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EFFECTIVE LEADERSHIP FOR NEW LEADERS.pptx
- 2. TRAINING OBJECTIVE S Understand how your role as a leader affects the Organization’s success. Understand the various myths and truths of leadership Identify the dynamics of leadership Identify different leadership styles Reflect: How can I use today’s lessons in my work/leadership efforts
- 3. TRAINING RULES • Be open • Show respect • Listen to each other • One person speaks at a time • Silence Cell Phones • Participate • Share experiences • Keep discussion confidential
- 4. ICE BREAKER THE ORGANIZATION? THE PEOPLE? OR WHICH IS MORE IMPORTANT?
- 5. PEOPLE’S MATTER MATTERS!!! •We have been able to establish that people matter but most importantly the right people matter. • Since the right people matter, we can also agree that the matters of these right people also matter. • In conclusion, for an organization to be successful, their people’s matter matters!!!
- 6. Let's demonstrate the importance of people matters to an organization’s success by looking at two powerful models on organizational strategy that support this claim.
- 9. LET’S DISCUSS In your new position as a leader in your outlets, what is your importance in all of these?
- 10. WHAT IS LEADERSHIP? “Leadership at its core, is a very simple process of thinking well or thinking clearly about the situation facing them” »Sean Ruth “Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen”. »Alan Keith “Leadership is the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. »M Chemers
- 11. LEADERSHIP MYTHS • Leaders are born not made. • You can only lead from the top. • Good leadership is just common sense. • The only school that teaches leadership is the School of Hard Knocks.
- 12. TRUTHS ON THE NATURE OF LEADERSHI P You manage things; you lead people. Having a "position of leadership" does not mean you are a "leader“ You are not the leader until the group you are leading says so. Leadership requires a great deal of effort. Leaders must make the choice about whether they are willing to extend themselves for those they lead. Leaders will be called upon to sacrifice; their time, physical and mental energy, ego and bad mood days
- 13. "You can buy a person's time. You can even buy their physical place, but you cannot buy enthusiasm, you cannot buy loyalty, you cannot buy devotion of hearts, minds or souls. You must earn these.“ -Charles Francis
- 14. DYNAMICS OF LEADERSHIP • There are two dynamics involved in leadership; • The task dynamic • The relationship/people dynamic. • Based on these dynamics, we can identify 5 types of leaders • Authoritarian Leader (Task - 9; People – 1) • Team Leader (Task – 9; People – 9) • Country Club leaders ( Task – 1; People – 9) • Impoverished Leaders (Task – 1; People – 1) • Middle of the road (Task – 5; People – 5) (Blake Mouton’s Theory of Leadership)
- 15. DISCUSSION TIME • What is the difference between Power and Influence? • Which should you exercise more as a leader; Power or Influence?
- 16. POWER AND INFLUENCE "Power is the ability to force or coerce someone to do you will, even if they would choose not do, because of your position.“ -Hunter. “Influence is the skill of getting people to willingly do your will because of your relationship." -Hunter.
- 17. POWER OR INFLUENCE? You can get a few successes when you constantly use your power but over time, relationships will deteriorate and so will your influence. -Power erodes relationships. If you are not committed to people, you will probably fall back on power and... -"Power" people worry a lot about “influential" people. There are times when leaders need power. But... -when power must be exercised, the leader should reflect on why resorting to power was necessary. Leaders must understand that they had resort to power because the strength of their influence has broken down.
- 19. • Choose to listen • Don’t interrupt unless necessary • Listening requires focus. You are paying attention to the story, how it is told, use of language and voice, body language • Summarize to verify mutual understanding, even where there is disagreement • Don’t impose your solutions, you can ask if they are interested. A) IMPROVE YOUR LISTENING SKILLS
- 21. B) ENCOURAGING DIALOGUE VS. CONTROLLING THE CONVERSATION CONTROL DIALOGUE Encourages CONFLICT Encourages RESOLUTION
- 22. C) PRACTICE EMPATHY • Recognize emotions in others • Have Fundamental “people skills” • Have awareness of others’ needs/wants • Consider others’ feelings as factors in decision making • Attempt to put yourself in someone else’s shoes to feel & understand the person’s perspective
- 23. D) PRACTICE ACCEPTANCE ACCEPTANCE IS SIMPLY NON- JUDGMENTAL UNDERSTANDING; …Not necessarily agreeing, …But understanding the diverse perspectives available and adjusting your view to see the possibilities
- 24. PERSPECTIVE RECTANGLES EXERCISE How many rectangles do you see?
- 26. THE FOUR STYLES OF LEADERSHIP THE DIRECTOR THE COACH THE SUPPORTER THE DELEGATOR THE PERFECT LEADER Tells people what to do, how to do it & when to do it. Then closely monitors their performance until the task is accomplished Closely monitors task accomplishment and solicits suggestions, explains decision, and supports subordinates' progress. Facilitates and supports peoples' efforts toward task accomplishment. He shares the responsibility of decision-making with them This leader turns over responsibility for decision-making and problem-solving to people
- 27. • Effective leaders adjust their leadership style based on the person they are working with and the situation. • This is generally referred to as "SITUATIONAL LEADERSHIP.“ • Consistency in your leadership:- Is not always using the same leadership style, It's using the same leadership style in similar situations.
- 28. WHAT DO PEOPLE WANT FROM THEIR LEADERS? • To feel appreciated and respected • To feel they are accomplishing something worthwhile • To understand the contribution, they are making. • To feel they are "in" on things • Patience • Encouragement • Hope • To believe their leader understands their personal situation and challenges • To be forgiven when they make mistakes • To set standards and boundaries
- 29. REFLECTION & QUESTIONS • Please share any reflections from today • Are there any questions?
- 30. THE END THANK YOU FOR LISTENING AND PARTICIPATING!!!
Editor's Notes
- The Organization Matters cos people who work there need a livelihood and without an organization the people will be somewhere else The People also matter because without people the organization cannot be. The organization was created by people. While both seem to be important, we need to understand that without the right people, the organization will not survive or exist. So for an organization to exist, it must find the right people so essentially The Right People Matter.
- For many years, commercial organizations majorly only measured their success by how much money they made (Sales, profit, market value etc). This narrow focus on just financial success led to corporate failures and scandals and there was a need for a more sustainable and balanced focus which now focus on 4 major components; Finance Customer Internal Processes Learning and growth The learning and growth aspect is targeted at improving employee’s loyalty and satisfaction which affects their service to customers which then equals sustainable financial success.
- The Service Profit Chain Model, details a flow of how employee welfare and feelings can affect the organizations financial success, A mere 5% jump in customer loyalty can result to more profit for the organization. This flow chart point to fact that people’s matter matters. These two models discussed are models that have been embraced by very popular successful organizations e.g Apple, Phillips electronics, Citibank e.t.c. This shows that it is importance to pay attention to your employees in your team
- Leader – A person who has commanding influence (power) Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.
- Leaders are not born, they are made. While some leadership theories argue that some people are born with inherent physiological and personality traits that distinguishes them as leaders, the truth is anybody can be become a great leaders. Effective leadership can be mastered. You can be a leader from any part of the organization you find yourseldf It takes a lot more than common sense to be a great leader. Leadership is the art of influencing people. If you learn something in the school of hard knocks, you learn it as a result of difficult or unpleasant experiences. Unpleasant experiences under certain leaders shouldn’t form the basis of your leadership style
- Authoritarian Leader (Task - 9; People – 1)- These are slave drivers, are only bothered about the job and not their people Team Leader (Task – 9; People – 9)- Are leaders that are able trike a healthy balance between their passion for the job and care for their people Country Club leaders ( Task – 1; People – 9)- Avoid punitive measures even when necessary and only use rewards to motivate team members due to their fear of jeopardizing relationships Impoverished Leaders (Task – 1; People – 1)- These leaders just delegate and disappear. They do not care about the job or the people. Middle of the road (Task – 5; People – 5)- These type of leaders are neither here nor there. Sometimes appear to care for the job than the people and vice versa. The best kind of leaders are the team leaders. The key to leadership is accomplishing the tasks at hand while building and maintaining good relationship with team members
- Pair off into partners. The speaker has 3 minutes to share a story of their choice with their partner. Once the time is up, the listener evaluates themselves as a listener using the following standards. Patience- Were you tempted to cut the person short in less than 1 minute? Facts - How many facts were you able to deduce from the conversation? (A true statement that can be proven with evidence. It can be verified.) Feelings – What emotions did you hear? Values – What core principles or underlying personal driving forces do you hear behind the feelings
- C = Critique / Complaint O = Offer new / old information N = Not taking responsibility T = Take it personally R = Righteous anger O = Overt (passive) aggression L = Lay blame
- There’s no wrong answer since the question asks “How many rectangles do YOU see?” vs how many rectangles are there. Encourage members to share their number and how they got to those numbers. We all may see this challenge differently.
- DIRECTING STYLE; Is appropriate when the decision has to be made quickly and the stakes are high. It is used for people who are inexperienced and lack competence, but enthusiastic and committed. They need direction and frequent feedback to get them started Also appropriate with someone who has the skills required but is not familiar with the organization and its policies and procedures. COACHING STYLE; This style is used for people who have some competence but lack commitment. They need; Direction and feedback because they're still relatively inexperienced. Support and praise to build their self-esteem. Involvement in decision-making to foster their commitment to high performance and personal development. SUPPORTING STYLE: This style is used for people who have competence but lack confidence or motivation. DELEGATING STYLE; This style is used for people who; Have both competence and commitment. Are able and willing to work on a project by themselves with little supervision or support.