCIPLES OF PERSUASION RECIPROCITY SCARCITY AUTHORITY CONSISTENCY LIKING CONSENSUS Adapted from Robert Cialdini, Influence At Work The key to using the principle of reciprocation is to be the first to give and to ensure that what you give is personalized and unexpected. Point out what is unique about your proposition and what they stand to lose if they fail to consider your proposal. People follow the lead of credible knowledgeable experts People like to be consistent with the things they have previously said or done. Consistency is activated by looking for and asking for small initial commitments that can be made. According to pursuasion science we like people who are similar to us, we like people who pay us compliments and we like people who cooperate with us towards mutual goals. When uncertain, people will look to the actions and behaviors of others to determine their own. Just point to what many others are already doing or thinking especially many similar others.
  • 41. MONROE'S MOTIVATED SEQUENCE Source : Understanding Persuasion, Tools4Management. HOOK NEED SOLUTION VISUALIZATION ACTION Engage attention Narrate problems Offer the easiest way out Create a startling picture of the situation Repeat the steps and motivate to act The Attention Step: State clearly your purpose and let the audience know what to expect from the speech. The Need Step: You need to show that the problem exists in the lives of your audience. The Solution Step: involves deriving a reasonable plan that can actually solve problem. The Visualization Step: requires creation of a visual image of audience acting towards a specific response. The Action Step: repeat the need, visualization steps, satisfaction, and thereby directing them to act. Call to action.
  • 42. How to gain engagement Employee Engagement Pyramid, Melcrum (2006) MELCRUM'S ENGAGEMENT MODEL I AM COMMITTED TO ACT I BELIEVE I UNDERSTAND THE MESSAGE I AM AWARE OF THE MESSAGE Employees are familiar with the strategy and how it helps the company meet its objectives. Employees learn the reasons behind the company's objectives and begin to understand their role in making the company successful. Employees subscribe to the values and objectives of the company in the project being developed. Employees believe the company meets their needs. They buy in and are willing to help the company meet its objectives. Communicate thoroughly at every stage Explain Adapte arguments to different audiences Convince Provide powerful data Communicate on short- term wins Trigger action Call to action and lean on a volunteer coalition LEADERSHIP ACTIONSEMPLOYEES' BEHAVIORS
  • 44. SUSTAINABLE LEADERSHIP Leadership is not a sprint, it is a marathon. Sustainable leadership requires to renew ressources as important inputs are regularly thrown into the process. Effective Leadership Process Leadership Outputs INPUTS TO BE RENEWED Desired Outcomes
  • 45. ALL A MATTER OF INPUTS Diamond of Leadership Resources Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES No input, no output. Renewing quality inputs and revitalizing resources enables to prevent : ● Burnout ; ● Obsolescence ; ● Performance fails ; ● Deficient outcomes.
  • 46. LIFELONG LEARNING ● Growth Mindset (vs fixed mindset). ● Learning to learn. ● Seizing every opportunity lo learn (formal or informal learning). ● Taking advantage of online education (Moocs, webinars, podcasts, elearning nuggets ...) ● Joining a community of learners... Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES “Continuous learning is the minimum requirement for success in any field.” Brian Tracy.
  • 47. CONTINUOUS IMPROVEMENT ● Applying the 4 stages of PDCA to improve every domain, comprising self-management. ● Importance of goal-setting and action plans (+ evaluation). ● Seeking challenges and actualizing one's potential by getting out of the comfort zone. ● Capitalizing and thriving on feedback. “Be relentless in the quest for improvement and continuous self-renewal.” Stephen R. Covey. Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES
  • 48. PERSONAL RESOURCES ● Developing self-awareness and emotional intelligence. ● Managing motivation. ● Managing stress. ● Managing time and priorities. ● Managing energy (opportunities to resource oneself, performance rituals, healthy life habits). ● Developing coping and resilience skills. “All leadership begins with self-leadership.” Jim Cathcart. Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES
  • 49. Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES A RESOURCEFUL NETWORK ● Developing social intelligence & social skills. ● Developing other leaders you can count on and delegate to. ● Making connections and joining networks (afterworks, professional club, community of practice …) ● Solliciting external ressources : experts & counselors, different partnerships, mentors & helpers, schools ... “No man is an island.” John Donne.
  • 50. “IF YOUR ACTIONS INSPIRE OTHERS TO DREAM MORE, LEARN MORE, DO MORE AND BECOME MORE, YOU ARE A LEADER.”
  • 51. ● Tools 4 Management (link). ● Mind Tools (link). ● Bookboon (link). ● Leadership Illustrated (link). ● Charisma Made Simple (link). ● Getting Results (link).