The document outlines a leadership training program focused on the character traits essential for effective leadership. It emphasizes that great leaders are a blend of vision, passion, boldness, and integrity, among twelve key traits that inspire and build trust within their teams. It concludes with a practical exercise for mastering these traits over a twelve-week period to develop strong leadership skills.

1. LEADERSHIP
TRAINING
PROGRAMME
Session
Two:
The
Character
of
Leadership

2. Are
great
leaders
born
or
made?
• Bell
curve
• Learn
the
characteris>cs
of
great
leadership
• Different
styles
–
themes
of
character

3. Integrous
Leadership
• The
founda>on
–
all
else
is
built
on
this
– The
integra>on
of
outward
ac>ons
and
inner
values
–
same
on
the
outside
as
on
the
inside
– Transparent
–
what
you
see
is
what
you
get
• Values/character
guide
decisions
• Be
–
Do
–
Have
– Become
the
person
you
need
to
be
to
lead
– Your
team
will
model
your
behaviour

4. Behaviours
that
build
integrity:
• Do
the
right
thing,
always
• Do
what
you
say
you’re
going
to
do
• Be
honest
in
your
conversa>ons,
even
if
the
truth
is
uncomfortable
• Deliver
clear
and
concise
messages
to
your
team
• Only
make
promises
that
you
can
keep
• Be
willing
to
deal
quickly
to
those
in
your
team
who
act
without
integrity
• Loyalty
to
the
company;
it’s
visions,
values
and
goals
• Loyalty
to
your
team;
have
their
backs
• Don’t
let
others
sway
you
away
from
ac>ng
with
integrity,
whatever
their
posi>on

5. Character
Traits
of
Great
Leaders
• Who
are
some
leaders
you
respect?
• What
character
traits
do
they
demonstrate?

6. 12
Character
Traits
of
Great
Leaders

7. 1.
They
have
a
vision
• The
vision
for
a
company
or
a
team
sets
the
focus,
it
liNs
people
up,
and
it
inspires
them
to
excellence.
• A
great
leader
not
only
creates
a
compelling
vision
they
also
communicate
that
vision
in
a
way
that
people
can
understand
and
get
behind:
– Learn
to
paint
a
picture
with
words
–
the
power
of
the
story.
– Ask
each
of
your
team
to
tell
you,
in
their
own
words,
about
the
vision
of
the
company
and
your
team.
How
close
is
it
to
what
you
thought
they
understood?
Is
your
team
on
the
same
page
as
you?
– As
you
work,
your
company
and
team’s
vision
should
be
in
your
mind
every
day,
and
you
should
reevaluate
it
occasionally
so
that
it
stays
current
with
the
changing
>mes
in
which
we
live.
And
remember,
your
team
needs
to
be
just
as
involved
as
you
in
keeping
it
up
to
date
if
you
truly
want
them
to
buy
in
on
the
vision.
Be
sure
to
keep
your
key
players
involved.

8. 2.
They
are
passionate
• Your
team
want
passion;
in
fact,
they'll
go
to
the
ends
of
earth
because
of
it.
People
will
live
and
die
for
it
such
is
the
desire
for
passion
in
our
lives.
Think
of
the
sailors
who
traveled
with
James
Cook
to
explore
uncharted
territory,
heading
into
the
unknown,
not
knowing
if
they
would
ever
return.
Their
leader’s
passion
inspired
them
to
put
their
very
lives
at
risk.
• To
build
an
extraordinary
team,
you've
got
to
light
the
‘fire
in
their
bellies’,
to
get
them
to
feel
passion
about
the
company
and
connect
to
the
vision.
Passion
is
such
a
key
part
of
being
a
great
leader
that
if
you
don't
have
it,
you
simply
can't
be
a
great
leader,
because
if
you
don’t
have
it
you
can’t
expect
your
team
to
have
it.
• And
passion
is
infec>ous.
When
you
talk
about
your
vision
for
the
company
and
your
team,
let
your
passion
for
your
vision
shine
through.
Others
will
feel
it
and
want
to
get
on
board
with
you.
If
you
don't
have
passion
for
your
vision,
you
need
to
recreate
your
vision
or
reframe
your
descrip>on
of
your
vision
so
it's
connected
to
your
passion,
it’s
that
important.

9. 3.
They
are
BOLD
• Nice
leaders
are
liked
by
everyone,
but
they
don't
have
the
courage
to
say
what
needs
to
be
said,
and
they
are
therefore
weak
and
are
walked
all
over.
• Fierce
leaders
don’t
think
of
other
people’s
feelings
at
all
and
they
use
force
to
get
their
way;
they
aren’t
liked
and
as
soon
as
their
backs
are
turned
people
will
undermine
them.
• Bold
leaders
have
both
compassion
and
courage.
They
listen
to
people
and
are
compassionate
to
their
situa>on
and
their
needs,
and
they
are
courageous
enough
to
say
what
needs
to
be
said
and
to
do
what
needs
to
be
done.
Nothing
changes
un.l
the
unsaid
is
spoken
and
bold
leaders
understand
this
and
apply
it.

10. 4.
They
set
the
focus
• Energy
flows
where
focus
goes.
Your
team
will
focus
wherever
you
are
focussing,
so
a
great
leader
decides
consciously
where
to
focus,
and
hence
where
the
team
will
focus.
• The
importance
of
focus
is
to
get
people
to
take
ac>ons
that
move
them
towards
their
objec>ves,
and
the
company’s
objec>ves.
Therefore
you
need
to
make
sure
they
are
clear
on
both
their
objec>ves
and
the
company’s
objec>ves,
and
also
the
cri>cal
drivers,
which
are
the
ac>ons
they
must
take
to
make
progress.
• Effec>ve
focus
will
take
people
from
being
task
driven
to
being
outcome
driven
and
will
accelerate
their
progress
towards
achieving
your
company’s
goals.

11. 5.
They
are
great
team
builders
and
surround
themselves
with
great
people
• The
success
of
a
great
leader
is
not
an
accident,
and
most
people
would
agree
it’s
not
a
testament
to
their
ability
alone.
They
consistently
surround
themselves
with
talented
people
and
build
that
talent
into
a
great
team.
They
are
not
afraid
of
hiring
people
who
are
beer
than
them;
in
fact
they
welcome
it
because
they
know
it’s
cri>cal
to
achieving
progress.
• They
also
recognise
there
are
too
many
moving
parts
to
control
singlehandedly,
so
they
put
their
focus
on
what
they
do
best
and
delegate
appropriately.
Importantly,
they
delegate
to
people
who
have
demonstrated
competence
in
the
task
required.

12. 6.
They
are
open
• Great
leaders
are
open
to
new
ideas,
even
if
they
don’t
confirm
to
the
usual
way
of
thinking.
They
will
suspend
judgement
while
listening
to
new
ideas
and
will
welcome
ideas
that
aren’t
their
own.
• The
leader
who
thinks
they
have
to
come
up
with
all
the
good
ideas
is
severely
limi>ng
their
business.
By
being
open,
you
will
also
build
mutual
respect
and
trust
with
your
employees,
and
it
fuels
your
team
to
con>nue
to
come
up
with
new
and
beer
ideas
to
further
your
vision.

13. 7.
They
set
the
standard
and
demand
accountability
• Great
leaders
set
a
standard
of
excellence
in
an
organisa>on.
As
General
Norman
Schwarzkopt
said,
“shined
shoes
save
lives”.
Great
leaders
understand
that
excep>ons
are
the
enemies
of
excellence
and
that
tolerance
of
slipshod
can’t
happen.
• Great
leaders
will
ins>l
a
culture
of
accountability
in
their
organisa>on,
that
is;
see,
own
it,
solve
it,
do
it.
• They
ensure
people
come
to
them
with
proposals
and
solu>ons,
not
just
problems.
– Problem
+
3
Solu>ons
+
Proposal
– Do
this
enough
and
people
will
start
to
figure
things
out
themselves
and
this
will
empower
them
to
be
their
best.

14. 8.
They
are
creaQve
• Crea>vity
is
the
ability
to
think
differently,
to
get
outside
of
the
box
that
constrains
solu>ons,
and
to
come
up
with
new
ways
of
looking
at
things
and
solving
problems.
• Great
leaders
have
the
ability
to
see
things
that
others
have
not
seen
and
thus
lead
followers
in
new
direc>ons.
Two
of
the
most
important
ques>ons
that
a
leader
can
ask
are,
"What
if…
?",
and,
“What
more
can
we
do?”

15. 9.
They
are
great
decision
makers
• Great
leaders
make
decisions
quickly
and
are
commied
to
those
solu>ons.
This
means
they
change
them
slowly,
but
that
are
not
so
ridgid
they
they
will
never
change
them.
• They
are
analy>cal
in
that
they
will
make
decisions
based
on
the
facts
at
hand,
but
they
won’t
over-­‐analyse
and
paralyse
themselves.
• They
will
be
thoughful
to
all
par>es
concerned,
but
they
won’t
become
obsessive
and
they
will
understand
that
they
can’t
please
everyone,
and
in
fact
that’s
not
their
goal.

16. 10.
They
are
magnanimous
• Great
leaders
give
credit
where
it
is
due.
A
magnanimous
leader
ensures
that
credit
for
successes
is
spread
as
widely
as
possible
throughout
the
company.
Conversely,
a
good
leader
will
take
personal
responsibility
for
failures.
This
sort
of
reverse
magnanimity
helps
other
people
feel
good
about
themselves
and
draws
the
team
closer
together,
and
causes
them
to
both
respect
and
trust
their
leader.
• To
‘spread
the
fame
and
take
the
blame’
is
a
hallmark
of
great
leaders;
they
aren’t
looking
for
the
credit,
they
are
looking
for
the
results.
• They
acknowledge
people
and
say
‘thank
you’.

17. 11.
They
are
engaged
in
their
surroundings
• Great
leaders
are
present
and
engaged
in
the
present
moment.
They
value
their
>me
and
that
of
others,
to
everyone's
benefit.
They
expect
structure
to
mee>ngs,
substance
to
discussions,
and
aim
to
stay
on
schedule.
In
exchange,
you
get
their
complete
aen>on.
You
won’t
find
a
great
leader
tex>ng
while
they
talk
with
you.

18. 12.
They
seek
out
posiQve
energy
• Passionate
leaders
are
inherently
op>mis>c;
they
genuinely
believe
anything
is
possible
and
want
to
be
surrounded
with
people
who
are
enthusias>c
and
keep
them
inspired.
• Great
leaders
are
likely
to
be
openly
frustrated
when
there
is
a
roadblock
or
a
wave
of
nega>vity,
because
they
see
this
as
a
hindrance
towards
achieving
great
things.
They
have
no
>me
for
pessimism;
failure
is
not
an
acceptable
answer.
• A
great
leaders
believes
that
in
the
end
if
you
haven’t
achieved
what
you
need
to
achieve,
it’s
not
the
end.

19. OUTCOME:
Trust
Without
trust
people
won’t
buy
100%
into
a
leader,
they
will
always
hold
something
back.
When
people
totally
trust
their
leader
they
will
follow
them
into
the
unknown,
which
is
where
leaders
need
to
go
to
forge
new
ground.
• Integrity
–
honesty
and
truthfulness.
Doing
the
right
thing,
even
if
it’s
the
thing
that
takes
the
most
effort.
And
it’s
doing
it
even
if
no
one
were
to
know
about
it.
• Competence
–
encompasses
an
individual’s
technical
and
interpersonal
knowledge
and
skills.
You
need
to
believe
that
someone
has
the
skills
to
carry
out
what
they
say
they
will.
• Consistency
–
relates
to
someone’s
reliability,
predictability
and
good
judgement
in
handling
situa>ons.
Inconsistencies
between
words
and
ac>ons
decrease
trust.
• Loyalty
–
The
willingness
to
save
face
for
another
person.
Trust
requires
that
you
can
depend
on
someone
not
to
act
opportunis>cally.
• Openness
–
Can
you
give
the
full
truth?

20. Exercise
1. For
the
next
twelve
weeks
focus
on
one
of
these
character
traits
each
week
2. Review
the
notes
on
that
trait
three
>mes
a
day
–
once
when
you
wake,
once
at
lunch>me,
and
once
before
you
go
to
bed
3. Focus
on
that
trait
throughout
the
day
and
ac>vely
live
it
4. Ensure
that
every
week
you
master
the
trait
you
are
focusing
on
5. At
the
end
of
the
twelve
weeks
you
will
have
mastered
the
twelve
character
traits
to
become
a
great
leader

21. Final
thought…
“One reason so few of us achieve
what we truly want is that we
never direct our focus; we never
concentrate our power. Most
people dabble their way through
life, never deciding to master
anything in particular.”
Anthony Robbins